TX 75083-3836 U.S.A., fax 01-972-952-9435. AbstractThis paper describes the integration between a dynamic surveillance tool and a system analysis tool to provide the surveillance engineer with a new, fully automated and technically rigorous system, capable of true performance monitoring and reliable production test validation.
The paper presents an interpretation of the Young Exploration and Production Professionals status in the oil industry today. It encompasses several themes from job satisfaction, to employees' motivation and education/training/development issues. In the oil business, many 'intangibles' like the employee potentials and competence are a critical factor for success and an important source of competitive advantage for the companies. The aging workforce in the oil industry demographics indicates that the attraction and retention of the Young Exploration and Production Professionals population represents a key strategy today for successes of tomorrow. Recent surveys have confirmed that as much as 25% of the sampled population sees it unlikely to stay with the same company ten years from now. It follows that a lack of attention to the young population satisfaction and motivation may finally results in the loss of talented young resources that, with an eye to the long term, represent an important, if not the most important strategic asset for the today's companies. The paper presents an in depth review and analysis of the survey results with focus on talents retention, motivation and development. Results and trends are drawn which are then used to develop a new approach to the development of young professionals with attention to their satisfaction proposing hints for today's companies in their difficult, but crucial task of developing and maintaining the pool of skilled resources fuelling the worldwide oil and gas industry. The philosophy used throughout this work was to start from the end-users (the new hires) – without neglecting the company side of the equation. Introduction Demographic analysis of age distribution in oil and gas industry reveals under-representation in the people younger than 35 years old. With the average age of the SPE membership rising to 48 years and assuming such statistics representative of the Oil and Gas business, a large portion of the current workforce will retire within the next 10 years (Figure 1).
Survey results indicate that the majority of todays young professionals (YP's) are keen to consider cross-disciplinary moves within their company and look forward to a future in management positions. They often perceive the "technical professional" career as second class with respect to the managerial one. This is a significant obstacle to the optimum functioning of any organization considering that a solid technical background is at the heart of any successful career in any technical business, especially in the E&P sector. New oil and gas reserves are becoming more and more challenging to discover and the basins in which the discoveries are occurring are geographically isolated, environmentally sensitive, and require technology that has yet to be developed. At the same time, the industry technical leaders who drive these projects forward against all odds are aging and are expected to retire within the next ten to fifteen years. As the next generation of E&P industry workers strive to maintain technical focus while harboring managerial aspirations, the industry itself is struggling to define its development expectations for them. This paper reviews various historical efforts to equalize the technical and managerial career tracks such as the dual career ladder. Three surveys of young professionals working around the world are presented, analyzed and discussed. YP's aspirations are juxtaposed against corporate and industry needs to highlight their incongruity. This paper highlights the importance of greatly enhancing the attractiveness of the technical career track in order to bring the industry workforce goals back in line with corporate goals and provides the next generation of industry workers with some insightful career advice. Finally, strategies will be proposed to restore balance and possibly erase the perceived distinction between managers and technical professionals with the final objective of maximizing companies' performance over the long term. Introduction The content of this paper does not reflect the stance of any particular company or the SPE, but reflects only the authors' personal perceptions of the subject matter. The challenge is clear: provide heat, light, transportation and products to an ever-expanding demand base from a finite resource that continually becomes harder and more expensive to find, develop and deliver. The energy industry must accomplish this with a workforce whose demographics are skewed towards retirement age and an industry image that fails to attract a sufficient proportion of top-notch new technical graduates. The petroleum industry has proven adaptable and flexible in facing any challenge, technical or otherwise; it will not fall short in overcoming this challenge too. The key to success lies in attracting, developing, fully utilizing, inspiring and motivating top performers, aligning their goals with their company's, and providing the leadership to achieve bottom-line results. To achieve that objective there must be two distinct equivalent career paths in the petroleum business: technical and managerial. Just as there are clear objectives to obtain on the executive management side of the business, there must be clear master engineer or master scientist objectives as well. The master scientist must have the same compensation and recognition as the manager. If beginning scientists and engineers cannot aspire to become master scientists and master engineers, they will only aspire to become master managers. So what will be left on the science side? All of the leaders and experienced staff (the best and the brightest) will gravitate to the management side of the business. The energy industry will only succeed if well over half of the best and the brightest stay on the technical side, but survey results indicate the opposite. The majority of engineers and scientists in the early stages of their career are planning their career path to bring them out of technical work and into management. The technical ladder must offer the same status, recognition, rewards, visibility, and compensation. Often, success is defined as the transition into a management role. The technical ladder must offer unique, compelling benefits inaccessible from any other career path.
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