About the presenter. Jay received an MBA from Darden at the University of Virginia, and is co-author of Play to Your Strengths, McGraw Hill.

Transcription

1 About the presenter Jay Doherty is a leader in s Workforce Sciences Group. He has over twenty years of management consulting experience helping leading oil and gas companies in North America, Middle East, Europe and Asia. Jay s work includes labor market analysis, workforce planning, site selection, retention strategies, organization design, and linking people management practices to bottom-line results. Jay received an MBA from Darden at the University of Virginia, and is co-author of Play to Your Strengths, McGraw Hill. jay.doherty@mercer.com

2 24 February 2011 E&P Talent Outlook and implications for IAGC member companies Jay Doherty Workforce Sciences CONFIDENTIAL This presentation contains proprietary methodologies and tools which are only for review by IAGC member companies and remain the property of. These methodologies and tools cannot be used or disclosed outside of IAGC member companies without written consent by. 2011,

3 What has happened in O&G talent markets? and where are we headed Methodology Global talent issues and trends in E&P Trends and Outlook in: Migration of workers Compensation and Talent Competitiveness Critical jobs, Recruiting plans, New Entrants, and Turnover Geophysicists internal labor market flows Q&A How can we manage our workforce better? 2

4 We analyze petrotech labor markets in countries representing over 90% of the world s oil and gas production Western Europe US/Canada Former Soviet Union Middle East North Africa Asia Central & South America Sub-Sahara Africa 3

5 Study represents s synthesis and interpretation of E&P industry data from four key sources (ELM) Analysis External Labor Market Analyze current workforce, new entrants, projections, and where available turnover for insights on labor gaps (surpluses or shortages) US/Canada Analysis of existing O&G ELM databases Middle East North Africa Western Europe Interviews with SMEs Perspectives on emerging talent issues with consultants and clients working in the O&G Former Soviet Union industry Strategies and practices companies are putting in place to manage the Asia talent challenges Analysis past studies Central & South America Findings from talent, labor markets, and enrollment data from schools Sub-Sahara Africa Review of Survey data Review compensation surveys O&G Spot Surveys 4

6 The past few years Facing declining prices and demand most firms, including national oil companies cut back severely on capital spending in 2009 increased in 2010 but not to prior levels Recruiting plans were significantly scaled back (including the NOCs) Layoffs were seen in facilities companies, large integrated, and independents, particularly those with high lifting costs While cost reduction initiatives were wide-spread, we did not see significant reductions in workforce investments such as training and development (over half kept at prior year levels). Many were quick to take actions to cut contract staff, contractor expenses, benefits and other reward components. Following this economic pause most companies are anticipating a return to intense competition for petrotechs seen a few years ago. Concern over long-term affect of blow-out for North American industry new entrants 5

7 Trends in talent migration back in 2007 US / Canada Western Europe Oil Field Services Former Soviet Union Change in labor competitiveness in the last year Increasing Stable Decreasing Central & South America Sub-Saharan Africa Middle East North Africa Asia Source: Oil & Gas External Labor Market Analysis, September 2007 Update Work in progress 6

8 Trends in talent migration more recently Attrition is down markedly, mobility was driven to a much larger extent by layoffs in the sector more so than competition for talent US / Canada Western Europe Former Soviet Union Change in labor competitiveness in the last year Increasing Stable Decreasing Central & South America Sub-Saharan Africa Middle East North Africa Asia May 2010 Update 7

9 Changes we are seeing Talent Competitiveness the pause gave most recruiting functions a break. Firms that are basing recruiting plans on financial reports are still conservative on hiring plans while those driven from operations inputs are beginning to ramp up more aggressively. Current oil prices will only intensify this. Critical jobs engineering (petroleum and drilling) remains in higher demand than geosciences, more so from the business requirements than from differences in turnover or retirements (supply constraints of experienced geophysicists and geologists may change perception soon) Workforce planning Significant strides, driven by cost pressure and recognition of a need to better deal with uncertainty. 47% report efforts well underway (in 2009) with another 21% just getting started (18% report they do not intend to do any formal planning in 2010) 8

10 Changes we are seeing Turnover (voluntary) stable or decreased in US. Canada was 15+% (through April 2010, higher for more senior professionals); elsewhere it remains higher than most other industries. Benefits have been scaled back by many firms, no new creative practices were seen, and there is a greater emphasis on development programs Recruiting plans were significantly scaled back (including the NOCs) in 2009; despite that, headcount grew for the NOCs where significant assets were coming on-stream; 50% of firms expect growth in hiring for 2010 (the other half are planning to focus on replacement hires exclusively). 9

