Fifty-Three Percent of Oil, Gas Workers Would Quit over Training

More than half of the oil and gas industry's employees would consider leaving an employer due to a lack of training and development, according to a BP-sponsored study of 773 professionals who work in the sector across 24 countries.

Findings from the survey – which was conducted by the Society of Petroleum Engineers – found that 53 percent of respondents said a lack of training and development opportunities would lead them to consider leaving an employer. Seventy-five percent of respondents said that training and development was important in their choice of role, while 37 percent felt that a lack of training in previous roles has held them back in their career.

The survey also found that a quarter of respondents believe the current lack of training and development is detrimental to their career. Fifty-six percent of respondents believe that the employer should provide all or some training to new joiners, although only 11 percent expect their employer to provide all of their training.

The research also found that oil and gas professionals believe that future generations of oil and gas workers require more development during their university years. While universities equipped students either "quite well" or "very well" with industry knowledge and technical and computer skills, they came up short in developing soft-skills that are critical for a successful career in the oil and gas industry. Less than one-third of respondents believed that universities helped students properly develop soft skills such as initiative, flexibility and work ethic.

In November, Rigzone reported that BP had launched a new $7.2-million scholarship program for talented science, technology, engineering and mathematics students as part of the firm's plans to foster an interest in the oil and gas industry among undergraduates. The company also runs "Discovery Days" and internships for promising students.

BP Head of Learning and Development Don Shoultz commented in a statement Tuesday:

"These findings further underscore the challenge the industry faces; we've got an ever growing skills deficit. The industry's more experienced talent needs continually to transfer the knowledge and skills they have built up through mentoring programs. Separately, oil and gas companies, of all sizes, need to ensure they are consistently increasing their investment in formal training and development programs."

A former engineer, Jon is an award-winning editor who has covered the technology, engineering and energy sectors since the mid-1990s. Email Jon at jmainwaring@rigzone.com.

Generated by readers, the comments included herein do not reflect the views and opinions of Rigzone. All comments are subject to editorial review. Off-topic, inappropriate or insulting comments will be removed.

View the original article here

Fifty-Three Percent of Oil, Gas Workers Would Quit over Training

More than half of the oil and gas industry's employees would consider leaving an employer due to a lack of training and development, according to a BP-sponsored study of 773 professionals who work in the sector across 24 countries.

Findings from the survey – which was conducted by the Society of Petroleum Engineers – found that 53 percent of respondents said a lack of training and development opportunities would lead them to consider leaving an employer. Seventy-five percent of respondents said that training and development was important in their choice of role, while 37 percent felt that a lack of training in previous roles has held them back in their career.

The survey also found that a quarter of respondents believe the current lack of training and development is detrimental to their career. Fifty-six percent of respondents believe that the employer should provide all or some training to new joiners, although only 11 percent expect their employer to provide all of their training.

The research also found that oil and gas professionals believe that future generations of oil and gas workers require more development during their university years. While universities equipped students either "quite well" or "very well" with industry knowledge and technical and computer skills, they came up short in developing soft-skills that are critical for a successful career in the oil and gas industry. Less than one-third of respondents believed that universities helped students properly develop soft skills such as initiative, flexibility and work ethic.

In November, Rigzone reported that BP had launched a new $7.2-million scholarship program for talented science, technology, engineering and mathematics students as part of the firm's plans to foster an interest in the oil and gas industry among undergraduates. The company also runs "Discovery Days" and internships for promising students.

BP Head of Learning and Development Don Shoultz commented in a statement Tuesday:

"These findings further underscore the challenge the industry faces; we've got an ever growing skills deficit. The industry's more experienced talent needs continually to transfer the knowledge and skills they have built up through mentoring programs. Separately, oil and gas companies, of all sizes, need to ensure they are consistently increasing their investment in formal training and development programs."

A former engineer, Jon is an award-winning editor who has covered the technology, engineering and energy sectors since the mid-1990s. Email Jon at jmainwaring@rigzone.com.

Generated by readers, the comments included herein do not reflect the views and opinions of Rigzone. All comments are subject to editorial review. Off-topic, inappropriate or insulting comments will be removed.

View the original article here

Fifty-Three Percent of Oil, Gas Workers Would Quit over Training

More than half of the oil and gas industry's employees would consider leaving an employer due to a lack of training and development, according to a BP-sponsored study of 773 professionals who work in the sector across 24 countries.

