TRAINING: JOHN DODDS
EXTRAORDINARY EXTRAORDINARY
TIMES REQUIRE MEASURES
Words: John Dodds I
t was recently reported that there could be 10,000 new jobs created over the next 12 months in the North Sea’s subsea sector. This is fantastic news for a sector which is certainly booming, but concerns have been raised about the number of suitably qualified candidates for the positions.
More than half of firms in the oil and gas sector warn that skill shortages are their number one challenge, a survey has found. It is estimated the rate of recruitment and training will have to double in the next five years, and that the prospects could mean 15,000 more jobs.
The study was carried out by industry training body OPITO and the Engineering Construction Industry Training Board.
It found 44% of companies expected significant growth this year, but they are warning that engineering and management skills are hard to find, leading to the prospect of wage inflation.
‘We are living in extraordinary times and extraordinary times require extraordinary measures.’
This was quoted by Gordon Brown and Alastair Darling prior to announcing the 2009 budget. The oil and gas industry has never known such ‘extraordinary times’ than those in which we are currently, and our obligation as leaders and developers of individuals, teams and organisations is to decide what our ‘extraordinary measures’ need to be in order to thrive, despite the current economic climate.
34 Oil&GasCONNECT
Training and development programmes are essential in the hydrocarbon industry to select, retain and motivate your best talent for success through winning behaviours and attitudes.
Training and development programmes are essential in the hydrocarbon industry to select, retain and motivate your best talent for success through winning behaviours and attitudes.
Some organisations have taken the approach of ‘what if we train our people and they leave?’ But the more astute companies have taken the alternative position of ‘what if we don’t train our people and they stay?’
Recruitment of the correct people, retention of your key talent and career planning for our high potentials is the most effective solution if we want to stay ahead of the skills gap issue within the oil and gas industry.
Continuous Personal Development, Lifelong Learning, Performance Management, Leadership Development, Emotional Intelligence Awareness are all examples of
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