Bridging the Age Gap

2007 ◽  
Vol 01 (03) ◽  
pp. 16-18
Author(s):  
Cathy Young
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Flexible Work Arrangements ◽  
Flexible Work ◽  
Gas Industry ◽  
Recruitment And Retention ◽  
Young Professionals ◽  
Work Arrangements ◽  
Age Gap

HR Perspective - As the more skilled engineering and other professionals in the oil and gas industry approach retirement, the call is going out to develop strategies to keep them engaged in flexible work arrangements and to re-recruit individuals who left the industry in previous years. The plan is to invite them back as an expert resource to assist in the recruitment, training, and mentoring of young professionals, upon whose recruitment and retention the successful future of the industry depends.

Solutions to the Recruitment and Retention Challenges

2008 ◽  
Vol 02 (02) ◽  
pp. 04-06
Author(s):  
Dina Pyron
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Dynamic Changes ◽  
Gas Industry ◽  
Recruitment And Retention ◽  
Workforce Issues ◽  
Near Term ◽  
Global Population

Feature The oil and gas industry is seeing dynamic changes in its workforce, and in Ernst & Young's report on Strategic Business Risks for Oil and Gas in 2008, workforce issues were identified as the number one risk. Changes in the workforce include an aging global population with many experienced employees having recently retired or planning to in the near-term, a geographic shift in where employees are needed, and fewer new engineers seeking jobs in the industry.

Survive, Revive, Thrive: Chapter 5: Steering by the Stars

2021 ◽  
Vol 73 (02) ◽  
pp. 8-9
Author(s):  
Tom Blasingame
Keyword(s):  
Global Economy ◽  
Oil And Gas ◽  
Essential Element ◽  
Career Mobility ◽  
Oil And Gas Industry ◽  
Energy Component ◽  
Gas Industry ◽  
Young Professionals ◽  
Talented People ◽  
Lower Carbon

The purpose of life is to discover your gift. The work of life is to develop it. The meaning of life is to give your gift away. - David S. Viscott, American psychiatrist Steering by the Stars History is a guide to navigation in perilous times. History is who we are and why we are the way we are. - David McCullough, American historian I recently read a “thought piece” in a major magazine that was a fictional account of how a new CEO would address his or her company’s employees while simultaneously restructuring the company’s units to deal with the pandemic. The fictitious CEO focused on prioritizing two things: treating the employees with respect while rewarding their loyalty and contributions and taking the necessary actions to maintain and improve engagement and sales for the company’s customers. This story is a reminder of the effect the pandemic has on businesses - all businesses. When the need to hire, utilize, and retain the very best talent is absolutely essential, do talented people really need to be micromanaged and endlessly evaluated? Or should we have the confidence to let them do their jobs? As I have mentioned in past columns, we (the big we - the oil and gas industry) will emerge leaner and a lot meaner when this storm finally passes. Employment, promotions, career mobility, and access to capital will become much more competitive. Our next generation, the students, need to understand and accept this. Young professionals need to realize that being a best-in-class performer may not be an option, and yes, layers of management will disappear as we rely on people to self-motivate and self-optimize their performance. We must also focus on what our customers want, namely energy security, diversity of access to energy, a lower-carbon future, and assurances that we are “walking the walk” on ESG issues. ESG stands for environmental, social, and corporate governance, in case you forgot. Each of these is both desirable and achievable - and need I restate that this is what our customers want? So how do we “steer by the stars?” Start with the obvious: If you can’t see the stars, you may want to wait until you do. Most importantly, this method works - crudely perhaps, and certainly not with the precision or reliability of GPS, but we aren’t trying to thread a needle. We are trying to ensure the significance of our industry and the livelihoods of our people. Understanding how to get where we need to be is the most essential element to getting there. We have the talent, technology, and infrastructure to provide a vital energy component. We need to make sure that we are “steering” toward our customers and toward a future where we continue to make a significant social and economic impact on the global economy.

Retaining Women in the Oil and Gas Industry

2008 ◽  
Vol 02 (02) ◽  
pp. 12-16
Author(s):  
Eve S. Sprunt
Keyword(s):  
Young Women ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Full Time ◽  
Flexible Work ◽  
Life Balance ◽  
Gas Industry ◽  
Flexible Working ◽  
Time Work ◽  
Part Time

Feature One can draw several conclusions from the results of this informal survey: Work/life balance is a huge issue for everyone. Flexible working arrangements including part-time work and telecommuting will help retain people of all ages. While childcare benefits are of interest to only a fraction of the workforce, for that fraction, they can be the deciding factor. The same types of flexible work policies and on-site daycare or childcare support that will help to retain young women will also help to retain young men. Often women are the primary breadwinners and/or healthcare benefit providers for their families and do not have the luxury of working less than full time. The key is flexibility to create a win-win situation for worker and employer.

Deployment of Digital NDT Solutions in the Oil and Gas Industry

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

What Does Rent Give to Federal Budget (on the Russia's Budget Dependence upon "Oil Dollars")

2004 ◽  
pp. 51-69 ◽  
Author(s):  
E. Sharipova ◽  
I. Tcherkashin
Keyword(s):  
Oil And Gas ◽  
Strong Dependence ◽  
Oil Prices ◽  
Federal Budget ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Resource Rent ◽  
Tax Legislation ◽  
Russian Economy ◽  
The Government

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.

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