1. BE PREPARED FOR RENEWED
GROWTH; DEVELOP YOUR
SUSTAINABLE TALENT POOL
The current economic landscape poses a number of challenges
for our industry across 2015. Businesses, large and small, will
be making efforts to manage operating costs due to heightened
pressure to execute business strategy and to meet goals.
It should not be surprising, therefore, that people have the
greatest impact on executing business strategy. A significant
driver of that success is getting the ‘people part’ right. No matter
the economic outlook, businesses must continue to invest in their
talent to maximise performance for today, whilst positioning
them to be ready for when the industry intensifies again.
Workforce numbers are already being affected, but we cannot
afford to overlook the fact that the industry continues to struggle
for skills essential to energy security and economic stability.
International competition for technical talent, a retiring skilled
workforce (the big crew change) and a reducing pool of entry level
technical talent all leave companies competing for good people.
Larger organisations typically have the privilege of dedicated
resource to support initiatives and programmes to attract
and develop valuable technical talent, combined with good
remuneration packages and resources, whilst small and medium
sized organisations can end up struggling on their own.
Successful skills conversion and transferable skills programmes
can be a big part of the talent jigsaw puzzle for these firms.
A movement already exists in transferrable skills. Further release
of armed forces personnel in 2015 could top up a depleted talent
pool. This can equally apply across other industries, for example,
automotive, mining and telecommunications.
If you are looking to bring on new talent this is certainly an
avenue worth exploring. These resource pools do not just slot
into the industry, however, a measure of transition is necessary.
Transferable skills and skills conversion is key to migrating these
talent pools across to the energy industry with maximum success.
After ten years working and developing skills based learning and
mentoring programmes, I launched The Talent Practice to help
SMEs in the energy industry to develop learning solutions,
initiatives and projects to attract and keep their technical talent.
These services include conversion programmes, skills audits,
transferrable skills analysis and talent development initiatives.
We know that even in the current climate, the industry continues
to lack key skills required. The sensible approach is to invest now
to transition a capable resource pool, building knowledge and
expertise to promote future growth and success.
As a business reliant on technical capability, this is the
opportunity to review your current people practices. Even if you
are constrained by current economic forces, you still need to ask,
“Are our people parts right?”, “Do they complement and enhance
our business objectives?”, “Do our people have the right skills,
knowledge and attitudes for the challenges ahead?”.
The Talent Practice works with individuals, teams and
organisations to identify skills gaps and implement learning
solutions to close these gaps. Whether a small tweak to existing
practices or a bespoke development programme, we can tailor
solutions to your business and help you achieve the performance
levels for which you are striving.
By Lucie Ross, director, The Talent Practice
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TRAINING
AND DEVELOPMENT
Lucie Ross
