HRODC Postgraduate Training Institute is a Division of HRODC Ltd. Registered in England No V.A.T. Reg. No

Transcription

1 Human_Resource_Management_HRM_In_The_Oil_And_Gas_Industtry_3_DSeismic_4_D_Seismic_Anticline_Christmas_Tree_Oil_Well_Lease_Joint_Ventures_Successful_Effort_Accounting_Employe e_workforce_flexibility_employee_resourcing_recruitment_selection #091 Human Resource Management (HRM) in the Oil and Gas Industry Leading to HRM in Oil and Gas Industry Progressing to a Masters Degree P. 1

2 Human_Resource_Management_HRM_In_The_Oil_And_Gas_Industtry_3_DSeismic_4_D_Seismic_Anticline_Christmas_Tree_Oil_Well_Lease_Joint_Ventures_Successful_Effort_Accounting_Employe e_workforce_flexibility_employee_resourcing_recruitment_selection 122A Bhylls Lane, Wolverhampton, WV3 8DZ, UK Telephone: +44 (0) (0) Mobile: +44 (0) Websites: (1) (2) Linen Hall, Regent Street, London. W1B 5TD, UK Tel: +44 (0) Mobile: +44 (0) Websites: (1) (2) Human Resource Management (HRM) in the Oil and Gas Industry Leading to HRM in the Oil and Gas Industry Progressing to Progressing to HRODC Poossttggrraaduaattee Trraai iningg IInsstti ittuttee -- UKRLP Reeggi issttrraatti ioon with the UK Register of Learning Providers (UKRLP), of the Department for Business, Innovation and Skills (BIS) formerly Department for Innovation, Universities and Skills be Verified at: and Active: Careers Direct Gov: Learning Bank: WM Learning Directory: and other Government Training and Learning Directories. P. 2

3 Human_Resource_Management_HRM_In_The_Oil_And_Gas_Industtry_3_DSeismic_4_D_Seismic_Anticline_Christmas_Tree_Oil_Well_Lease_Joint_Ventures_Successful_Effort_Accounting_Employe e_workforce_flexibility_employee_resourcing_recruitment_selection Forr Whom Thiss Courrssee iss i Deessi igneed:: Executives from the Oil and Gas Industry Senior Managers from Oil and Gas Industry Human Resource Professionals in Oil and Gas Industry Personnel Officers in Oil and Gas Industry Human Resource Personnel from Upstream Oil and gas Operation Human Resource Personnel from Downstream Oil and gas Operation Human Resource Personnel from Midstream Oil and gas Operation General Human Resource Specialists desirous of a career in the oil and gas industry All others with a genuine interest in enhancing the effectiveness of the Human Resource Function within the Oil and Gas Industry. COURSE PRESENTER: Prof. Dr. R. B. Crawford PhD (London), MEd. M. (Bath), Adv. Dip. Ed. (Bristol), PGCIS (TVU), ITC (UWI), MSCOS Member of the Asian Academy of Management - MAAM, Member of the International Society of Gesture Studies - MISGS Member of the Academy of Management - MAOM, LESAN, Visiting Professor Polytechnic University of the Philippines PUP Duration: 6 Days Cost: 3, VAT Per Delegate for UK Delivery 4, VAT Per Delegate for non-uk European Delivery 4, Per Delegate for Non-European Delivery P. 3

4 Human_Resource_Management_HRM_In_The_Oil_And_Gas_Industtry_3_DSeismic_4_D_Seismic_Anticline_Christmas_Tree_Oil_Well_Lease_Joint_Ventures_Successful_Effort_Accounting_Employe e_workforce_flexibility_employee_resourcing_recruitment_selection Cost includes: Continuous refreshments, Hot Lunch, Stationery, Course Guide and Supplement, HRODC Diploma Postgraduate - or HRODC Certificate of Attendance and Participation Location: HRODC Training Centre - Central London UK and International Locations Dates: Schedule attached or at: Schedule - Part 1: Schedule - Part 2: Executive_MBA_Schedule_MBA_Diploma_London_UK.htm Click to book this course: P. 4

