WIRELINE AUTUMN 2014 ISSUE 29

PROFESSIONAL DEVELOPMENT SKILLS

“Ultimately, employees have overall responsibility for their own personal training and development, however, TEP UK actively encourages development and this is fully supported by managers and human resources (HR). Individuals’ training and development needs are identified through regular discussions with a supervisor, line manager, HR and order for our employees to develop and build on their existing skill set.” “We make employees aware that we are committed to developing their skills and knowledge for future roles within the organisation. We focus on both mandatory safety training requirements as well as individual role-specific training in

Further education, in the form of a University degree or attaining a professional qualification, is actively encouraged at TOTAL E&P UK when it relates to an employee’s current position, or for a future role identified

have an assigned mentor; the company was a finalist for the Oil & Gas UK Award for Mentoring in 2011. Succession planning Succession from within is a key priority for all three businesses and, as a result, they all have dedicated CPD training for future leaders. “At TEP UK, we focus on management development and have various courses available for employees who are currently, or will be in the future, managing a team,” outlines Ashley. “Our Management Development Programme has proven to be a successful

as well as individual role-specific training in order for our employees to develop and build on their existing skill set.” Further education, in the form of a University degree or attaining a professional qualification, is actively encouraged at TEP UK when it relates to an employee’s current position, or for a future role identified. Ashley explains: “We have a number of people currently working towards Chartered status with various professional bodies and also have others working towards MSc degrees. They are provided with various types of support during the completion of these.” For example, those working towards Chartership

metier (professional discipline) representative,” notes Ashley.

“We make employees aware that we are committed to developing their skills and knowledge for future roles within the organisation. We focus on both mandatory safety training requirements

TESTIMONIAL

KEITH NEISH LEAD MECHANICAL ENGINEER, AMEC

Mechanical engineering graduate, Keith, joined AMEC in September 2008 and, on completing the four-year graduate programme, is now half way through the four-year engineering leadership scheme. “This gives the option of developing technical experience or moving towards a management path,” explains Keith. Winner of the Oil & Gas UK Award for Overall Excellence in 2012, he has been identified as a future high flyer in the company and has been enrolled on the company’s Future Leaders programme. “I firmly believe that most development happens on the job,” asserts Keith. “Effective CPD can be built into normal working practices, but I also believe employees have to push their own development. You have to put yourself forward and make the most of your career.” Keith is clear about his path; within five to ten years, he hopes to lead multidiscipline teams. More immediately, the next step is to manage a mechanical engineering team of 40 – a role he hopes to take on before the end of this year and for which he is preparing by working with colleagues that are already managing large teams. He will also undertake further technical management training through AMEC Academy to build his skills base.

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