On May 28^th, I joined HR professional from around the country as they sounded off and shared best practices about how to recruit and retain the pipeline of qualified talent necessary to push the industry forward.  The conference, sponsored by American Conference Institute, helped reiterate that, as an industry, our task is rather daunting.

Or is it? 

Heated discussions abounded as we tried to make sense of the overall personally shortage issue.  Michael Lamb of the Hay Group ® facilitated a discussion that framed this situation and called for an understanding among varied generations.  Yes, there is a shortage, and yes there are differences among generations.  The conversation was fantastic.

Mr. Lamb presented a study that detailed cross generational drivers.  I was interested to know, as a Gen Xer, that I should be more focused on benefits and growth.  I am probably also a bit cynical. I wasn’t surprised to learn that my peers valued empowerment and autonomy.  Certainly number one on my list.

We talked about helicopter parenting.  I wasn’t familiar with the term, but knew all too well how the concept could wreck havoc on the workplace.  On VP of Human Resources relayed a story about a parent calling to discuss his child’s job application while another mused about this group’s nearly non-existent concept of failure. Confidence, resourcefulness and an ability to clearly express abstract thoughts were hammered as both short fallings and nuanced accomplishments for the Gen Y millennial.  

“They do want opportunity and immediate gratification, but the key,” noted a senior HR professional, “involves ensuring that expectations are managed. “

“Certainly, there is opportunity for this new group.  They won’t become managers in 2 years, but perhaps, because of the talent climate, they will be able to advance in 5 years instead of ten.”  

Throughout the E&P realm, we hear about the tough discoveries.  We know that the “easy oil” is over.  I shuttered to think about breeding mediocrity because of a race to place bodies on rigs.  

“That fear is justified.  People in the business know what they, as individuals, are worth.  Some of them even have agents!” noted a Director of HR for a drilling contractor company. 

Can someone in the oilfield get fired?

“Absolutely.  There is attrition and people leave. The key is in culture.  A level of excellence must permeate everything.  The challenge isn’t just finding people.  It is finding the RIGHT people for extremely difficult work that can be taxing on life balance; rewarding them and keeping them.”

In a shortage environment, this isn’t easy.  Entergy’s Director of HR and Succession Planning shared a very progressive plan to manage the talent pipeline.  More carrots, less sticks, well documented expectations and motivators, along with a culture focused on a consistent process enables the company to retain excellent talent at all professional levels and cross-pollinate the organization. 

The takeaways:

1.       Set realistic expectations for growth and ensure that they are flawlessly communicated

2.       Understand that generational differences in terms of motivation are real and should be managed.

3.       Create a culture of transparency and reward for strong work and the cream will rise to the top.

4.       Don’t settle for mediocrity just because there is a people shortage.  In our industry, it is dangerous and unacceptable.

5.       Contribute to the industry and help solve the problem by reaching out to the Universities that are training our next generation of leaders.