5 Prrogrraammee Outtlliinee tthee 6--Daay Humaan Reessourrccee Maanaageemeentt ((HRM)) Courrssee orr Seemiinaarr Human Resource Management (HRM) In The Oil and Gas Industry MODULE TITLE OBJECTIVES CONTENTS DURATION 1. Understanding Oil and Gas Operation Oil and Gas Conceptual and Contextual Exploration: 3-D Seismic 4-D Seismic Abstract of title Acidizing a well AFE (Authorization For Expenditure) Annular space Annulus of a well Anticline API gravity Associate gas Barrel Standard Basement rock BCF (billion cubic feet) Behind pipe 1 Days P. 5

6 MODULE TITLE OBJECTIVES CONTENTS DURATION Biomass Bleeding core Blind pool Casinghead gasoline Cavings Rock Cement Cement squeeze Choke Christmas tree CO2 injection Coal gasification Coal liquefaction Cogeneration Commissions Common carrier Completed well Condensate Confirmation well P. 6

7 MODULE TITLE OBJECTIVES CONTENTS DURATION Connate water Conventional energy sources Conveyance or Conveyancing Core Cracking Crude oil Crude oil equivalent Cuttings Down hole Downstream Drill bit Drill string Drilling Drilling break Drilling fund Drilling mud Drilling platform Drilling rig P. 7

8 MODULE TITLE OBJECTIVES CONTENTS DURATION Drill stem test Dry hole Dry natural gas Dual completion OCS (outer continental shelf) Octane Octane number Offering memorandum Offset well Offshore platform Oil column Oil gravity Oil in place Oil pool Oil rig Oil run Oil shale Oilfield services P. 8

9 MODULE TITLE OBJECTIVES CONTENTS DURATION On the pump Sedimentary basin Sedimentary rock Seismic exploration Seismograph. Selling Expenses Separator Service well Set casing Severance Severance tax Shale Shale oil Shale shaker Wet gas Whip stock Wildcat Wildcatter P. 9

10 MODULE TITLE OBJECTIVES CONTENTS DURATION Working interest Work over Work over rig Write-off Zone Zone isolation Introducing the Oil Subsectors: Horizontal, Vertical and Full Integration activities, including: Exploring for oil and gas Developing fields Producing oil and gas Mining oil sands Extracting bitumen Liquefying gas by cooling (LNG) Regasifying LNG Converting gas to liquid products (GTL) P. 10

11 MODULE TITLE OBJECTIVES CONTENTS DURATION Generating wind energy Downstream activities including: Refining oil into fuels and lubricants Producing petrochemicals Developing bio fuels Trading Retail sales Managing CO2 emissions Supply and distribution Business-to-business sales Other factors relevant to Oil and Gas Production, incorporating: Oil Well Lease Long-term explicit contracts Franchise agreements Joint ventures P. 11

12 MODULE TITLE OBJECTIVES CONTENTS DURATION Co-location of facilities Implicit contracts (relying on firms reputation Geological Research and Oil Exploration Drilling or Mining Basic Drilling Operation Natural vs. Artificial Lifts in Oil and Gas Production Coalbed methane drilling technology Principles of Gas Processing Oil Well Drilling Spudding Oil and Gas Wells Oil and Gas Rig Operation Offshore Oil Rig Operation Successful Effort Accounting Horizontal Drilling Marketing Oil and Gas Oil and Gas Production Separator Principles Oil -Water Separator Offshore P. 12

13 MODULE TITLE OBJECTIVES CONTENTS DURATION Oil Separator Principles of Amine Sweetening Production Separator Principles Glycol Dehydration Principles Emulsions and Vertical Heater Treater Principles 2. Human Resource and By the conclusion of the established learning The Development Of HRM. Personnel and HRM: 1 Day Personnel Management activities, delegate will be able to: A Distinction between personnel Management Demonstrate understanding of distinction and HRM. between personnel management and The advent of welfare management. human resource management. within the The role of Row tree in industrial welfare oil and gas industry development. Indicate the significant aspects in Welfare workers and recruitment and selection. development of human resource The development of professional personnel and management and personnel management human resource management. within the oil and gas industry. Concerns of personnel management within the oil Demonstrate an appreciation of important and gas industry: P. 13

