Trends Impacting Agility in Oil Gas 1 External
- Slides: 8
Trends Impacting Agility in Oil & Gas 1
External Big Drivers Trends Impacting Agility in HR How will HR Respond? AGENDA 2
Access to markets & capital New technologies & energy efficiency measures Operational Efficiency – costs Social License, industry perception Skills gaps & mismatches Regional disparities – demand & supply Expect more from Education – literacy, numeracy, critical skills, career pathways External Drivers 3
Demand-driven Workforce Solutions Strategies to address supply of skilled workers: ü Sourcing Canadian talent supply - areas of high unemployment § On-line Career Fair to attract Canadians into O & G Services ü Utilize under-represented labour supply pools ü Increase use & completion rates of apprentices ü Targeted recruitment of internationally trained workers & temporary foreign workers ü Enhance mobility of transferable skills across industries & Canada Big Trends Impacting Agility in HR 4
Increase Energy Literacy & Career Awareness (especially amongst youth & career influencers) Reputation management & branding: ü Investments in a variety of communications initiatives to address perceptions and improve Energy Literacy ü Economic impact and environmental stewardship are the focus ü Jobs are positioned as an economic benefit ü Timely & relevant Labour Market Information Big Trends Impacting Agility in HR 5
Business Needs more from Education Increased engagement in all levels of education & demand for a more effective & efficient training & education system: ü Expectations on universities to develop skills in-demand & “soft skills” (critical thinking, complex problem-solving, communications & applied knowledge in real settings) ü Career pathways from & within high school (Dual Credit, RAP, school to work transitions & career pathways, links to economy) ü Investments in training programs (core competencies & essential skills) Big Trends Impacting Agility in HR 6
Collaboration to Address Complex Issues Collaboration is the new norm to address complex issues that span jurisdictions ü Overlapping Portfolios: Oil Sands Learning Network; Wood Buffalo Apprenticeship Forum; GOA Industry Contributor Groups; COAA ü Critical mass difficult to achieve – compete for resources & leadership support ü Value-added but may not be agile Big Trends Impacting Agility in HR 7
Accelerate talent match – different, more creative solutions Innovative approaches to mobility Disciplined, standards-driven & focused on operational expenditures (we are a cyclical, commodity business) More collaboration to build skills – independently not making enough progress, partnership models needed Strategic agility in certain spaces – talent supply, productivity, learning & competence-building Coalitions to advocate on policy & regulatory issues How Will HR Respond? 8
