Building Technical, Commercial and Soft Skills in Evolving Organizations
- C. Susan Howes (Subsurface Consultants & Associates, LLC) | Robert W. Taylor (International Human Resources Development Corporation)
- Document ID
- International Petroleum Technology Conference
- International Petroleum Technology Conference, 13-15 January, Dhahran, Kingdom of Saudi Arabia
- Publication Date
- Document Type
- Conference Paper
- 2020. International Petroleum Technology Conference
- Mentor, Train, Competency, Capability, Skills
- 7 in the last 30 days
- 7 since 2007
- Show more detail
- View rights & permissions
|SPE Member Price:||USD 7.00|
|SPE Non-Member Price:||USD 23.00|
The combination of unevenly distributed demographics and the recent industry downturn have resulted in an exodus of highly experienced workers from the oil and gas industry as employers constrained costs by reducing headcount. Retirement of highly skilled technical experts has further compounded these critical issues. The remaining workforce is talented, but many organizations are experiencing significant capability gaps that are driven from their workforce being inexperienced, under-trained, and lacking access to qualified mentors.
Addressing capability gaps requires an understanding of what skills are needed. New leaders may not be aware of the full spectrum of technical skills, and which skills are best applied to technical challenges. Many leaders manage cross functional teams where several team members work in different disciplines. Once appropriate skills are identified by job functions necessary to perform the work, companies inventory skills and competency levels in their organizations. Individual development programs are developed utilizing available training and development resources to target the gaps and effectively raise the level of competency within the required timeframe.
A complete program includes:
Competency modeling and assessment
Conventional classroom instruction and exercises
Virtual learning options
In-house and virtual mentoring
Business workshops and simulations
Rotational assignments and "On the Job" (OTJ) training
Consulting experts to fill gaps temporarily and allow time for staff development
Subject matter experts to provide peer reviews to ensure quality
Successful implementation of a competency based focused training and mentoring program drives companies to close the identified capability gaps and increase business performance. This presentation draws on several successfully implemented programs to demonstrate the applicability and relevance of the program's key elements leading the organization to an increase in overall workforce skill levels.
These referenced examples describe key elements of a competency management system (CMS) implemented by E&P companies globally. The CMS system includes building competency models, developing employee and supervisor assessments, and creating learning plans for employees in both technical and business support positions. The competency models will reflect models that have been approved by the Society of Petroleum Engineers and the Society of Exploration Geophysicists, adding a global standard to the program.
By using the CMS for assessments, senior management can clearly monitor and determine its current competency levels, measure its progress in eliminating competency gaps, identify the competencies that need further development, and update individual learning plans. The expected outcome changes the dynamics of personnel development from curriculum-based training to competency-based in order to accelerate the skills that are required for the company and their specific applications.
|File Size||1 MB||Number of Pages||18|
Ben Samoun, M., Holmås, H., Santamarta, S., Forbes, P., Clark, J. and Hughes, W. (2019) "Going Digital Is Hard for Oil and Gas Companies-but the Payoff Is Worth It." Https://Www.bcg.com, Boston Consulting Group, www.bcg.com/publications/2019/digital-value-oil-gas.aspx
Biscardini, G., Morrison, R. Branson, D. del Maestro, A, (2018, May 7) "Oil and Gas Trends 2018-19 - Strategy shaped by volatility." Strategy&; the Global Strategy Consulting Team at PwC, PwC, www.strategyand.pwc.com/trend/2018-oil-gas.
Biscardini, G., Branson, D., Del Maestro, Adrian, Corrigan, J., Hawsey, K, Molavi, N, Morrison, R. (2019) "Oil and Gas Trends 2019 - Building Growth Strategies on Shifting Sands." PWC, PwC, www.pwc.com/gx/en/ceo-survey/2019/Theme-assets/reports/pwc-2019-ceo-survey-oil-and-gas-report.pdf.
Casey, T. (2019, May 13) "US Offshore Wind Industry Sucking Up Talent from Oil & Gas." CleanTechnica, cleantechnica.com/2019/05/13/us-offshore-wind-industry-sucking-up-talent-from-oil-gas/.
Community, Wikipedia. "Simulation." Wikipedia, Wikimedia Foundation, 8 Oct. 2019, en.wikipedia.org/wiki/Simulation.
Coton, S. (2011, April 1). The Great Crew Change: A Challenge for Oil Company Profitability. Society of Petroleum Engineers. doi:10.2118/0411-0058-JPT
Eagleson, N. M., Fattahi, B., Howes, S., Solomon, G., & Naceur, K. B. (2016, September 1). Upgrading Soft Skills During Boom and Bust Business Cycles. Society of Petroleum Engineers. doi:10.2118/0916-0064-JPT
Fernandez, T. (2015, June 1). Deja vu for Petroleum Engineers: A Cautionary Tale. Society of Petroleum Engineers. doi:10.2118/0215-003-TWA
Fattahi, B., Milanovich, N., Howes, S., Paccaloni, G., & Brett, F. (2014, October 1). Soft Competency Development as a Global Challenge. Society of Petroleum Engineers. doi:10.2118/1014-0136-JPT
Fattahi, B., Milanovich, N., Howes, S., Paccaloni, G., & Brett, F. (2013, October 1). The Elements of a Soft Competency Matrix. Society of Petroleum Engineers. doi:10.2118/1013-0092-JPT
Fattahi, B., Howes, C. S., Milanovich, N., & Paccaloni, G. (2012, August 1). Soft Skills Council: A New SPE Initiative. Society of Petroleum Engineers. doi:10.2118/0812-0052-JPT
Fletcher, L., Crocker, T., Smyth, J., Marcell, K.. (2018, November) "CDP Oil and Gas Executive Summary 2018." Climate Disclosure Project, Climate Disclosure Project, www.cdp.net/en.
