The questions addressed in this feature are: What does the petroleum industry need to do to catch up on the generational breach, and how will the oil industry enhance the current training schemes to serve business needs?
With the well-announced generational gap, as well as the current global bonanza, the oil and gas industry is facing one of the most profound crises within current human-resources-management practices. The industry focused its efforts on motivating, recruiting, and preparing the new generation faster and more efficiently than ever; however, has it done this fast enough? The reality is that, no matter how fast we get the new generation of workers onboard, it appears that there is not enough time to catch up, not enough time to recruit and select new personnel and to train newly hired employees with the very few mentors available.
Complex problems require a variety of perspectives because it is with the joint comprehension and integration of different technical disciplines that complex problems are solved and solutions are enhanced. Research has shown that learning through experience accelerates critical thinking and innovation among younger generations, and younger cohorts bring a fresh, different perspective in handling technical problems and integration workflows.
Several papers selected for this feature are presented with the objective of illustrating innovative technologies and initiatives to accelerate and facilitate the learning process of the Millennials. Scenario-based learning, structured mentoring, on-the-job learning, hands-on teaching, and cross-functional data sharing are just a few of the training strategies available to cope with the challenge at hand. The industry is generally adopting a combination of structured, formal classes with innovative ways to share the knowledge and best practices available from the few available experts. The strategies point toward engaging the young groups in the learning process by self-motivation and innovation. The major findings in the literature include involving students in the learning experience by providing them the opportunity to solve relevant problems, establishing a clear path to practice and apply the new knowledge in real-life situations, and offering a clear path to further training and career development.
Will the petroleum industry be able to catch up on the generational breach, even with all of the tools available? What else is needed? Is the oil industry pulling the right amount and quality of resources? Are we offering long-term sustainable career paths? Do we know how and when to motivate the new generations for their professional-growth and learning processes? I tend to think that the mentors speak and act in different frameworks, having learned with different methods and career challenges that the oil and gas industry has to offer. It is part of our duty, then, to maximize the communication strategies to ensure that the knowledge transfer is enabled, efficient, and available for the very sustainability of the oil industry.
This Month's Technical Papers
Reducing Time to Autonomy for Technical Staff
Technical Master Class: A New Approach to Knowledge Transfer
Hands-On Teaching for Petroleum Engineers in the Twenty-First Century
Recommended Additional Reading
SPE 156136 Structured Mentoring: A Critical Component of a Global Talent-Management Strategy by Meta Rousseau, Baker Hughes
SPE 164365 Filling the Experience Gap in the Drilling-Optimization Continuous-Improvement Cycle Through a Self-Learning Expert System by Cliff Kirby, Baker Hughes, et al.
SPE 159948 Using Equipment Simulators for Effective Training, Increasing Competence in Well-Services Operations by Anthony Celano, Baker Hughes, et al.
SPE 164993 Virtual Reality as Effective Tool for Training and Decision Making: Preliminary Results of Experiments Performed With a Plant Simulator by S. Colombo, Politecnico di Milano, et al.
