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How to bridge the skills gap and how to close it

up with training schools, universities, All workers who may disturb
etc. In terms of diversity, it’s about asbestos during their normal
making sure that every company is set
up in a way to accept, encourage, and work should receive training so
drive diversity. That comes down to the they can recognise ACMs and
hiring processes. know what to do if they come
across them. Training should
JS: To my mind, culture and diversity
are inseparable, as they both speak to be tailored to be appropriate
the changing workforce. Diversity really for the work and the roles
is top of mind for the next generation of undertaken by individuals
talent. It matters to them: it reflects the
open, social, collaborative culture they
want to work in. So, you’ll get the right
culture partly through diversity, but to
get diversity you need it to be part of
culture, so that it comes naturally.

HP: On technology, I think it’s also about
recognising that energy is in a tug of war
for top talent with the tech companies,
so by keeping up and using the best tech
in-house themselves, they have a better
chance of bringing those recruits in.

How is the skills shortage affecting long-
term planning and resourcing?
HP: Look at the fact that younger
professionals, although they’re happier
for now, are more concerned than their today’s junior talent, it’s tomorrow’s they’re doing. People want to know that
older colleagues. Maybe that’s because senior talent. It’s the future business what they do makes a difference in the
their workloads are too high. Maybe leadership. If energy companies don’t world. Energy is a huge part of that. If we
it’s because it’s getting progressively get it right and get the best talent today, can market that to the next generation
worse with each generation – either that will have ripple effects at the top of – if we can show them how they can be
way, it doesn’t bode well for long-term organisations in future. change agents and part of innovation
planning and resourcing. that will change the world – that will be
I: Finally, 81 per cent of GETI respondents exciting. People will want to join.
If energy companies don’t under 25 would enter the energy sector HP: It’s great to see such positivity in
if they were starting their careers now.
get it right and get the best How do we market that optimism to the the under 25s, but we have to bear
talent today, that will have next generation? in mind that’s not mirrored in their
ripple effects at the top of JS: That’s a hugely encouraging statistic older counterparts. That says to me
organisations in future and it tells me that, despite all of the that we need to focus on maintaining
very real problems we’ve discussed that strong graduate pipeline, yes, but
today, we’re doing something right that those efforts perhaps haven’t been
JM: It’s also affecting where companies as an industry. It tells me that we’ve replicated for the older generation.
are deciding to go for their next done a good job of offering a long-term, Have we invested enough in them and
projects, and their long-term strategies. stable career for people and they’re in retaining them?
If you’re looking at a big, potentially recognising that. During the downturn, it was difficult
multi-decade project, you want to go That said, I think the area we need to do that. But we’re out of that now,
where the right, most talented people to focus on marketing is the relevancy and we need to focus on retaining
are with the appropriate skills. All aspect. There are a number of really those senior skills and leaders that the
other things being equal, why would good examples of companies changing younger generation can learn from.
you pick the location and project their stories and narratives to resonate Then we need to focus on keeping up
without that skills base? It means, both with their customers and the that pipeline, so we don’t make the same
companies are constrained in a talent coming through. Look at BP, look mistakes of the past and have a swathe
sense, and governments looking for at Statoil’s transformation to Equinor of early retirements really hit the sector.
inward investment should think about – they’re pushing that relevancy story. It’s great to see some positivity for the
whether they can provide the right But we still need to do better around future, but let’s not be complacent.
type of workforce. that collaboration and community-
driven idea that younger people want in The third annual Global Energy
JS: If you’re talking about the long their employers. Talent Index (GETI) report is available
term, then look at those it’s affecting for download. The report looks at the
now. If that young talent is squeezed, JM: Those companies you mention are effects of skills gaps on talent pipelines
and companies are finding it hard to great examples of companies that have within the energy industry.
attract the best people – that’s not just tapped into the meaning behind what Download it at www.getireport.com

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