staffing market in oil and gas companies report pdf

Staffing Market In Oil And Gas Companies Report Pdf

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The U. Based on a comprehensive analysis of employer data collected in the fourth quarter of , the USEER finds that the Traditional Energy and Energy Efficiency sectors in employed approximately 6.

Traditionally, oil and gas workershave enjoyed impressive salaries, but in the last few years, this has ultimately depended on oil prices. The global pandemic has also created an obstacle in terms of salary increases. This is good news for employment in oil and gas, despite the issues brought by the pandemic in

2017 U.S. Energy and Employment Report

Transformation and people will define the future of work. This talent tapped into new offshore and unconventional reservoirs, developed an integrated transportation network, and fueled the downstream renaissance in the United States.

Go straight to smart. Get the Deloitte Insights app. Then came the shale boom a decade ago and the industry ramped up its hiring. The employment situation took a turn for the worse due to COVID-led slowdown of the economy and the resulting oil price crash, leading to the fastest layoffs in the industry—about , workers were laid off between March and August , apart from widespread furloughs and pay cuts.

Although attracting new talent may not be an immediate priority—and understandably so given the slowdown in production and the pressure to reduce costs—retaining top employees and tackling the challenge of an aging workforce median age of above 44 years are of utmost concern for the industry.

Employment cyclicality and downturn are also having a knock-on effect on a few fast-growing specialty chemicals businesses that compete with relatively stable businesses such as pharmaceuticals in sourcing talent in the growing material informatics and advanced materials sciences space.

Some might argue that this is what cyclicality looks like, and the industry and employment will both pick up as oil prices recover. We, however, take a different view. The cost of waiting the downturn out or playing for cyclical upswings in oil prices could be very high for the industry. How are the work, workforce, and workplace undergoing a change in the industry? A monthly correlation of oil prices and employment, for example, reveals that a dollar movement in oil prices affected 3, exploration and production and OFS jobs vs.

Worryingly, the rate of recovery in employment will likely be slower over the next 15—18 months. Work: COVID is challenging the way work is done in the industry, including tracking of new manufacturing tasks and regulations such as Occupational Safety and Health Administration recordables, bloodborne pathogen training, and new personal protective equipment requirements and moving of roles, schedules, inspections, and practices from human-operated fields to digitally powered remote operations centers.

The pandemic has also set forth new constraints in the operating work models of midstream, refining, and chemical companies. The wave of production shut-ins and rising bankruptcies of shale operators is prompting producers to exit pipeline contracts and avoid minimum volumetric commitments, leaving a large debt-funded asset base of midstream companies underutilized.

Similarly, a steep fall in the US shale production has significantly reduced the feedstock advantage of US refining and chemical companies. This is hampering their expansion of secondary processing units and the retail portfolio and making them highly vulnerable to large upcoming capacity in the Middle East and Asia-Pacific.

This poses a fundamental question: How can the industry avoid a talent gap and stop an organizational challenge from becoming a precarious business problem?

With a majority of workforce off-field, mitigating risks including regulatory compliance and cyber and ensuring continuity of key tasks become challenging. Similarly, operating from a So, is the industry ready to provide a secure remote working environment and open to flexible workplace and timing? Are there any bright spots then?

There are, in fact, four bright spots in particular—we call them levers of transformation for the industry and its workforce. Disruption and technology have a record of creating jobs, not destroying them; along the way, they transform the entire way of working for an organization. Companies and employees that look at the crisis through the lens of innovation and technology will likely be better prepared than others to take on new opportunities.

They may seem a heavy lift at the start, as all initiatives to change an organization or its culture seem initially. Once the management engages with the transformation and empowers its employees to drive and shape the transformation, the pathway to transformation likely becomes embraced by the vast majority of employees. Our research suggests the latter and strongly so. The consequences of the pandemic have reinforced the call for long-term decarbonization and a solid energy transition.

While the industry has always prioritized the health and safety of its workers, now companies are focusing on other expectations as well, including improved land and water management. Although most companies have electrified their operations and continue to advance energy efficiency, reducing leaks and routine flaring are still a big unfinished task for many, especially those in upstream and midstream sub-sectors.

