In addition to Kuwait Oil Company, many companies around the world face problems related to bimodal age distribution of their technical manpower. For example, a sizeable group of experienced personnel are close to their retirement age and a large pool of young professionals and new hires are joining the oil and gas sector with no or very little practical exposure and experience. As a result, there is a significant shortage of a fully qualified, mid-level technical workforce to bridge this generation gap. Therefore, the need of the hour is a fast track development process for these new hires in order to equip them with sufficient knowledge and skills in the shortest possible time.
In order to develop new recruits and assist them in reaching a competent operational level through the “Blended Learning – Internally Certified Program”, a “Competency Based” new hire’s roadmap has been designed by KOC. The program is being implemented successfully to develop new hires (NH) on a fast track basis. After completion of the roadmap, a technical employee may attain the competency level where he or she can perform routine tasks and related assignments independently.
The New Hires Roadmap
A comprehensive competency-based fast track roadmap for New Hires (UDs) consists of four segments. It has been designed with a vision to have an accelerated development to meet future strategies.
These four segments include the following:
1. Familiarization
2. Customized workshop
3. Mandatory Foundation Assignment (MFA)
4. Final Technical Assignment
Familiarization Program
The program is designed for subsurface graduates who join the upstream organization as geoscientists, petroleum engineers, reservoir engineers or drilling engineers. Here, the target level of competency is “2” in respect to knowledge and skills as defined by the competency matrix of Kuwait Oil Company. The program includes technical sessions covering the entire range of the oil industry spectrum, site and field visits, generic courses and HSE sessions. It is an internally certified program and is mandatory for any new hires of the upstream business.
Customized Workshop
After completion of the familiarization program, the participants proceed to attend the second phase: Customized Workshop. In this phase, the participants are grouped as per their job family. Here, the participants are exposed to the knowledge and skills in their area of specialization, i.e. their respective job families with a focus on practical experience and doing real work under guidance. Coaching and mentoring is an integral part of the workshop where the participants receive exposure to related software and exercises in Kuwaiti fields.
Mandatory Foundation Assignment
The third segment of the New Hires Road Map is a unique blended learning program where they are attached with ongoing real projects. The target level of knowledge and skill is “3.” This means they can perform their routine tasks under supervision.
The MFA program has been in practice since 2009 and received international recognition through the “Get Energy Award” in 2014 under the category of “Learning at Core Category.”
Final Technical Project
The fourth and final segment of the New Hires Roadmap is being implemented internally where New Hires are required to complete a routine project at their respective team independently or with minimum guidance. The expected level of competence is “4” (on specific competency only) where they apply their skills to some routine or frequently performed task with no or minimum guidance. This is more challenging and determines the career path of the New Hire.
Highlights of the Roadmap
The uniqueness of the Roadmap for New Hires can be summarized as follows:
• Blended Learning Environment (Class, Field, E-Learning, Workplace).
• Accelerated Development (2-2 ½ years).
• Smooth Gradual Development – Segment 1: Cross Training; Segment 2: Job Family Based; Segment 3 & 4: Career Path Oriented.
• Integrated (Technical, Supporting, Soft Skills, HSE).
• Strongly supported by “Coaching & Mentoring” in all segments.
• Fully assessed and internally certified at each stage.
• Three Segments out of four are delivered through internal resources (DEC Members/coaches/mentors/L&D staff) with more control on quality.
• Support and contribution of higher management and all other stakeholders.
• Implementation of an effective communication plan, processes and QA system and procedure.
Challenges and Change Management (Cultural Change) while Implementing the New Hires Roadmap
A large challenge presented itself when implementing the full roadmap through complete outsourcing or through internal resources. With the management directives, a dedicated team of experts had decided to deliver three segments of the roadmap through internal resources and outsource one segment, which is the Extended Technical Workshop.
It was a great challenge to manage the training and development of the large number of new hires through internal resources. A comprehensive and systematic cultural change campaign was needed to mobilize and convince a large number of Learning and Development (L&D) technical staff to contribute to these projects. With the help of the management, KOC succeeded in identifying and establishing a pool of talents who are categorized as Coach, Mentor and Trainer (L&D). Additionally, KOC has also approached service companies who are currently involved in KOC projects to contribute to this program.
We have now successfully implemented the first and second segment of the roadmap with minor customization. The third segment of the roadmap (MFA) has already been in the implementation process since 2009. The fourth segment of the New Hire’s Roadmap is being implemented internally where a project is set to be completed independently. This will confirm that routine tasks can be carried out independently by the new hires.
Quality Assurance
The assessment and internal certification is an essential part of the program. Many discussions took place with stakeholders and it was agreed by the management that each stage will be assessed and internally certified based on the findings and evidence produced. This provided full confidence to the management for signing career progression, and it also reflects transparency in the system.
An assessment tool kit for each stage has been established and implemented thoroughly. The role of the TPD QA team and group Discipline Experts in the assessment process is very critical because their reports are considered the most reliable.
Summary and Conclusion
For any new initiatives, there will always be resistance. Therefore, a comprehensive feasibility study with strong justification and aligned with the Company strategy was prepared and presented to the management. Additionally, a communication plan was established to take all stakeholders on board for effective implementation.
The other challenge was to identify the adequate resources. A discipline expert council with management support was established for multiple purposes. This was one of the projects we have assigned to the council members for quality assurance and delivery of some of the training sessions. In order to make the program more diverse and effective, service companies were engaged at certain stages of the roadmap. This was a good idea to establish an early link with the service companies, since the new hires will be dealing with them at later stages of their career.
Acknowledgment
We acknowledge the support of KOC’s higher management, group management and all other stakeholders for their efforts and contribution to make this program highly successful.
Below are the main stakeholders:
• Higher Management (CEO & DCEO –D&T- Subsurface TIU HEAD)
• Group management (Managers/Team Leaders)
• CDU members
• DEC members
• Mentors, coaches and administrative staff
• Public Relations Team and Information Team