11 Your industry s hiring intentions For 2010, IAGC organizations reported a very different plan for hiring vs. their reported intentions in Does this indicated a change in the marketplace? 80% 70% 71% In 2010, 71% of respondents said they were increasing headcount. 60% 50% 43% 43% 40% 30% 29% Increase headcount Decrease headcount No change 20% 14% 10% 0% 0% From 2009 IAGC Salary Survey 10

12 Emerging rewards trends Trends in compensation Wage increases, while continuing to out pacing other industries, do not show anywhere near the gap seen in 2008 and earlier years. Compensation 15 to 20% were anticipating salary freezes to continue into 2010, majority are expecting larger budgets in (86% of IAGC survey participant report having both short and LT bonuses programs) Short-term compensation, many with smaller pools, is seen as a lower priority compensation program versus LTI. Between 10-18% are considering changing their LTI program. New hire premiums remain prevalent while incumbents base and incentive compensation is suppressed/reduced. A key priority was and remains retaining key talent; many feel that current compensation neither manages this expense wisely nor helps to minimize turnover. Salary freezes are being eliminated, previously 54% of executives in upstream companies, 24% Managerial, and 13% professional/technical (while oil field services were reporting much higher percentages with freezes or reductions in base pay) 11

13 Increased demand for technical talent has resulted in increases in total cash compensation Many technical positions saw major wage increases over the 2006 to 2008 period, followed by a pause in Senior Geologists, Junior Geologists, and Junior Drilling Engineers witnessed an average wage growth rate between 8 and 15% per year. This is compared to an annual general industry growth rate over the same period of 3.7%. $220,000 $200,000 $180,000 $160,000 Total Cash Compensation Senior / Supervisory Geologist Energy Industry Pay Premium of 27% $140,000 $120,000 General Industry Senior Professional $100,000 $80,000 Junior Geologist Junior Drilling Engineer $60,

14 Oil & Gas Talent Outlook Petrotech Labor Market flows Labor Market Map for geophysicists

15 How geophysicists move into, through, and exit energy companies CAREER LEVEL HIRES GEOPHYSICISTS ATTRITION Experts / Managers 12% 24% 55+ years of age 16% Specialists 28% 40% 23% Senior 15% 19% 18% Experienced 16% 14% Junior 15% <30 years of age 13% 8% 22% PROMOTIONS Entry 15% 3% Hires, Promotions and Terminations represent the percentage of these actions occurring at different career levels (that is, 16% of all attrition are Experts / Managers). Attrition included voluntary, involuntary, and retirement loses. Sample is biased to North American O&G companies. 14

16 Oil & Gas Talent Outlook How can we prepare for tomorrow

17 How can we prepare for tomorrow Continued focus on attracting new, younger workers and efficient career development Consider training more non-traditional hires. Prepare and protect employees that will grow into the positions where knowledge of your company matters and/or loss of workers will disrupt your core business especially, those in critical jobs or top performers Assess career hurdles, and change practices as needed, to reinforce commitment to build workforce capabilities Balance costs and risks of workforce size and investments given the expectation across the industry that intense competition will soon return Determine if more mid-career hires are required for certain jobs where tenure and general industry experience will be declining Know the strengths (and weaknesses) of your employment proposition vs. your customer s when competing for the same talent. 16

18 2011 IAGC Salary Survey Reports indicate market data for base salary, allowances and bonuses as well as policies on short-term and long-term incentives Only industry-specific positions (63 overall) are collected and these are organized into three modules: Resident (i.e. Office staff such as Data Processing Geophysicists, Computer Operators and Researchers) Land (i.e. Land Observers, Line Helpers and Surveyors) Marine (i.e. Field Geophysicists, Mechanics and Navigators) Participate only in modules that are applicable to your company Information available Today Results delivered in an online platform that allows you to customize results and download data into Excel by position, country or even region Data will be accepted through April 1 and results in May Contact: Gregg Larson, (281) / glarson@fairfieldnodal.com Joanna Stacke, (612) / joanna.stacke@mercer.com 17

19 Thank you

20 About the presenter Jay Doherty is a leader in s Workforce Sciences Group. He has over twenty years of management consulting experience helping leading oil and gas companies in North America, Middle East, Europe and Asia. Jay s work includes labor market analysis, workforce planning, site selection, retention strategies, organization design, and linking people management practices to bottom-line results. Jay received an MBA from Darden at the University of Virginia, and is co-author of Play to Your Strengths, McGraw Hill. jay.doherty@mercer.com