The prize is big. Creating a new blueprint with a portfolio of low-carbon products and services is the need of the hour as it can provide much-needed stability to the existing business.

Although integrated oil companies primarily European have started taking the lead in investing in renewables or making natural gas a transition fuel, a sizable opportunity lies in centralizing emission sources and deploying carbon capture, utilization, and storage solutions. The final milestone of winning the future creating and leading the clean-energy system is reducing emissions at end-use sectors and influencing paths to net-zero of the broader community.

Advanced digital solutions including data analytics, cloud computing, robotics, automation, predictive maintenance, and machine learning have played a key role in bringing higher efficiency and productivity to the traditionally complex operations of the industry. The power of digital transformation lies in a structured road map that extends structural changes from an individual asset level to the entire organization and creates a platform for innovation and collaboration.

The human-machine collaboration model is one such road map—a journey of 10 milestones, where the leap from one stage to another marks the accomplishment of a specific business objective puts operations and now people at the center stage of this road map figure 6.

The journey begins with mechanizing operations using hydraulic, pneumatic, or electric control systems and progresses from the physical to the digital realm by sensorizing equipment and transmitting data to a unified network. Although sectors such as petroleum refining and chemicals have established and intelligent process controls, a lot has yet to be digitized in geographically dispersed sectors like mid-stream.

The next leg of the journey brings together the data from on-field physical assets to off-field remote centers for real-time surveillance and optimization. By analyzing and augmenting the data using advanced-analytics libraries and machine learning, companies can detect anomalies, intimate predictive maintenance alerts, overcome new challenges in inspection and maintenance activities, and reengineer the interplay of offshore and onshore teams.

Though virtual and remote projects were being implemented well before , the pandemic has accelerated the urgency to mitigate health, safety, and environment exposure for both off- and on-field employees without disrupting operations. Employing cloud platforms to help experts working from home analyze and visualize operations, leveraging edge analytics to analyze the data at the place of data creation itself, and providing augmented wearables for the onsite workforce have become the bare minimums now, and will likely become a permanent fixture in the postpandemic world.

Woodside Energy, in collaboration with an oilfield service major, is leveraging a cloud platform to provide real-time field data to its specialists working remotely. The final stage requires remote to cognitive transformation, which starts from educating the workforce through digital learning, training supply chain partners, and experimenting with an agile scrum team model.

The last leg of journey involves bolstering the cognitive journey through streamlined remote operating centers run by a distributed workforce and, finally, virtualizing the entire business model through technology-enabled, human-driven decision-making using the technology-as-a-service model.

Job postings are dishearteningly similar irrespective of the location or the skill set. Although there is a minor trend toward hiring more graduates, the drop in the demand for specialists is a worrying sign as retirements cause accumulative loss of knowledge. Attaining the right balance between new and tenured workforce was never more challenging than today. Renewing the focus on the workforce lies at the very center of the talent puzzle, and the time has perhaps come to revisit the traditional talent life cycle.

The industry needs to initiate change right from a prehiring stage as its employment cyclicity and rising environmental concerns may be deterring millennials. BASF, for example, is deploying social media campaigns focused on sustainability and digital ways of working for its younger workforce and is inviting women students to its campuses to network with women executives and leaders.

This includes, but is not restricted to, building career paths for new roles, such as agile coaches, data scientists, emissions officers, or user-experience designers, to attract young talent. Until organizations themselves undergo a fundamental change, including building a cohesion culture where employees have a sense of belonging and pride, their talent-acquisition landscape will not change.

To avoid, or at least delay, career stagnation among employees, companies should develop the existing workforce. And such labs are increasingly becoming the norm. Progressing into the maturity phase of the career, employees typically battle with excessive specialization or role-based silos, and companies building skill-interoperability would make a smoother transition toward agility.

Companies can devise unique programs with a broader objective to grow the existing workforce so that they can add value to future business plans. The final challenge is how to engage and retain a tenured workforce. How can companies leverage older workers to reinforce a strong sense of belonging in the younger generation by initiating experiential programs? Unlocking the strength of a transformed workforce could not only bring back the best talent, but also trigger the much-needed change to the existing working models of the industry.

