Talent Challenges: Labor Market Perspective. Mohammed Al Sellemi, Director of Human Resources, December 2014

Transcription

1 Talent Challenges: Labor Market Perspective Mohammed Al Sellemi, Director of Human Resources, December 2014 Saudi Aramco: Public

2 Outline Global HR Model Emerging Challenges Current Strategies Strategic Recommendations

3 Global HR Model A Holistic View

4 Definition and Data Sources PTP Definition Data Sources Petro-technical Professionals (PTP)*: is a term which includes geoscientists (geologists, geophysicists, petro-physicists) and petroleum engineers (reservoir, drilling, completion, production engineers) Disclaimer: All workforce insights and industry practices data in this presentation are developed and provided by: Schlumberger Business Consulting Mercer Hays World Economic Forum International Labor Organization

5 Global HR Model* Corporate Workforce Analytics and Planning Corporate Vision, Mission, & Goals Corporate Competencies ( B & O Plans) Performance Planning Continuous Improvement Acquisition & Selection On-Boarding Skills Training Career Path Definition Continuous Learning Measurement & Appraisal Achievement Advancement & Recognition & Development Job Rotation Counseling Succession Planning Coaching Mentoring Engagement Retirement Compensation Job Competencies Benefits Supervisory Input Evaluation Labor Markets Corporate Culture - DNA *Sellemi s HR Model Saudi Aramco: Public

6 Criticality Classification Identifying PTP Talent Critical A Plant, equipment and/or technology specific. Not widely available. Critical B Industry specific. Available within O&G. Critical C Non-industry specific. Available within energy and industrial sectors.

7 Emerging Challenges Current and Future States of the PTP Market

8 Emerging Challenges in Oil & Gas PTP talent acquisition is no longer limited to Oil & Gas. LNGs Oil & Gas Petrochem Mining A B C

9 Emerging Challenges in Oil & Gas Realities of The Current PTP Market At a global level, supply exceeds demand of graduates. There is, and will continue to be, a deficit in the number of experienced PTPs ( Mid-Career ). As a result, there will be a very high demand resulting in extreme industry competition for talent.

10 Emerging Challenges in Oil & Gas Global Demand for Graduates PTP Graduate Global Recruitment Targets estimated Actual Demand Estimated Demand Source: SBC Saudi Aramco: Public

11 Emerging Challenges in Oil & Gas Global Supply of Graduates 2012, Number of Graduating Students (Excluding China) North America Europe Middle East & N. Africa Russia & Caspian N.E. Asia Latin America Sub-Saharan Africa S. Asia & Australia Geology/ Geophysics Petroleum Engineering

12 Emerging Challenges in Oil & Gas North America 85% 35% Latin America 71% 46% Graduate Willingness to Enter the E&P Industry 2012, % of Graduating Students Europe 55% 62% Sub-Saharan Africa 90% 65% Middle East & N. Africa 90% 65% Russia & Caspian 66% 71% S. Asia & Australia 65% 85% N.E. Asia 52% 59% Geology/ Geophysics Petroleum Engineering

13 Emerging Challenges in Oil & Gas Net Supply of Graduates vs. Vacancies 2012, Number of Net Supply of Graduate Students (Excluding China) 18 North America Europe Russia & Caspian (250) (1065) (220) (500) (225) (695) 480 Latin America 645 Sub-Saharan Africa Middle East & N. Africa AsiaPac (100) (465) (840) (1025) (1345) (1505) (275) (580) (1330) (510) (125) (1045) Regions with Shortages Net graduate supply Petroleum Engineers Net graduate supply Geoscientists Ongoing vacancies Petroleum Engineers Ongoing vacancies Geoscientists

14 Emerging Challenges in Oil & Gas Petro-tech Drilldown 4,300 Project Engineer 40% of Petroleum Engineers are Production Engineers 79, ,500* Production Engineers Petroleum Engineer 32,300 Completions Engineers 43,100 Reserves Engineers 56,000 Drilling/Well Engineers *Estimated based on a 2013 sample of 215,500 PEs out of 1.6mm oil and gas workers. Source: Mercer Saudi Aramco: Public

15 Emerging Challenges in Oil & Gas Total Global PTP Population in Upstream Petroleum Engineering 62% 38% Geosciences 138,400 PTPs Below 35 57% 43% Over 35 Experienced 26 Discipline Age Source:SBC Saudi Aramco: Public

16 Emerging Challenges in Oil & Gas In 2018, the global pool of experienced PTPs will decrease by 4% While global recruitment plans require 40% more

17 Emerging Challenges in Oil & Gas Upstream Anticipated Talent Gaps by Job Petroleum Engineers 65% Plant/Operations Eng. 61% Plant/Operations managers 55% Plant/Operations technicians 53% Geoscientists Upstream project managers Upstream technicians Finance managers 32% 50% 49% 42% Experienced New Both Sales and traders 31% Shipping/Maritime leaders 18% 0% 10% 20% 30% 40% 50% 60% 70% Source: Mercer Saudi Aramco: Public