Findings from the survey – which was conducted by the Society of Petroleum Engineers – found that 53 percent of respondents said a lack of training and development opportunities would lead them to consider leaving an employer. Seventy-five percent of respondents said that training and development was important in their choice of role, while 37 percent felt that a lack of training in previous roles has held them back in their career.

The survey also found that a quarter of respondents believe the current lack of training and development is detrimental to their career. Fifty-six percent of respondents believe that the employer should provide all or some training to new joiners, although only 11 percent expect their employer to provide all of their training.

The research also found that oil and gas professionals believe that future generations of oil and gas workers require more development during their university years. While universities equipped students either "quite well" or "very well" with industry knowledge and technical and computer skills, they came up short in developing soft-skills that are critical for a successful career in the oil and gas industry. Less than one-third of respondents believed that universities helped students properly develop soft skills such as initiative, flexibility and work ethic.

In November, Rigzone reported that BP had launched a new $7.2-million scholarship program for talented science, technology, engineering and mathematics students as part of the firm's plans to foster an interest in the oil and gas industry among undergraduates. The company also runs "Discovery Days" and internships for promising students.

BP Head of Learning and Development Don Shoultz commented in a statement Tuesday:

"These findings further underscore the challenge the industry faces; we've got an ever growing skills deficit. The industry's more experienced talent needs continually to transfer the knowledge and skills they have built up through mentoring programs. Separately, oil and gas companies, of all sizes, need to ensure they are consistently increasing their investment in formal training and development programs."

A former engineer, Jon is an award-winning editor who has covered the technology, engineering and energy sectors since the mid-1990s. Email Jon at jmainwaring@rigzone.com.

Generated by readers, the comments included herein do not reflect the views and opinions of Rigzone. All comments are subject to editorial review. Off-topic, inappropriate or insulting comments will be removed.

View the original article here

Petrofac Training Services Unveils O&G eLearning Course

Fresh on the heels of its recent acquisition of eLearning specialist Oilennium, Petrofac Training Services (PTS) has announced the launch of "Introduction to Oil and Gas," a new eLearning course.

Developed by Oilennium, the course offers an engaging, interactive overview of the oil and gas industry that can be used to enhance a trainee's in-class training experience, and made available to thousands of employees around the world.

The Introduction to Oil and Gas course, which can be accessed any time online, offers a concise summary of how the industry works, from exploration and production upstream to processing and transmission downstream. This user-friendly course, which features full voiceover guidance and colourful 3D animations technology throughout, is completely interactive. When a module is successfully completed, a certificate is issued to reward the user's efforts, fuelling the learning process. Upon completing the 12-module course, the user will have a good understanding of how hydrocarbon fields are found and developed, industry terminology, and technical know-how.

Effective, Quality Training

At a time when unemployment is rising and major businesses are closing, the oil and gas industry continues to buck the trend. Not only is it thriving, the industry is actively recruiting and searching for ways to effectively train new employees, while simultaneously reducing training costs. According to Oilennium, this is where eLearning courses like "Introduction to Oil & Gas" come in.

"For years, operators and services companies have been struggling to offer standardised, quality training that complements the traditional classroom approach by reinforcing key points long after the trainee leaves the classroom," said Kevin Keable, managing director of Oilennium. "Not only is 'Introduction to Oil & Gas' cost-effective, it's the perfect starting point for employees new to the industry. It's an excellent method of training non-technical staff so that they can work more effectively with their engineering and technical counterparts. On the flip side, it's useful for technical staff. Even today a drilling engineer may have little understanding of how a process system operates and vice-versa. This course is ideal for anyone who needs to understand the industry as a whole," he added.

The accessibility offered by eLearning addresses another common challenge faced by training managers in the oil and gas industry: how to train technical staff working on rotation or offshore. Traditional classroom training demands that they be physically present. Because eLearning courses can be accessed from any device with internet access, this is no longer the case, saving thousands in employee expenses.

Engaging 3D Animation

Already, "Introduction to Oil & Gas" has been purchased by oil and gas companies of all sizes, individuals and many others. Why is it so popular? Oilennium began developing these courses, just as 3D animation technology improved dramatically. This made it possible to offer much more visual content, making them more attractive and compelling. The result: improved knowledge transfer and better knowledge retention. If Oilennium were to use only 2D animations, the courses could become slow and expensive to develop. However, by using its unique blend of techniques, Oilennium has kept costs down and quality up.

