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Most businesses – and certainly those that have to employ more than a handful of workers – can face a familiar range of people- related issues: fi nding and recruiting the right people; matching capacity to demand in a volatile marketplace; motivation and reward; and, in the current climate, getting more from the workforce while very often reducing overall costs.
But these common challenges are inevitably overlaid by the individual circumstances of a particular organisation. Historic factors such as mergers and acquisitions, lack of opportunities for promotion, outsourcing activities or redundancy programmes can have a profound impact on people management, as does the ever-present need to shape the workforce to face the challenges of tomorrow. Industry sectors also face their own specifi c issues. The Oil & Gas industry – with its unique history, structure, geographical spread and regulatory backdrop – is no exception.
In an energy-hungry world, Oil & Gas is an industry defi ned by exploration and production wherever reserves can be found. In practical terms, this sees companies operating in hostile or diffi cult environments, ranging from politically volatile states through to physically
hostile territories. Equally, the environmental impact of the industry and concerns about climate change have contributed to an image problem. Both these factors – writ large on news bulletins – have made it harder for organisations in the sector to attract and retain workers. Less obviously, under-investment in the past means
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companies may face a shortage of workers in the 35-45 age group, leaving many organisations with a generational gap in their workforce. There are also skills gaps, generated partly by past decisions to outsource and the ability of the industry to hire in talent. This is compounded by diffi culties in attracting and retaining female
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