Present Day Softskills Needs and Views – 2017 SPEI Survey Results

Cheung, Steve; Rijken, P.M.; Agbor, Etta

doi:10.2118/191619-ms

SPE Annual Technical Conference and Exhibition 2018

DOI: 10.2118/191619-ms

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Present Day Softskills Needs and Views – 2017 SPEI Survey Results

Steve Cheung

P.M. Rijken

Etta Agbor³

Abstract: This paper documents the results from a SPEI survey that was distributed in October 2017 to gauge the members’ Softskills needs and preferences. We received approximately 1100 responses from 72 countries. This paper shows the survey statistics and shares the actions the SPEI Business Management and Leadership Committee (BML) (previously known as the Softskills committee) will consider in response to the survey results.

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Ten Years Forging Business, Management and Leadership

Capello

Buijs

2020

SPE Annual Technical Conference and Exhibition

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The role of the Business, Management, and Leadership Committee (BMLC) of the Internatioal Society of Petroleum Engineers International (SPE) has been critical in raising awareness among SPE members regarding the need to develop and enhance interpersonal skills, which such skills are required in addition to "hard" or technical skills to effectively advance careers and sustain growth in the upstream oil and gas sector. Endorsed at the highest level of SPE, the BMLC have consistently developed a series of activities providing a path of enrichment for SPE's membership of over 156,000 worldwide, in different languages and formats. This paper summarizes the journey of the BMLC, how the committee's work created a change in the perception of the importance of these skills, previously called "soft", to sustain success, and shares some best practices and learned lessons. The need for enhancing and elevating management, business, and leadership skills is somewhat obvious to those who have experienced the impact these skills can have for advancing in a role, for fostering effective teamwork, for networking with colleagues of the same discipline, for securing a path to a promotion, and for being recognized for a compelling work performance. Historically, for individuals working in the upstream oil and gas sector, having excellent to outstanding technical skills suffices for recognition and reward, to add to this the need for business, management, and leadership skills is not an easy task. Starting by the meager allocation of training budgets in corporations for non-technical training programs, and considering there is a prevailing bias that some skills like resilience or negotiation are inborn, there is no surprise in noting there is self-shame in admitting that one needs a course in – for example- stress control or similar personal skills. The open conversation about strong skills was needed within SPE, to support members to achieve more, leaving behind misconceptions that hamper success. The journey of the BMLC has been challenging, and the compilation done for this paper surprised the authors, about the accelerated multiplication of benefits the BML has provided to SPE members. We will summarize some figures pertinent to the activities of the Committee, as well as some historical background on the launching and growth. We will also share what works for launching, maintaining and expanding similar programs for strong skills in corporate environments.

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Ten Years Forging Business, Management and Leadership

Capello

Buijs

2020

SPE Annual Technical Conference and Exhibition

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A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry

Howes

Taylor

2021

SPE Annual Technical Conference and Exhibition

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As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

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Present Day Softskills Needs and Views – 2017 SPEI Survey Results

Cited by 2 publications

References 4 publications

Ten Years Forging Business, Management and Leadership

Ten Years Forging Business, Management and Leadership

A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry

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