ON THE DEVELOPMENT OF HUMAN RESOURCES IN OIL AND GAS INDUSTRY

Author(s):  
N.P. Makasheva ◽  
◽  
Yu.S. Makasheva ◽  
◽  
2019 ◽  
Vol 38 (12) ◽  
pp. 980-980

Sam traveled back about two-thirds of a lifetime to see a young man, the proud owner of a newly awarded graduate degree and married for only two weeks, walking into the lobby of the building where he would start his career as a geophysicist in the oil and gas industry. He carried a personalized leather briefcase, a gift from his parents which was very fashionable in those days; he doesn't remember any details of its contents. By his own estimate he was confident, but not too confident, and undoubtedly was much more nervous and apprehensive than he realized at the time. After only a few years and still on a very steep segment of his personal learning curve, he chose to take a position with a different company, necessitating relocation of his family to another state. At his new company a representative of the Personnel department (the language hadn't evolved to Human Resources yet) asked him, “What is your primary career goal?” Instinctively and without hesitation he replied, “I want to be the best geophysicist you have.” He couldn't have imagined how often the substance of his response would motivate and guide him in years to come, nor could he have known at the time that there is no such person as the “best geophysicist” in a company (see Interpreter Sam in the October 2008 issue of TLE). Certainly there is an “only geophysicist” in some companies, but …


2021 ◽  
Vol 7 (1) ◽  
Author(s):  
Marina R. Bogatyreva ◽  
◽  
Salavat A. Yunusov ◽  
Olga V. Tishenina ◽  
◽  
...  

2018 ◽  
Vol 7 (3) ◽  
pp. 195-198
Author(s):  
Blerta Mjeda

Abstract The overall subject for this paper is to enlarge our understanding of simulation behavior while working in investment projects, taking as example the Albpetrol oil production company. An understanding of simulation behavior is essential, since human resources should be regarded as competitive strengths for organizations competing in an international market. The objective of this evaluation is to understand if this investment project has a good chance to be implemented, and to be undertaken as a project, or if the chances are lower. Taking into accountant the importance of oil and gas industry today we should offer the better conditions and better services in order to survive the competition and this is possible if we are doing a good research. For years the company has taken into consideration the possibility of drilling new wells, serving in the existing deposits where it is carrying out its activity. for this purpose, all the data on these deposits have been analyzed and studied, and it has already been concluded that Albpetrol could launch new wells in the fields such as Cakran-Mollaj, Amonice and Patos-Marinze.


2008 ◽  
Vol 02 (02) ◽  
pp. 21-23
Author(s):  
Manoj Parmesh

HR Perspective Recruitment has become the most challenging human resources (HR) function across all industries today. For a specialized field such as oil and gas, the challenges are enormous. Why is it so difficult to attract new talent? There are three main reasons. First, industrial activity across the world is at an all-time high, which has created more jobs and thus shrunk the availability of personnel. Second, the oil and gas industry has been hurt over the past 20 years because of its cyclicality and public perception. Third, the "baby boomer" generation is approaching retirement and the younger generation is not in sufficient numbers or experienced enough to fill the gap.


Author(s):  
D.V. Kotov ◽  
◽  
R.T. Vakhitov ◽  

The problem of human resource management is becoming more and more urgent every year, since highly qualified personnel, a well-organized labor process ultimately directly affect the competitiveness of products, their low cost and high quality. The proper use of human resources is one of the factors determining the effectiveness of an organization. But, before using it, you need to properly evaluate it. The aim of this work is to study the theoretical principles and develop practical recommendations for improving the personnel assessment system for the oil and gas industry using the example of Bashneft-Retail. An annual mass assessment of personnel will be conducted to assess the effectiveness and value of the work of the organization’s employees. The bonus component and promotion of the employee’s career ladder will depend on the result of the assessment. It will improve the efficiency and effectiveness of the employee’s work, will give an impetus to his development and unlocking potential. As a result of the annual mass assessment of employees, the organization can obtain objective data on the available human resources, and will be able to build a clear and focused training and development system individually for each employee. Each employee will be able to get feedback and see the prospects for their further development, while significantly increasing their motivation. The introduction of the proposed model for improving the personnel performance evaluation system increases the interest of employees in the results of their work and the effectiveness of the organization as a whole. This article analyzes the effectiveness of the annual mass assessment of personnel, the mechanism for its implementation, as well as the practical use and analysis of the expected effect after applying the proposed procedure. A theoretical analysis was carried out, the rationale for the use of the annual mass assessment of personnel and suggestions for its improvement in relation to the oil and gas industry. It analyzes the theoretical foundations of personnel assessment and the study of its key methods, as well as the existing methods for the effectiveness of employees of Bashneft.


2020 ◽  
Vol 78 (7) ◽  
pp. 861-868
Author(s):  
Casper Wassink ◽  
Marc Grenier ◽  
Oliver Roy ◽  
Neil Pearson

2004 ◽  
pp. 51-69 ◽  
Author(s):  
E. Sharipova ◽  
I. Tcherkashin

Federal tax revenues from the main sectors of the Russian economy after the 1998 crisis are examined in the article. Authors present the structure of revenues from these sectors by main taxes for 1999-2003 and prospects for 2004. Emphasis is given to an increasing dependence of budget on revenues from oil and gas industries. The share of proceeds from these sectors has reached 1/3 of total federal revenues. To explain this fact world oil prices dynamics and changes in tax legislation in Russia are considered. Empirical results show strong dependence of budget revenues on oil prices. The analysis of changes in tax legislation in oil and gas industry shows that the government has managed to redistribute resource rent in favor of the state.


Sign in / Sign up

Export Citation Format

Share Document