Charlie Mattocks, who recently landed a highly sought after apprenticeship in the UK with a major oil and gas operator following completion of the course, feels that taking it helped boost his prospects, especially during the interview. "I found the course easy to follow and liked being able to work at my own pace. The 'Rigs and Installations,' 'Drilling' and 'Offshore' modules were especially useful," said Mattocks.

"During my interview, I produced the certificates to show I had completed the course, in addition to my A levels and GCSEs. I believe they demonstrated my commitment, initiative, and willingness to learn, which helped me stand out from the other candidates," he added.

To mark the launch of 'Introduction to Oil & Gas,' PTS is offering the course at a reduced rate, either as a standalone or bundled with its best-selling training courses "Basic Offshore Safety Induction and Emergency Training" (BOSIET), Universal BOSIET and "Minimum Industry Safety Training" (MIST). These courses provide safety and emergency training for the oil and gas industry, and are essential for those about to begin working offshore or are pursuing a career in this specialist environment.

Petrofac Training Services (PTS) is a division of the Petrofac Group, the international oil and gas facilities service provider. Founded in 1983, PTS is a leading provider of onshore and offshore safety, survival and emergency response training. It is based in Aberdeen, Scotland.

Oilennium is a division of Petrofac Training Services. Oilennium provides a broad range of learning programmes to numerous corporate clients, including Weatherford International, Perenco, EnerMech, Halliburton, AMEC SES, ECITB, Hydratight, Noble Drilling, Pacific Drilling, Marathon, Dolphin Geophysical, Seajacks and Tervita.

Copyright 2013 Oil & Gas News - Hilal Publishing and Marketing Group. All Rights Reserved.

(This article was originally published on March 25.)

Generated by readers, the comments included herein do not reflect the views and opinions of Rigzone. All comments are subject to editorial review. Off-topic, inappropriate or insulting comments will be removed.

View the original article here

Job Safety Analysis - Meeting New Requirements for Training

The right way to do a Job Safety Analysis or JSA is a hot topic in the oil patch right now. The Bureau of Safety and Environmental Enforcement (BSEE), which already requires them as a part of SEMS, is proposing to require that all offshore workers be trained on SEMS annually. The updated SEMS rules are also expected to require that Stop Work Authority be a part of the JSA process. That proposal is going through its final review by the White House right now, meaning whether it is out in 30 days or 3 months, it is on its way. JSAs are a big subject on land as well because oil and gas companies require them for most well site jobs and they are telling us they are not happy with the quality of JSAs they are seeing.

At PEC, we developed a new JSA class to help industry meet the new BSEE training requirements, as well as the concerns of landside operators. Our goal was to create a JSA class that would be taught by one of our 1,700 PEC instructors authorized to teach SafeGulf of SafeLandUSA nationwide. In researching JSAs, we learned a couple of interesting things. First, the reason companies do JSAs has changed over the years. Second, the problem may not be that workers are untrained on how to do a JSA; it may be that they don't know why they should do a JSA.

For anyone who is not already familiar with JSAs, they are an organized way of analyzing a specific job, determining any hazard that job may present and deciding how to control those hazards. Typically a crew breaks the job down into steps, figures out what could go wrong to hurt someone and then agrees on safety measures to protect everyone on the job. In the PEC training course, we call that the JSA Triangle.

In the oil patch, we use JSAs as a way to give crews ownership of their own safety. Workers who have had to focus on how they do the job and how to protect themselves from incidents are more likely to go home unhurt at the end of the hitch. For that reason, a lot of oil and gas companies require that crews write out their JSAs by hand to make sure they have taken a direct role in addressing the hazards of that particular job.

What we found in our research is that the JSA process didn't start out like that. The concept of breaking tasks down into steps dates back to the assembly lines of the 1920's and then it was a way to figure out how many workers to hire per shift. In the 1930s, engineers started looking at the task step process as a way to improve safety, but it was still a tool that management used to design the assembly line to make it safer. It would be many, many years before industry really paid much attention to what workers thought about their own safety. The big leap forward in job task analysis came in World War II when it was used to help Rosie the Riveter and the other hundreds of thousands of inexperienced factory workers learn their jobs quickly. All of those are valuable uses, but none of them quite fits with today's efforts to empower individual workers to manage their own safety, which is one of the fundamental goals of JSAs in our industry.

We also found was that if the goal is to involve crews in making sure they go home unhurt, a lot of workers aren't getting the message. On online forums, oilfield workers are open in considering JSAs as unnecessary paper work, done to satisfy management back at the home office, not to keep them safe.

