Welcome.

(1)

Structure.

The objective of this session is to share with you the concept of the Shell EP Global Open University. I have structured the presentation around:

  1. Introduction, Shell

  2. External developments, Corporate universities.

  3. Description of the Global Open University, key pillars.

  4. The benefits for the business.

1. Introduction, Shell.

(2)

The part of Shell I am going to talk to you about today is Shell International Exploration and Production, and in particular a new approach to learning and development in STEP, Shell Technology EP in co-operation with our many Operating Units across the world.

2. External developments, the Growth of Corporate Universities.

Organisations around the globe have very clearly adopted the corporate university concept. The concept involves a process - not necessarily a place - by which all levels of employees, and sometimes customers and suppliers, participate in a variety of learning experiences necessary to improve job performance and enhance business impact. Although the actual number of corporate universities is difficult to pinpoint, some estimates that more than 2000 exist in the United States alone. More importantly, the trend continues to grow. While it began in North America, it has spread to Europe, Asia and the rest of the world in a more limited manner. Organisations have invested heavily in this concept, sometimes as high as 5 percent of payroll costs. This also leads to the training and learning solutions functions in organisations are shifting their focus to performance improvement. The implementation of a variety of learning experiences and non-training solutions. To improve performance in the organisation represents a tremendous change in the way the training and development function is organised, managed, and operated to provide a full array of programs and services. Training and development's roles, skills, and outputs are drastically changing as the staff members transform from their current roles into a group of capable performance improvement specialists and consultants.

Collectively, these important external trends from the basis of the key parts of the response from Shell we will come back to.

In light of these significant changes Shell has been through and still are doing so, the developments of knowledge management, competence of staff and learning and development had to undergo a significant change. The response from the Professional Learning unit was to develop a concept for making all these elements integrated and contributes effectively to the business bottom line. The answer we developed was our own version of the Corporate University concept:

3. The Shell EP Global Open University

The deliverable of the ‘EP Global Open University’ is a skilled, flexible and global workforce to meet EP's business requirements today and in the future. (3)

Why is the focus on a competent workforce?

The business driver

– The Exploration and Production business today

The EP business has been through advances in technology and radical changes in business demand brought about by low oil prices, and the prediction of continuing uncertain oil prices. Accelerated deployment of new technology, increase production, pro-active portfolio management and E - Business are high on the business agenda. This situation has changed customer needs, which are driven by the objectives of Strategic Cost Leadership, Global Procurement, Commercial mindset and Leadership skills. At the same time, enormous improvements in communication and information technology possibilities have brought about great changes to the business of learning, training and knowledge management.

The organisational driver

– a global staff pool

Resourcing of people in EP has gone through fundamental changes over the last two years.

The EP business has up to now been well served with having a mix of regional staff and some international staff with work assignments normally for 3–4 years.

With the drive towards one global workforce, Operating Units who will also offer the first assignments for new graduates will do global recruitment.

The business driver

– The Exploration and Production business today

The EP business has been through advances in technology and radical changes in business demand brought about by low oil prices, and the prediction of continuing uncertain oil prices. Accelerated deployment of new technology, increase production, pro-active portfolio management and E - Business are high on the business agenda. This situation has changed customer needs, which are driven by the objectives of Strategic Cost Leadership, Global Procurement, Commercial mindset and Leadership skills. At the same time, enormous improvements in communication and information technology possibilities have brought about great changes to the business of learning, training and knowledge management.

The organisational driver

– a global staff pool

Resourcing of people in EP has gone through fundamental changes over the last two years.

The EP business has up to now been well served with having a mix of regional staff and some international staff with work assignments normally for 3–4 years.

With the drive towards one global workforce, Operating Units who will also offer the first assignments for new graduates will do global recruitment.

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