14 of welfare in the development of Recruitment and Selection within the oil and gas personnel management and human industry: An Introduction resource management within the oil and Workers Welfare and Benefits within the oil and gas industry. gas industry. Relate the part played by Cadburys Industrial Relations within the oil and gas Rowntree in the development of industry. personnel management and human Staff Appraisal within the oil and gas industry. resource management. Impact of Human Resource Management on Oil Manage the strategic role of HRM within and Gas Operation the oil and gas industry. Appraising workers in offshore operation Illustrate the difference between the Hard Appraising workers in dangerous operations approach to HRM and Soft approach to The place of critical incidents in appraisal of oil HRM, focusing on the oil and gas sector. and gas field workers Supporting managers and supervisors in establishing and managing appraisal schemes, in volatile environments Difference between Tacit and Explicit Knowledge Training The strategic significance of human resource P. 14

15 management within the oil and gas industry. HRM Value Chain in Oil and Gas Sector Concerns of human resource management within the oil and gas industry: Recruitment Selection Motivation Human Resource Planning within the oil and gas industry. Workforce Management Strategy within the oil and gas industry. E.g. Workforce Flexibility Flexible Working Strategy 3. Human Resource Planning By the conclusion of the established learning activities, delegate will be able to: Suggest the importance of human resource planning in organisation The rationale for human resource planning (HRP) within the oil and gas industry. The link between HRP and corporate planning within the oil and gas industry. The investigation and forecasting processes- 0.5 Day P. 15

16 management within the oil and gas understanding contextual influences within oil industry. and gas context Illustrate the significance of effective Designing, implementing and reviewing the human resource within the oil and effectiveness of HRP in an oil and gas setting. gas industry. Planning for the future in Oil and Gas Industry Determine the links between corporate planning and human resource planning within the oil and gas industry Indicate how human resource planning can support business systems within the oil and gas industry. Determine when there is a need to review an organization human resource plans within the oil and gas industry Determine the factors influencing human resource planning. P. 16

17 4. The Strategic Significance By the conclusion of the established The role of employee resourcing in contributing of Employee Resourcing & learning activities, delegate will be able to corporate strategies and goals within the oil 1 Day Approaches to Employee to: and gas industry Resourcing Demonstrate their understanding of The role of internal and stakeholders in the the importance of employee employee resourcing process within the oil and Resourcing in an oil and gas gas industry organisational context Managing the potentially conflicting concerns of Demonstrate their understanding of stakeholders in employee resourcing within the the different employee resourcing oil and gas industry strategy that might be employed Dealing with stakeholders values and within the oil and gas industry expectations within the oil and gas industry Demonstrate their understanding of Traditional approaches to employee resourcing the benefits and drawbacks of within the oil and gas industry individual employee Resourcing Emergent and contingency approaches to strategy, with specific reference to employee resourcing within the oil and gas the oil and gas industry industry Draw a parallel between material and The role of employee resourcing in business and facilities Resourcing and people subsystem strategy P. 17

18 Resourcing, from the standpoint of The role of employee resourcing in the organisational effectiveness within development of organisational strategy within the the oil and gas industry oil and gas industry Defend the strategic importance of Organisational strategy and employee resourcing employee Resourcing within the oil strategy compatibility within the oil and gas and gas industry industry Link employee Resourcing with Employee Resourcing Strategy business and organisational Employee retention in the Oil and Gas Industry development within the oil and gas Determining Training Needs within the Oil and industry Gas Industry Devise an effective employee Resourcing strategy 5. Employee Flexibility and By the conclusion of the established Alternative patterns of work and the increase in the Workforce Flexibility learning activities, delegate will be able non-standard contracts: 0.5 Day to: The different forms of worker flexibility within Demonstrate understanding of the oil and gas industry different type and levels of Elements of Workforce Flexibility organisational flexibility, from an Numerical Flexibility P. 18

