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Reducing Time to Autonomy for Technical Staff

Meeting increased production targets in the near future will require the recruitment and development of a large technical staff, made up of both recent graduates and experienced professionals. Shortening time to autonomy and integration is critical to success. This paper describes Royal Dutch Shell’s approach to developing this pipeline of technical professionals by outlining the conditions for success of the Shell Graduate Programme (SGP) and the Shell Advanced Technical Programme (SATP) and by discussing the approach to integrating experienced hires.

Context

Structured programs built around on-the-job development such as the SGP have achieved the development of recruited personnel and have ensured that autonomous staff are truly competent. The key strategic driver is faster time to autonomy, which is essential in the context of a shortage of capable technical staff. In this work, the term “time to autonomy” is used per the definition provided by Schlumberger Business Consultancy as the time it takes a new graduate employee from entry into the company until he/she can make nonstandard decisions autonomously.

This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper IPTC 16394, “Accelerating Time to Autonomy for Technical Staff—Developing the Industry’s Best Performers,” by Michael Schaaf and Anu Garg-Buck, Royal Dutch Shell, prepared for the 2013 International Petroleum Technology Conference, Beijing, 26–28 March. The paper has not been peer reviewed. Copyright 2013 International Petroleum Technology Conference. Reproduced by permission.
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Reducing Time to Autonomy for Technical Staff

01 October 2013

Volume: 65 | Issue: 10

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