Operational agility is driven by its four levers portfolio, assets, processes, and commercial. During this period, the industry captured significant efficiencies—whether it is refining and chemical firms building asset and feedstock flexibility, upstream companies streamlining, midstream companies expanding their shale portfolio, OFS firms exploring new contractual terms to support upstream customers, or the general adoption of operational and digital technologies across the value chain.

But efficiencies seem to be plateauing with suppliers having limited room to reduce costs further. Simply put, organizational agility is the way forward.

It can be achieved in four steps figure 9. Redraft the future ways of working for the entire organization: Instead of developing a piecemeal digital and automation road map for a business unit, organizations need to redraft the operational vision and ascertain the future ways of working for the entire organization. For baseload capacity, probably yes.

But for task-based, on-demand, or transactional roles, leading organizations should consider exploiting new and off-balance sheet resource models that lower fixed cost and minimize business disruption. Furthermore, the open energy system can be expanded to change customer interactions. Expecting blanket transformation across the industry or even an organization is unwise. But piecemeal transformation and solutions tweaking the existing processes and throwing in a few cyclical solutions could yield suboptimal results in the post-COVID environment.

Can this happen? Why not? The industry has transformed itself in the past and it will do it again in the next decade. We take a positive view after hearing the plans of a few organizations in their 2Q20 results. Like organizations, employees, too, have to do their bit by upskilling themselves for the future. Which skills can help employees lead the change for their organizations? What can separated employees do to become more employable in the marketplace?

A right mix of the professional, technical, and IT skills and capabilities can re-equip the workforce of today to do the work of tomorrow. However, organizations that see the coming decade as an opportunity for transformation will likely not just outlive this compression but may even lead the industry into the future of work. But for that, fundamental changes will be needed across each element of the income statement and balance sheet—from traditional on-balance sheet budgeted expenses to off-balance sheet outsourcing, and even shifting to pay-as-you-go models.

The ultimate expectation is to move from a traditional oil, gas, chemical business model to a solution-driven, customer-centric energy company. That mandate must come from the top. Implementing a new strategy would mean extensive changes in the very foundation of the business. On the way to transforming the organization, the leaders will have to constantly probe their plans and course correct to deliver added value.

They have to continually assess hard or even unfavorable business decisions. Such continual self-assessment will go a long way in generating a resilient company.

View in article. Karen D. Deloitte analysis based on data accessed from Burning Glass database. IEA, The oil and gas industry in energy transitions , January Stanley Porter, Oil, gas, and the energy transition: How the oil and gas industry can prepare for a lower-carbon future , Deloitte Insights, August 13, IEA, The oil and gas industry in energy transitions. Erica Volini et al. Deloitte analysis of US upstream companies.

Staffing and recruiting industry market size in the U.S. 2012-2019

Shale Daily. An analysis of the top 50 oilfield services OFS operators by Rystad Energy found staffing would decline and anticipated revenue per employee also heading south. The analysis tracked the permanent employee count of the OFS operators, including reported permanent employees at year-end. OFS operators large and small, from Schlumberger Ltd. The U. Lower 48 drillers and pressure pumpers were seen bearing the brunt of the downturn. Houston-based Seadrill Americas Inc.

Petroleum industry

For Peak brand motor oil, see Peak automotive products. Peak oil is the year when the maximum rate of extraction of petroleum is reached, after which it is expected to enter terminal decline. The concept of peak oil is often credited to geologist M. King Hubbert whose paper first presented a formal theory.

Employment in the oil and gas industry dropped in and after several years of strong growth. It is challenging to estimate precisely the number of people employed in the sector, because it is complicated to separate deliveries of petroleum-related goods and services and deliveries to other industries. Furthermore, it is even more complicated to estimate indirect employment, in other words employment generated in other parts of the economy by demand from the petroleum industry. Various definitions and methods give different estimates of the total number of people employed in the oil and gas industry.

