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
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The past
The Journeyman
and the Master Craftsman
Source: Williamsburg. net
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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
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The challenge- don’t let this happen again!
6000
600
Active Rigs
>20% Reduction
Average Well Depth
in Performance
Avg Ft/Day/Rig
500
Well Depth
4000
Drilling Performance
400
3000
300
2000
200
Active Rigs
1000
0
1950
1955
1960
1965
>20% of workforce
had
<51975
yrs 1980
experience
1970
1985
1990
for 10 yrs
Source: BHI Rig Count, IPAA
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100
0
1995
2000
Average Feet per Day
Well Depth (ft); Active Rigs
5000
The case for competency
Piper Alpha 1988
Cullen Enquiry 1990
Source: Wikipedia. org
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The case for competency
Piper Alpha 1988
Source: Williamsburg. net
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The case for competency
Piper Alpha 1988
Source: Wikipedia. org
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Training and competency
One solution:
Develop the technical workforce quickly, efficiently and
effectively utilizing business relevant competencies,
competency based training, workplace activities and
measurement
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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
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Case history
Career
Goals
Current & Future
Business Needs
Tailored
Competency
Map
Create Personal
Skill Inventory
Employee / Supv
Development
Discussion
Holistic Approach
Skill GAP
Execute Development Plan
• Courses
• Work Experiences
• Job Assignments
Create Individual
Technical
Development Plan
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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
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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
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Case history
An industry alliance approach
 Member SME teams build
- competencies
- training curricula
- work experiences
 Alliance teams
- instructor/course QC
- improvement and measurement processes
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Competencies-the next steps
The Journeyman
becoming the
Master Craftsman
Source: Williamsburg. net
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Competencies-The Next Steps
 Transfer the knowledge
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Competencies-The Next Steps
 Business case for leaders and value proposition
for supervisors and employees
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Competencies-The Next Steps
 Implement all components of process
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Competencies-The Next Steps
 Competency as base for performance
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Competencies-The Next Steps
 Mentoring/coaching at all career stages
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Competencies-the next steps
The Journeyman
becomes the
Master Craftsman
Because :
 Performance base
 Mentoring
 Knowledge
 Business relevance
 Sound process
Source: Williamsburg. net
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Competencies-The Next Steps
People must keep business strong
by:
Performance
Mentoring
K nowledge
B usiness relevance
S ound processes
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