Two comments posted online were particularly telling:

"During the safety meeting, we sign about 30 JSAs and (do) not go over…one of them""Do a verbal (JSA), open the book to the correct JSA for the job and leave it there (so) if anyone shows up and asks, I tell them 'it's right there.'"

Interviews with operators and contractors confirm that many workers simply do not see the connection between their safety and doing JSAs properly.

They should. Accident investigations show a direct connection between the way a crew prepares and follows JSAs and incidents. Here are three examples from our research:

July 18, 2006 – Guidepost under pressure breaks, killing floorman; Procedure never discussed in JSA meeting. – MMS investigation of fatal accident V-door guide post failure Chandeleur Block 31, Well No. 1January 19, 2008 – Worker repairing emergency shutdown device swept by wave and drowned; no JSA done because job considered "routine." – MMS investigation of fatal accident North Padre Island Block 969, Platform JAApril 13, 2012- Offshore roustabout falls through well-access opening on deck during decommissioning project; No written JSA and not everyone attended JSA meeting. - Bureau of Safety and Environmental Enforcement Gulf of Mexico OCS Region Safety Alert No. 301

At PEC, we think the lesson here is that training on JSAs is necessary and the requirements coming from the government and individual operators will help our industry improve on its safety record. However, that training has to go beyond rote learning courses that just ask workers to memorize the three elements of a JSA. It needs to focus on why we do JSAs, how to identify hazards correctly and when to stop the job if the JSA is not being followed. Above all, at PEC we try to teach students that, if done correctly, a JSA is the way to make sure everyone understands his or her job and everyone will finish the job safe and sound.

Ken Wells is Director of Special Projects for PEC and can be reached at Ken@pecsafety.com.

Generated by readers, the comments included herein do not reflect the views and opinions of Rigzone. All comments are subject to editorial review. Off-topic, inappropriate or insulting comments will be removed.

View the original article here

Job Safety Analysis - Meeting New Requirements for Training

The right way to do a Job Safety Analysis or JSA is a hot topic in the oil patch right now. The Bureau of Safety and Environmental Enforcement (BSEE), which already requires them as a part of SEMS, is proposing to require that all offshore workers be trained on SEMS annually. The updated SEMS rules are also expected to require that Stop Work Authority be a part of the JSA process. That proposal is going through its final review by the White House right now, meaning whether it is out in 30 days or 3 months, it is on its way. JSAs are a big subject on land as well because oil and gas companies require them for most well site jobs and they are telling us they are not happy with the quality of JSAs they are seeing.

At PEC, we developed a new JSA class to help industry meet the new BSEE training requirements, as well as the concerns of landside operators. Our goal was to create a JSA class that would be taught by one of our 1,700 PEC instructors authorized to teach SafeGulf of SafeLandUSA nationwide. In researching JSAs, we learned a couple of interesting things. First, the reason companies do JSAs has changed over the years. Second, the problem may not be that workers are untrained on how to do a JSA; it may be that they don't know why they should do a JSA.

For anyone who is not already familiar with JSAs, they are an organized way of analyzing a specific job, determining any hazard that job may present and deciding how to control those hazards. Typically a crew breaks the job down into steps, figures out what could go wrong to hurt someone and then agrees on safety measures to protect everyone on the job. In the PEC training course, we call that the JSA Triangle.

In the oil patch, we use JSAs as a way to give crews ownership of their own safety. Workers who have had to focus on how they do the job and how to protect themselves from incidents are more likely to go home unhurt at the end of the hitch. For that reason, a lot of oil and gas companies require that crews write out their JSAs by hand to make sure they have taken a direct role in addressing the hazards of that particular job.

What we found in our research is that the JSA process didn't start out like that. The concept of breaking tasks down into steps dates back to the assembly lines of the 1920's and then it was a way to figure out how many workers to hire per shift. In the 1930s, engineers started looking at the task step process as a way to improve safety, but it was still a tool that management used to design the assembly line to make it safer. It would be many, many years before industry really paid much attention to what workers thought about their own safety. The big leap forward in job task analysis came in World War II when it was used to help Rosie the Riveter and the other hundreds of thousands of inexperienced factory workers learn their jobs quickly. All of those are valuable uses, but none of them quite fits with today's efforts to empower individual workers to manage their own safety, which is one of the fundamental goals of JSAs in our industry.