19 Industrial Relation or Employee Functional Flexibility within the oil and gas Relations prospective within the oil industry and gas industry. Temporal Flexibility within the oil and gas Suggest what Numerical Flexibility industry means within the oil and gas industry Financial Flexibility within the oil and gas Indicate the benefits of functional industry flexibility of workers and managers Geographical Flexibility within the oil and gas within the oil and gas industry industry Indicate the relationship between Hard and Soft HRM within the oil and gas Temporal Flexibility and Financial industry Flexibility within the oil and gas The flexibility debate within the oil and gas industry. industry: Decide what workers or managers are The concept of the flexible firm within the oil likely to gain from Geographical and gas industry Flexibility within the oil and gas The strategic use of flexible workers within the industry. oil and gas industry Flexibility strategies for economic development within the oil and gas industry P. 19

20 6. Human Resource and Assessing the nature and causes of performance Performance Management problems: Performance Management in Oil and Gas 1 Day Operation Managing poor performance within the oil and gas industry Managing absence within the oil and gas industry Dealing with harassment within the oil and gas industry The effective management of retirement, redundancy, dismissal and voluntary turnover within the oil and gas industry. Evaluating the mechanisms available for preventing or alleviating poor performance within the oil and gas industry. 7. Employee Resourcing: By the conclusion of the specific learning & Staff turnover and negative and positive impact 0.5 Recruitment and Selection: development activities, delegates will be on the organisation; A Strategic Standpoint able to: Levels of Individual Commitment of potential P. 20

21 Exhibit an understanding of the desirability and new recruits. of a limited turnover of staff. Moral Commitment. Demonstrate their ability to determine the Remunerative Commitment. type of commitment that motivates Calculative Commitment. particular individuals to join an Recruitment and Selection as a Resourcing organisation. activity. Have designed ways of stabilizing staff Training, Education, Development as facilities turnover/high turnover. for new recruits. Be aware of how personnel demand forecast The importance of Human resource Forecasts. (PDF) is conducted. Methods of forecasting human Resource needs Demonstrate their ability to conduct a of the Organisation. human resource audit. Strategic Operational Review (SOR) as Be aware of the non-conventional selection prerequisite for Human resource forecasting. methods. The legal bases of Recruitment and Selection. Be able to conduct periodic and exit Importance of Human Resource Audit. interviews. Conducting Human Resource Audit. Demonstrate their ability to conduct job Periodic and Exit Interviews. analysis. Systematic Recruitment and Selection Process. Be able to design job description and Conducting Job Analysis. P. 21

22 personnel specification for particular roles. Designing Job Description. Be able to weight a candidate assessment Designing Personnel Specification. form, on the basis of job description and Market Targeting. personnel specification. Designing and placing Advertisement. Be able to use candidate assessment form in Weighting and Using Candidate Assessment short listing and Interviews. Form (CAF). Be able to conduct individual and panel Conducting Interviews. interviews. Non-conventional Personnel Selection. Be capable of arriving at objective decisions The value of Staff Induction. in personnel Selection. Organising an induction programme. Be able to analyse education, training and Running an induction Programme. development programmes. Short-listing candidates. Be able to design an effective induction Conducting Interviews. package. The value of and problems of e-recruitment. Demonstrate an understanding of the legal The different types and levels of e-recruitment. bases of Employee Resourcing. Conducting periodic interviews. Relate specific recruitment, selection, Conducting exit interviews. retention and exit issues to UK and Job design and the law. European legislation. P. 22

23 8. Talent Management and Intellectual Capital within the Oil and Gas Industry Cite Specific legislation and related cases relevant particular job design issues. Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees. Demonstrate their ability to lead a recruitment and Selection team. Be able to manage recruitment and selection within a Resourcing context. Talent Management in Oil and Gas, as an Expert Sector Creating Most Desirable Employer Status in Oil and Gas Operation Training and development Strategy in Oil and Gas Industry Knowledge Management in Oil and Gas Industry Protecting Intellectual Property in the Oil and 0.5 P. 23