Ghosh, P., & Soupa, O. (2014, October 1). Is the Industry Ready for a Change in Leadership? Society of Petroleum Engineers. doi:10.2118/0314-026-TWA
Gilmer, B. (2018, Aug. 1) "How Houston Survived the Great Oil Bust of 2015-16." Forbes, Forbes Magazine, www.forbes.com/sites/uhenergy/2018/07/24/how-houston-survived-the-great-oil-bust-of-2015-16/#7931d86155db.
Heinze, L., Menouar, H., Watson, M., & Gamadi, T. (2019, September 23). Petroleum Engineering Enrollment: Past, Present and Future. Society of Petroleum Engineers. doi:10.2118/195908-MS
Howes, S., Dalrymple, L., Nelson, J., & Solomon, G. (2017, October 9). Delivering Better Business Outcomes with Soft Skills. Society of Petroleum Engineers. doi:10.2118/187395-MS
Howes, S. (2010, March 1). Talent Council Workshop Focuses on Diversity Solutions. Society of Petroleum Engineers. doi:10.2118/0310-0030-JPT
Jacobs, T. (2019, May) Digital Transformation at BP Is Starting to Add Up to Billions. Society of Petroleum Engineers (SPE), Society of Petroleum Engineers www.spe.org/en/jpt/jpt-article-detail/?art=5495.
Jain, A., & Ogle, K. (2015, January 1). A Competency Management Tool for SPE Members. Society of Petroleum Engineers. doi:10.2118/0115-0068-JPT
Labastie, A. (2011, June 1). En Route: The Big Crew Change: It's Now! Society of Petroleum Engineers. doi:10.2118/0611-0012-JPT
Lopez, N., Patrick, S., Sturgis, C. (2017, Oct.) "Quality and Equity by Design: Charting the Course for Competency Education." INACOL, INACOL, www.inacol.org/resource/quality-equity-design-charting-course-next-phase-competency-based-education/.
Marx, J., and Peet, H. (2019) "Global Energy Talent Index." GETI, Airswift, www.getireport.com/.
Maxwell, C. (2016, March 4) "What Blended Learning Is - and Isn't." Blended Learning Universe, www.blendedlearning.org/what-blended-learning-is-and-isnt/.
Milanovich-Eagleson, N., Howes, S., & Fattahi, B. (2015, September 1). The Role of Soft Skills in a Challenging Environment. Society of Petroleum Engineers. doi:10.2118/0915-0102-JPT
Mittal, A., Slaughter, A. and Bansal, V. (2017) "From Bytes to Barrels." Deloitte Insights, Deloitte, www2.deloitte.com/insights/us/en/industry/oil-and-gas/digital-transformation-upstream-oil-and-gas.html.
Montague, J. (2017) Bright Oil and Gas Future Will Rely on Innovation, Efficiency. Control Global, ABB Customer World 2017, 2017, www.controlglobal.com/articles/2017/abb-customer-world-2017-article-16/.
Parshall, J. (2017, July 1). After Years, Big Crew Change Has Passed, But Learning, Training Challenges Remain. Society of Petroleum Engineers. doi:10.2118/0717-0038-JPT
Poon, C. A. (2017, September 1). Guest Editorial: Technology's Role for Today's New-Look, Multidisciplinary Teams. Society of Petroleum Engineers. doi:10.2118/0917-0014-JPT
Royall, J. (2019 October) Sustainability in Oil and Gas, Women's Global Leadership Conference in Energy, Gulf Energy Information, Houston. Society of Petroleum Engineers (2017) SPE Competency Management Tool, Society of Petroleum Engineers, www.spe.org/training/cmt/.
Soubry, A. and Leadsom, A. (2016, July 6) "Oil and Gas Workforce Plan." GOV.UK, GOV.UK, www.gov.uk/government/publications/oil-and-gas-workforce-plan.
Spady, D. (2018, April 1). Community Consensus: Respect Your Elders. Society of Petroleum Engineers. doi:10.2118/0418-0010-JPT
Sprunt, E., Howes, S., & Pyrcz, M. (2014, March 1). Impact of the Big Crew Change on Employee Retention. Society of Petroleum Engineers. doi:10.2118/0314-0080-JPT
Sprunt, E., Howes, S., & Capello, M. A. (2012, May 1). Bridging the Generation Gap. Society of Petroleum Engineers. doi:10.2118/0512-0080-JPT
World Institute for Action Learning (2019) "What Is Action Learning? - World Institute for Action Learning." (WIAL), World Institute for Action Learning, wial.org/action-learning/.