We also found was that if the goal is to involve crews in making sure they go home unhurt, a lot of workers aren't getting the message. On online forums, oilfield workers are open in considering JSAs as unnecessary paper work, done to satisfy management back at the home office, not to keep them safe.

Two comments posted online were particularly telling:

"During the safety meeting, we sign about 30 JSAs and (do) not go over…one of them""Do a verbal (JSA), open the book to the correct JSA for the job and leave it there (so) if anyone shows up and asks, I tell them 'it's right there.'"

Interviews with operators and contractors confirm that many workers simply do not see the connection between their safety and doing JSAs properly.

They should. Accident investigations show a direct connection between the way a crew prepares and follows JSAs and incidents. Here are three examples from our research:

July 18, 2006 – Guidepost under pressure breaks, killing floorman; Procedure never discussed in JSA meeting. – MMS investigation of fatal accident V-door guide post failure Chandeleur Block 31, Well No. 1January 19, 2008 – Worker repairing emergency shutdown device swept by wave and drowned; no JSA done because job considered "routine." – MMS investigation of fatal accident North Padre Island Block 969, Platform JAApril 13, 2012- Offshore roustabout falls through well-access opening on deck during decommissioning project; No written JSA and not everyone attended JSA meeting. - Bureau of Safety and Environmental Enforcement Gulf of Mexico OCS Region Safety Alert No. 301

At PEC, we think the lesson here is that training on JSAs is necessary and the requirements coming from the government and individual operators will help our industry improve on its safety record. However, that training has to go beyond rote learning courses that just ask workers to memorize the three elements of a JSA. It needs to focus on why we do JSAs, how to identify hazards correctly and when to stop the job if the JSA is not being followed. Above all, at PEC we try to teach students that, if done correctly, a JSA is the way to make sure everyone understands his or her job and everyone will finish the job safe and sound.

Ken Wells is Director of Special Projects for PEC and can be reached at Ken@pecsafety.com.

Generated by readers, the comments included herein do not reflect the views and opinions of Rigzone. All comments are subject to editorial review. Off-topic, inappropriate or insulting comments will be removed.

View the original article here

Inside Walmart’s Manager Training

Inside Walmart’s Manager Training -Truthdig .column > div, .eartotheground > div, .uncovered > div, .report > div, .interview > div, .arts_culture > div, .avbooth > div, .dig > div, .cartoon > div, .podcast > div, .margin {padding: 10px 10px 20px 10px;margin: 0 0 0 0px;border-bottom: 1px dashed #999999;}/*\*//*/ @import "http://www.truthdig.com/?css=home/site_styles_mac.v.1314771156";/**/body div#share_footer {margin-bottom: 30px;}body div#instory_newsletter_signup {margin-top: 30px;}.nav {font-size:90%;} December 14, 2012
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  Inside Walmart’s Manager Training Email    Print    Share

Tweet Posted on Dec 14, 2012 Walmart Corporate (CC BY 2.0)

An assistant store manager for Walmart tells in mid-2011 how during an eight-week training course “managers were trained to put ... fear into hourly workers’ heads” and spot employees the company deemed likely to organize.

“I thought we would get a crash course in Walmart history and then get into learning the computer systems, the policies, how to schedule people,” writes the author. “I was far off track. I was now in an eight-week indoctrination into how Walmart is the unsurpassed company to work for, and how to spot any employee who was having doubts. I was supposed to be happy at all times.”

The account offers insight into how language can become suspect in an institution intent on controlling its members. An entire day of training was devoted to “word phrasing.” The use of “unlawful Walmart language” such as “committee,” “organize,” “meeting,” “volunteer” and “group” made employees eligible for warnings or write-ups.

Managers in training were given 15 to 30 minutes a day to read Walmart founder Sam Walton’s book, “Sam Walton: Made in America,” and had to watch anti-union videos.

—Posted by Alexander Reed Kelly.

Labor Notes:

Nothing from that eight weeks of brainwashing was geared to help you do your job as an assistant manager. Essentially it was more of a police academy, training the managers to be police officers for Walmart. We were being trained to put fear into the hourly workers’ heads. Step out of line, and you lose your job.

After graduating (they held a makeshift ceremony), I had no clue what exactly my job was. I had to learn from the other assistant managers in my store how to operate the scanner, how to schedule my departments, and the other operational items that weren’t covered in the training. The only thing I learned was how to fake being happy around customers and my subordinates.

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