18 Emerging Challenges in Oil & Gas Drilling Jobs at Risk of Shortage Senior Drilling Engineer office based Senior Completion Engineer office based Drilling Supervisor ( company man ) Drilling Superintendent Senior Drilling Engineer rig based Senior Completion Engineer rig based Drilling Manager Subsea Engineer Junior Drilling Engineer rig based Drilling Fluid Engineer Junior Drilling Engineer office based Junior Completion Engineer rig based Junior Completion Engineer office based Cement Engineer Drilling Fluid Technician Subsea Technician Cement Technician 8% 8% 23% 23% 19% 15% 15% 15% 12% 35% 38% 38% 46% 50% 69% 69% 77% Source:SBC Saudi Aramco: Public

19 Emerging Challenges in Oil & Gas Local Content in Drilling Positions Among Majors Local Expat 71% 70% 72% 58% 57% 36% 38% 29% 20% 29% 30% 28% 42% 43% 64% 62% 71% 80% Source: Mercer Saudi Aramco: Public

20 Current Strategies A View of the Industry s HR Strategies and Practices

21 Current Strategies Youth Average Duration of Recruitment North America Europe Middle East & N. Africa Young National Graduates Young Expatriate Graduates Young National Graduates Young Expatriate Graduates Young National Graduates Young Expatriate Graduates Asia (without China) Latin America Young National Graduates Sub-Saharan Africa Young National Graduates Young National Graduates Young Expatriate Graduates

22 Current Strategies Midcareer Average Duration of Recruitment North America Europe Midcareer Nationals Midcareer Expatriates Midcareer Nationals Midcareer Expatriates 2.5 Sub-Saharan Africa Middle East & N. Africa Asia (without China) Midcareer Nationals Midcareer Expatriates Midcareer Nationals Midcareer Expatriates Midcareer Nationals Midcareer Expatriates

23 Current Strategies Barriers to Reducing Time to Autonomy 2= Highly Critical, 1= Critical, 0= Not Critical Independants Majors NOCs Lack of structured development program Lack of coaches Senior PTP mindest Lack of job rotation opportunities difficulty planning job rotations Lack knowledge management/transfer Lack of senior management gudiance Source: SBC Saudi Aramco: Public

24 Current Strategies Current and Planned Sourcing Strategies. 47% % of external hires Expected to increase 22% Expected to remain unchanged 13% 9% 6% 3% Current employees from other oil and gas companies Experienced hires from outside oil and gas industry Contractors/Temporary workers/outsource function Colleges/Universities2 Retirees from other oil and gas companies Retirees from your organization Source: *Mercer Saudi Aramco: Public

25 Current Strategies Strategies for Filling Open, Experienced Positions 100% % of open positions filled 56% Buy 67% 72% Buy hire workers from outside your organization 44% Build 33% 28% Build promote, train, or transfer existing employees 0%

26 Current Strategies Main Attraction and Selection Strategies Adopted by The Industry 84% 61% 56% 41% Expanding recruiting channels (online, career fairs, social media, etc.) Improving competitiveness of employment package (higher compensation, benefits, etc.) Online job boards Using a recruitment process outsourcing provider 33% 22% 18% 7% Changing perceptions of company or industry via marketing and public relations Increasing recruitment efforts across other countries Expanding contract recruiting other

27 Current Strategies Training and Development Strategies by Industry Targeting T&D plan to individual needs 76% Expanding training and educational instructionavailable to the workforce Developing alternative career paths or expanding options Developing IT systems for knowledge trasnfer/management 46% 43% 64% Mentorship for new employees 36% Peer best pratices sharing 29%

28 Current Strategies Retention Strategies by Industry Improving job quality 63% Developing more flexible work schedules 45% Implementing retention bonuses Offering dual career paths technical/nontechnical Re-engaging retirees on a non-full-time basis 23% 34% 38% Prolonging time to retirement Rehiring retirees as full-time employees 16% 14%

29 Strategic Recommendations Transforming Challenges to Opportunities

30 Strategic Recommendations 1 Collaborative Model Establishment Industry collaboration among peers Industry collaboration with educational institutions Talent Sharing: Retain talents within industry. Industry Practices and case sharing (e.g., HSSE). Curriculum Design: Strategically align educational content with professional and managerial applications by incorporating practical and realistic curriculum elements (e.g., field work, visiting instructors, etc ).

31 Strategic Recommendations 2 Strategic HR Focus Robust Workforce Planning Time to Autonomy Acceleration Hiring Standards Leveling for Graduates Quality Input Data Proactive and Intelligent Planning HRD (e.g., Mentorship) Collaboration with universities Moving away from high-gpa and top school based evaluations to competency based.

32 Strategic Recommendations 3 Complementary Technologies Human Capital Automation where. applicable. Eliminate non-productivity due to talent shortage. Advanced Technological Enablers Increase accuracy and minimize errors.

33 Summary- Collaborative Model At a global level, supply exceeds demand of graduates. There is, and will continue to be, a deficit in the number of experienced PTPs (Mid-Career) which requires increasing the pool of talents and improving Time-To- Autonomy. Retaining talents within the industry is critical for long term success (reduce turnover rate in systematic and proactive fashion). There is a need to work collaboratively at regional level among peers, academia and training institutes.

34 Thank You Saudi Aramco: Public