An Effective Utilization of Internal Resources, a Cost Intensive Approach to Develop Technical Competencies of Subsurface Manpower

Abstract

Effective competency development of a technical staff is a combination of awareness, knowledge, skills and attitude that must be demonstrated in order to meet the performance standards required of their jobs. A competency model supports effective learning and development of technical work-force besides, helping objective performance appraisal and systematic career growth. These will result in improved job satisfaction, better talent management and employee retention. Such approach of competency modeling of different job families in Upstream National Oil Companies will empower them to achieve their goal with admirable clarity, better hydrocarbon discovery index cum increase in production and field management expertise. The present paper focusses on an approach to the identification of Senior Employees under different subsurface groups with proven track record with coaching / mentoring abilities and utilizes them to develop not only the new hires but also the mid-career employees as subject discipline experts. It emphasized on a well-defined technical career recognition scheme for their technical contributions and provided them with a career path that offers recognition and reward. The paper emphasizes the need of utilization of these internal resources of discipline experts to develop few in-house courses and workshops for new hires to operational employees (mid-career level employees). The paper illustrates the utilization of discipline experts as coach / Mentor for in-house OJT programs to upgrade the skill requirement of technical manpower. These discipline experts act as assessor for in-house training courses also. Besides, they help in developing a customized competency matrix based on the critical business need of the company. This is a cost effective approach with win-win situation for the employer and employees.

Current Core Competencies Trend of Small to Medium Enterprises (SMEs) in China—A Concurrent Comprehensive Evaluation and Active Learning Study of Newly Listed Chinese Stocks from 2015 through 2017

“…When it comes to the core competencies selection stage, Ljubic [5] suggested that researchers should focus on quantitative indicators and use a three-year average annual profit rate, three-year total asset turnover rate and three-year average annual asset flow ratio to conduct a quantitative evaluation on the US market's corporate competitiveness. Al-Daihani et al [6] proposed the concept of a strategic index to specifically assess the growth of the company. Mohammed [7] demonstrated a systematic selection model which selected core competences from eight dimensions: political environment, economic environment, legal environment, financing environment and so on.…”