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Companies have the challenging imperative to develop National staff in key positions in International locations. Systematic development is required to supply appropriate employee development to meet government mandates, customer demands and to reduce expenses of running operations internationally. This paper will outline engagement initiatives that improved the participation in and promotion of National Engineering staff in the Asia Pacific Region and present successful strategies for the petroleum industry to meet the outlined requirements.The study outlines initiatives employed to engage and motivate Engineering employees to participate in the company's Engineering Development Program. The Technical Career Advancement Program (TCAP) was launched internationally in 1998 (Wilke and Hoskins, 2001). It was not an immediate success in Asia Pacific Region (APR), and other International locations, despite guaranteed remuneration increases with progression. An investigation revealed limitations to the success of the program:• A general malaise and lack of interest in the program • Difficulty of engineers' scheduling to attend classroom training due to operational requirements • Poor understanding of program policies and procedures • Poor uptake of On Line training by engineers • Lack of understanding of what was required by each Engineer to progress in the system • Perception of a lack of promotions and remuneration given for previous participation in the RegionThe APR management initiated a number of strategies to; promote the program, the scheduling of classroom training, simplify the process of accessing on line training and understanding the steps required and strongly promoted the successes of other Engineers to encourage overall participation. The success of these initiatives has dramatically changed the effectiveness of this Career Advancement Program (CAP) in APR. The number of expatriate Engineers has reduced, and now more than 50% of the National Engineers had promotions and salary increases in FY08 and FY09.The success of these initiatives will offer possible solutions for other companies to employ in Nationalization programs in International locations
Companies have the challenging imperative to develop National staff in key positions in International locations. Systematic development is required to supply appropriate employee development to meet government mandates, customer demands and to reduce expenses of running operations internationally. This paper will outline engagement initiatives that improved the participation in and promotion of National Engineering staff in the Asia Pacific Region and present successful strategies for the petroleum industry to meet the outlined requirements.The study outlines initiatives employed to engage and motivate Engineering employees to participate in the company's Engineering Development Program. The Technical Career Advancement Program (TCAP) was launched internationally in 1998 (Wilke and Hoskins, 2001). It was not an immediate success in Asia Pacific Region (APR), and other International locations, despite guaranteed remuneration increases with progression. An investigation revealed limitations to the success of the program:• A general malaise and lack of interest in the program • Difficulty of engineers' scheduling to attend classroom training due to operational requirements • Poor understanding of program policies and procedures • Poor uptake of On Line training by engineers • Lack of understanding of what was required by each Engineer to progress in the system • Perception of a lack of promotions and remuneration given for previous participation in the RegionThe APR management initiated a number of strategies to; promote the program, the scheduling of classroom training, simplify the process of accessing on line training and understanding the steps required and strongly promoted the successes of other Engineers to encourage overall participation. The success of these initiatives has dramatically changed the effectiveness of this Career Advancement Program (CAP) in APR. The number of expatriate Engineers has reduced, and now more than 50% of the National Engineers had promotions and salary increases in FY08 and FY09.The success of these initiatives will offer possible solutions for other companies to employ in Nationalization programs in International locations
Development of competency in operational employees is vital in the Oil and Gas industry for quality of safety, service, and, employee retention. This paper outlines key considerations in the design of information systems to meet all key stakeholders requirements to ensure success of such an application in employee development. These considerations are needed to ensure the Competency Based Management System (CBMS) engages employees, delivers useful and meaningful reports to management, and has the ability to meet the industry's future requirements. The steps outlined in the paper have applications for competency, safety, learning and development and the performance management of employees. This paper outlines the key stakeholders involved in designing information systems for staff development. The CBMS need to record progress, store evidence, and to give management and administrators meaningful and relevant reports. A major international service company will present how it uses a Career Advancement Program (CAP) for a number of key operational and engineering employees. These CAP's guide an employee in the competencies and training required to advance in their career as an operator, engineer, supervisor, etc. The success of the roll out of these programs has been limited in part due to the time constraints placed on managers to engage employees and track progress. The Information System is a Computer Based Management System, CBMS, for the CAP program. This dramatically increased the employee participation. It also reduced the time requirements placed on management and administrators. The CBMS gives in depth analysis and measurable reporting of the employee development in both country and regional levels. The most critical component was the employees’ ability to recognize the CAP requirements, to access the information required for each progress, and to track their progress. In the design of such CBMS solutions, careful consideration of the needs of employees, managers, administrators, and managers is necessary. Considerations included security access, edit rights, required information to be included, differentiate service line requirements and employee function, the ability to store supporting documentation, reporting requirements, and ability to get an overview and drill down into individual records. The Asia Pacific Region now uses the CBMS solution. The success of this system, based on considerations outlined in the paper, has expanded its deployment into the Middle East, Europe and Africa, and in the near future Latin America. The aim of the paper is to present a decision-making matrix that will support the successful development of information system solutions in the Industry.
This paper presents an improved technique for the analysis and evaluation of professional development. The oil and gas industry has braced itself for an abrupt shift in workforce expertise as the baby boomer generation reaches retirement age, commonly referred as the "Big Crew Change." The subsequent hiring frenzy observed in the past decade has led to an influx of expectant young professionals. This paper presents a personnel development philosophy for these new young professionals as well as a screening and evaluation methodology that can be utilized during the hiring and promotional process to better select talented, knowledgeable professionals with initiative. A novel metric is also presented to estimate and assign a value to the different experiences that make up a career. Three example applications are given to illustrate the utility of the proposed metric and methodology.
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