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A few of the of the
participants
Why and how we went about this
research
• We wanted to understand the key resourcing challenges facing the
Aberdeen Oil & Gas community
• To identify essential learnings and suggest recommendations moving
forward
• In consultation with some senior HR people, a framework of
questions were created across four broad subject areas
• An offline questionnaire was compiled with the aim of adding
maximum value through the insights it would uncover
• The questionnaire was delivered over the phone to resourcing
professionals within the Aberdeen Oil & Gas sector
• This is the first look at those insights and their potential implications
Recruiting talented candidates has become
more challenging over the last 12 months
0% 10% 20% 30% 40% 50% 60% 70%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
The recruitment of talented individuals will
become more challenging over the next 12
months
0% 10% 20% 30% 40% 50% 60% 70%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
By what sort of % do you expect the recruitment market
to become more competitive over the next 12 months?
0% 10% 20% 30% 40% 50% 60%
It will broadly stay the
same as this year
By up to 40%
By up to 30%
By up to 20%
By up to 10%
Retaining talented candidates has become
more challenging over the last 12 months
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
There are talent gaps in the following
engineering & specialist areas
0% 10% 20% 30% 40% 50% 60% 70% 80%
Head Office
Operations
Offshore
Engineering
The inability to recruit sufficient talent into our
organisation is impacting on business performance
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
This talent gaps puts a strain on our workforce
and impacts employee engagement
0% 10% 20% 30% 40% 50% 60%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
Learnings
• The Talent Gap is real, and is forecast to get wider
• The Talent Gap means that business performance is suffering
• It is impacting on your existing workforce and has a knock-on affect
throughout your business
• The additional strain on your people will impact on productivity,
engagement and retention
• You risk falling into a vicious circle
• The talent gaps within Engineering are of particular concern
We seek talent from outwith the Oil & Gas
industries
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
We seek talent from outwith the Aberdeen
region
0% 10% 20% 30% 40% 50% 60% 70%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
Which industry sectors provide the sort of
talent that Oil & Gas could benefit from?
0% 10% 20% 30% 40% 50% 60% 70%
No idea
Construction
Transport
Energy
Food Manufacturing
IT
Chemical
Automotive
Armed forces
Nuclear
We have talent mapped our organisation
against other industry sectors
0% 10% 20% 30% 40% 50% 60% 70% 80%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
The Aberdeen Oil and Gas sector is not great at
recruiting in talent from other industries
0% 10% 20% 30% 40% 50% 60% 70%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
Aberdeen’s location is a key factor in this
struggle to recruit
0% 5% 10% 15% 20% 25% 30% 35% 40%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
The buoyancy of the sector is not well known
outside the region
0% 10% 20% 30% 40% 50% 60% 70%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
The global Oil & Gas sector tends to view the
North Sea as a mature, even declining,
resource
0% 10% 20% 30% 40% 50% 60% 70%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
The Aberdeen Oil & Gas industry should jointly
promote opportunities within the region
0% 5% 10% 15% 20% 25% 30% 35% 40%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
Learnings
• Efforts are being made to attract from outside the immediate
geographical & sector talent pools - but over 90% think that the
industry is poor at attracting from other sectors.
• And 100% have not mapped their needs against the external market
• Other sectors have the skills you are looking for – nuclear & the
Armed Forces are seen as good hunting grounds – areas facing real
challenges
• Your location is seen as a factor in the talent gap – however, you are
not alone in facing such pressures
• The early career pipeline for tomorrow appears patchy & liable to be
switched on & off
• There seems interest in but not consensus around combining
communications activities
We have an attractive employer brand which plays a
key role in driving our recruitment initiatives
0% 5% 10% 15% 20% 25% 30% 35% 40%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
We use our employer brand in order to drive
internal communications
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
We have a fair amount to learn about how social
networking and how it can be used for recruitment
purposes
0% 10% 20% 30% 40% 50% 60% 70%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
We have a robust graduate recruitment programme
designed to develop the talent for tomorrow
0% 5% 10% 15% 20% 25% 30% 35%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
Learnings
• There is uncertainty as to what a well defined Attraction Strategy looks
like.
• You need to reach out with more confidence to the global Oil & Gas
sector that you remain a viable choice.
• Investment in, and understanding of, the Employer Brand is not as
good as it should be.
• As attraction from other sectors becomes increasingly important,
domestic candidate audiences need to feel there is real opportunity on
their, relative, doorstep.
• Employer Brand is not used to any great extent as an internal
communication or employee engagement tool.
• You have a strong story to tell (and a strong need to tell it). One that
would resonate with many candidates.
We have an excellent website which
communicates our employer brand values
0% 10% 20% 30% 40% 50% 60% 70%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
We have a full online candidate management
system with reporting functionality
0% 5% 10% 15% 20% 25% 30% 35% 40%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
We deliver the best possible candidate
journey & experience
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Completely disagree
Slightly disagree
Broadly agree
Completely agree
Neither agree nor
disagree
Learnings
• The focus on the candidate journey needs to improve.
• It is so important that the Employer Brand is communicated through all
candidate touchpoints, from applicant, to candidate, to joiner, to
inductee, through to employee and even alumni.
• Use of technology to aid the process is poor in comparison to other
sectors.
• Websites are seen as poor. To attract the best this needs to change,
particularly if other sectors with a more sophisticated candidate pool are
to be targeted.
• Many UK talent pools are characterised by caution and apprehension –
even great talent needs reassurance and confidence to move in the
current market
In which of the following areas could your
organisation up its game?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Forward resourcing planning
Pipeline knowledge
Assessment process
Application process
Induction
Alumni comms
Retention & engagement
Onboarding
Employer brand definition & promotion
Social media knowledge