24 Gas Industry Industrial Espionage in the Oil and Gas Industry Managing Knowledge Transfer in Oil and Gas Industry Understanding and Managing Expatriate Workforce Creating a learning Organisation within the Oil and Gas Industry Synthesizing Knowledge in the Oil and Gas Industry Enhancing worker motivation for continued moral commitment to the organisation Technological Knowledge Transfer in Oil and Gas Industry Employee development in the Oil and Gas Industry P. 24

25 Human_Resource_Management_HRM_In_The_Oil_And_Gas_Industtry_3_DSeismic_4_D_Seismic_Anticline_Christmas_Tree_Oil_Well_Lease_Joint_Ventures_Successful_Effort_Accounting_Employee_ Workforce_Flexibility_Employee_Resourcing_Recruitment_Selection Modeess off Sttudy fforr Possttgrraduattee Diiplloma Courrsseess There are three delivery formats for Postgraduate Diploma Courses, as follows: 1. Intensive Full-time Mode (3 months) 2. Full-time Mode (6 month) 3. Video-Enhanced On-Line Mode Whichever study mode is selected, the aggregate of 360 hours direct lecturer contact must be achieved. Cumullattiivee Possttgrraduattee Diiplloma Courrsseess All short courses can accumulate to the required number of hours, for the Postgraduate Diploma, over a six-year period from the first registration. In this regard, it is important to note that short courses vary in length, the minimum being 5 days (Diploma Postgraduate) equivalent to 30 hours. A six-day course (Diploma Postgraduate) is, therefore, equivalent to 36 hours direct lecturer contact. For those delegates choosing the accumulative route, it is advisable that at least two courses per year be taken. Twelve short courses or the equivalent of 360 hours of lectures are, therefore, required for the Award of Postgraduate Diploma. This type of Postgraduate Diploma might include both General and Specialist groupings. P. 25

26 Human_Resource_Management_HRM_In_The_Oil_And_Gas_Industtry_3_DSeismic_4_D_Seismic_Anticline_Christmas_Tree_Oil_Well_Lease_Joint_Ventures_Successful_Effort_Accounting_Employee_ Workforce_Flexibility_Employee_Resourcing_Recruitment_Selection Prrogrreessssiion tto Possttgrraduattee Deegrreeee MA,, MBA,, MScc 1. On the successful completion of the Postgraduate Diploma, delegates may register for the Masters Degree; 2. The Delegates Degree Registration Category will be dictated by the courses or modules studied at Postgraduate Diploma Level. The categories relate to Master of Business Administration (MBA); Master of Arts (MA) Master of Science (MSc); Executive Master of Business Administration (Executive MBA). 3. Delegates progression to the Masters Degree Dissertation will be confirmed on their successful completion of Course #7: Research Project: Design, Conduct & Report. Course Admission and Registration: As an Award-bearing Postgraduate Course, it is essential that we assess the aptitude of our potential participants. We, would, therefore appreciate if you might complete our standard Postgraduate Application Form, which is available on request (please see our contact details above), or downloadable from: Seminar_Schedule.htm If your previous qualifications and experience are in line with our admission criteria, you will be sent an official notification of your admission to the course or courses for which you have applied, along with a Performa invoice, for the payment of the relevant fees. You will then be duly registered for the course/s as soon as we have received your payment. P. 26

27 Human_Resource_Management_HRM_In_The_Oil_And_Gas_Industtry_3_DSeismic_4_D_Seismic_Anticline_Christmas_Tree_Oil_Well_Lease_Joint_Ventures_Successful_Effort_Accounting_Employee_ Workforce_Flexibility_Employee_Resourcing_Recruitment_Selection Terms and Conditions HRODC Policy Terms and Conditions are Available for viewing at: Or Downloaded, at: Seminar_Schedule.htm The submission of our application form or otherwise registration is an attestation of the candidate s subscription to our Policy Terms and Conditions, which are legally binding. P. 27