This review demonstrates the stalled progress and limited efficacy of current practices and suggests that new approaches must be undertaken if we are to move the needle on equal opportunity in employment. The last three sections of the report make recommendations as to what those new approaches might be. Latino voters are critical to electoral outcomes in four battleground states: Arizona, Florida, Nevada, and Texas.

OFS Job Market Outlook Appears Grim, Particularly for North American Onshore Opportunities

Transformation and people will define the future of work. This talent tapped into new offshore and unconventional reservoirs, developed an integrated transportation network, and fueled the downstream renaissance in the United States. Go straight to smart. Get the Deloitte Insights app. Then came the shale boom a decade ago and the industry ramped up its hiring. The employment situation took a turn for the worse due to COVID-led slowdown of the economy and the resulting oil price crash, leading to the fastest layoffs in the industry—about , workers were laid off between March and August , apart from widespread furloughs and pay cuts.

Traditionally, oil and gas workershave enjoyed impressive salaries, but in the last few years, this has ultimately depended on oil prices. The global pandemic has also created an obstacle in terms of salary increases. This is good news for employment in oil and gas, despite the issues brought by the pandemic in The oil and gas industry is known for being globally mobile, with professionals in the industry used to moving to different areas to work on projects all over the world. This could be in part down to the COVID pandemic, which has brought with it a lot of uncertainty around both the economy and international travel. This reiterates the importance for companies to have clear progression programmes in place for employees who want to advance in their careers. The global pandemic has caused many businesses across the world to adapt to new ways of working in order to adhere to social distancing and COVID-compliant guidelines.

Business Process Outsourcing can be aptly described as the process of forging a contractual relationship with external supplier for the provision of capacity that has been previously undertaken within an organization. In the global oil and gas industry, Business Process Outsourcing BPO has emerged in contemporary times as a potent tool in their operational mix. This is particularly hinged on the imperatives to find a delicate balance between rising global demand, diminishing reserves in some of the world's major oil fields, while managing distribution and operating costs. Apart from cost-cutting, other benefits associated with BPO include a stronger focus on core competencies; improved regulatory conformity and compliance; as well as access to a larger talent pool and novel technologies.

Traditionally, oil and gas workershave enjoyed impressive salaries, but in the last few years, this has ultimately depended on oil prices. The global pandemic has also created an obstacle in terms of salary increases. This is good news for employment in oil and gas, despite the issues brought by the pandemic in

Business Process Outsourcing can be aptly described as the process of forging a contractual relationship with external supplier for the provision of capacity that has been previously undertaken within an organization. In the global oil and gas industry, Business Process Outsourcing BPO has emerged in contemporary times as a potent tool in their operational mix. This is particularly hinged on the imperatives to find a delicate balance between rising global demand, diminishing reserves in some of the world's major oil fields, while managing distribution and operating costs. Apart from cost-cutting, other benefits associated with BPO include a stronger focus on core competencies; improved regulatory conformity and compliance; as well as access to a larger talent pool and novel technologies.

Recruiting strategies for Oil and Gas Corporations

Health and benefits. Workforce and careers.

The petroleum industry , also known as the oil industry or the oil patch , includes the global processes of exploration , extraction , refining , transporting often by oil tankers and pipelines , and marketing of petroleum products. The largest volume products of the industry are fuel oil and gasoline petrol. Petroleum is also the raw material for many chemical products , including pharmaceuticals , solvents , fertilizers , pesticides , synthetic fragrances, and plastics. The extreme monetary value of oil and its products has led to it being known as "black gold".

2021 Global Talent Trends Study

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SIA bases the list on staffing revenue, which is calculated from temporary staffing, direct hire, retained search and temp-to-perm conversion fees. The Planet Group specializes in contract staffing, contract-to-hire and direct hire in several high-growth areas, including:. Necessary cookies are absolutely essential for the website to function properly.

To download your copy of the May Report, click here. The Key Findings: The Canadian economy is expected to grow a modest 1. However, in , growth in British Columbia, Ontario, and Quebec is projected to be a relatively healthy 2.

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4 Comments

  1. Esperanza D.

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    13.04.2021 at 23:23 Reply
  2. Rachel W.

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    17.04.2021 at 19:26 Reply
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