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PMKBS Competencies in the Upstream Energy Industry: The Next Steps Bruce Thomas- PetroSkills Presented to: Global Energy

PMKBS Competencies in the Upstream Energy Industry: The Next Steps Bruce Thomas- PetroSkills Presented to: Global Energy Management Institute Building the Energy Workforce of the Future November 3, 2005 Houston, Texas. The past. The Journeyman and the Master Craftsman.

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PMKBS Competencies in the Upstream Energy Industry: The Next Steps Bruce Thomas- PetroSkills Presented to: Global Energy

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  1. PMKBS Competencies in the Upstream Energy Industry: The Next Steps Bruce Thomas- PetroSkills Presented to: Global Energy Management Institute Building the Energy Workforce of the Future November 3, 2005 Houston, Texas

  2. The past The Journeyman and the Master Craftsman Source: Williamsburg. net

  3. Today Developing the Journeyman into the Master Craftsman • Quickly/efficiently/effectively • Cyclic industry • Workforce demographics • Retention • Demand on individuals • Enhanced technologies • Employee value • Business value Source: Williamsburg. net

  4. The challenge- don’t let this happen again! >20% Reduction in Performance Well Depth Drilling Performance Active Rigs >20% of workforce had <5 yrs experience for 10 yrs Source: BHI Rig Count, IPAA

  5. The case for competency Piper Alpha 1988 Cullen Enquiry 1990 Source: Wikipedia. org

  6. The case for competency Piper Alpha 1988 Source: Williamsburg. net

  7. The case for competency Piper Alpha 1988 Source: Wikipedia. org

  8. Training and competency One solution: Develop the technical workforce quickly, efficientlyandeffectively utilizing business relevantcompetencies, competency based training, workplace activities and measurement

  9. Training and competency • Training- - Knowledge and skills • Competency- - Knowledge, skills and behaviors assessed to a standard- relating directly to workplace activities • Holistic approach- • - Competencies, training, work experience, • measure and implementation

  10. Case history Tailored Competency Map Career Goals Current & Future Business Needs Employee / Supv Development Discussion Create Personal Skill Inventory Holistic Approach Skill GAP • Execute Development Plan • Courses • Work Experiences • Job Assignments Create Individual Technical Development Plan

  11. Process: Pros and Cons • Pros: • Skills to solve business problems • Competitive advantage • Focused • Skill inventory • Organizational standard/knowledge sharing • Cons: • Costly to build and implement • Paradigms • Competency = performance

  12. Case history • An industry alliance approach • Competency maps for technical disciplines • Competency based training (K/S) • Competency based work programs (K/S/B) • Assessment to standard • Course/career progressions

  13. Case history • An industry alliance approach • Member SME teams build • - competencies • - training curricula • - work experiences • Alliance teams • - instructor/course QC • - improvement and measurement processes

  14. Competencies-the next steps The Journeyman becoming the Master Craftsman Source: Williamsburg. net

  15. Competencies-The Next Steps • Transfer the knowledge

  16. Competencies-The Next Steps • Business case for leaders and value proposition for supervisors and employees

  17. Competencies-The Next Steps • Implement all components of process

  18. Competencies-The Next Steps • Competency as base for performance

  19. Competencies-The Next Steps • Mentoring/coaching at all career stages

  20. Competencies-the next steps • The Journeyman • becomes the • Master Craftsman • Because : • Performance base • Mentoring • Knowledge • Business relevance • Sound process Source: Williamsburg. net

  21. Competencies-The Next Steps People must keep business strong by: P erformance M entoring K nowledge B usiness relevance S ound processes

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