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TobiasReadCEOofSwiftWorldwideResources

What$48oilmeansfortheOil&Gasindustrysstaffandemployers

Jan22,2015 19,596 320 75

Onlysixmonthsago,engineerswereasvaluableastheoiltheyfound.

Towardstheendoflastyear,mostpunditswereforecastingpredictable$100oileventhemorepessimisticvoiceswereonlyanticipatingalowpointof$80.TheindustrysemploymentmarketremainedbuoyantandthesalariesandcontractpayratesofOil&Gasworkerscontinuedtorise.Havingspentyearsfightingto

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buildtheirtalentpoolandgainacompetitiveedge,industryemployersdonotwanttogiveupsuchavaluableasset.Layoffsseemlikealogicalresponsetoamarketdownturn.Staffcosts,bothdirectandcontingent,areamajorcostburdenthesubstantialfocustheyrereceivingisunderstandableasprofitsaresqueezed.

Foremployees,ratereductionsarealwaysdifficulttoswallow.Thenaturalinclinationtojumpshipandlooktosustainincomewithachangeofemployerisequallyunderstandable.

Butwhetheryoureanemployeroremployee,thereareafewthingsyoushouldconsiderbeforeyoumakeplansoverthenextsixmonths:

Oursituationishighlyunpredictable.

Themarkethaschanged.Todaythepriceofoilstandsat$48,anditsverydifficulttoanticipatewhattomorrowwillbring.Eventherootcauseoflowoilpricesisunclear.

Therearetoomanymovingpiecesintheindustryforpoliticianstoseektocontrolthismarketindefinitely.SaudiArabia,whoseactionsarealwaysdifficulttoanticipatehasraisedproductionandhelpedcausethepricedrop.Theyarenowsufferingasbadlyasanybodyandlastweektheyannouncedpublicspendingcutsof18%.GiventheSaudiscouldsinglehandedlyreverseproduction,andlikelybebetteroffasaresult,thecauseofallthismaywellbegeopoliticalandtheridemaybeharderandlongerthanweexpect.

Whenchangecomes,itmaycomeveryquickly.

Theworldconsumes90millionbarrelsofoilperdayandproductionisat91million.Withsubstantialproductionprofitableatover$60,particularlyinthenewlydevelopedUSunconventionalonshorefields,weonlyneedamarginalcorrectioninthesupplysideoftheequationandpriceswillriseagain.Wejustcantbesurewhengivenmanyrecentinvestmentsarestillcomingonstream.

Themarketisworried.

Thereareextremepossibilities.Threemonthsago,smartmanagerswere

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developingcontingencyplanstoaccommodatethedropto$80.Theseplanshavenowbeentornupandrewrittenmanytimes.GoldmanSachsonlylastweekprojectedafloorat$39.Bycomparison,theinflationadjustedlowof1999(just16yearsago)was$28,andtheinflationadjustedpricebetween1945and1973remainedataround$20.Giventhestructureofthemarkettoday,thesepricesseemfantasyhowever,businessleadersarenowlookingatcoveringallbases.

Upstream&Downstreammarketsareaffecteddifferently

Onshoreunconventionalinvestmentisfalling,andtheUSislosingsome60rigsperweek.Inthemidtermthiswillleadtoasofteningofdemandforpeople,andemploymentopportunitieswillfallunlessthereisarapidcorrectionto$60andmarketgainsconfidencethatthepricewillreturnto$80andbeyond.Bycontrast,thedownstreamandmidstreammarketsarenotaffected.Ifanythingtheyarecountercyclicalandcouldbenefit.However,thedecisionmakingprocessistoolongandtheskillsetsarenotsufficientlycompatibletoaccommodateanysubstantialdownswingintheupstreammarket.

CEOsmustfindwaystoreducecostwithoutundoingyearsofhardworkbuildingsustainableworkforces,orgettingcaughtshortshouldthemarketreturn.Itwouldbefoolhardytocutheadcounttooquicklywithapotentialreboundaroundthecorner.

Smartemployersarealsolookingtorapidlyconsolidatetheirsupplierbasetoremoveexpensive,noncompliantsuppliersandtoachievesubstantialcostreductions.Thereisfattobetrimmedintheirstaffingsupplychainandemployersshouldlookattheseoptionsbeforelookingtodownsizevaluablestaff.

Theworkforcewillhavetoacceptthatmarketrateswilldropthisyear.Whilethisisnotanexcitingprospect,weallunderstandthatthereareupsanddowns.Reductionsincontractratesandhiringfreezesoninternalstaffwouldhavebeenunthinkableonlysixmonthsago.Todaytheyareverymuchareality.

Rateswillinevitablyundergosomedownwardadjustmentatcertainpoints.Mycurrentrecommendationtoemployees,eithercontractordirect,istosittight.Bettertohaveajobthantowalkoutsidewithoutthecomfortofajacketattheverymomentastormhits.

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TobiasReadistheCEOofSwiftWorldwideResources,aworldleaderinOil&Gasstaffingwiththousandsofemployeesacrosstheglobalindustry.

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MartinLoveProcessConsultantCostreductionandproductionoptimisationtakealmostasmanybifnotmoreengineersasweconcentrateonrevampovergreenfield.Howeverifwedon'tcontinuallyreplacereservesandkeeptheproductionpipelinefullwewillsoonbeat$200+oilanddrivenbackintorecessionbyprices

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PaulPetroneCommunicationsDirectoratVoiceGlance

WhyAllowingTelecommutingIs(AndIsnt)AGoodIdea

Jan28,2015 416,203 878 481

InFebruaryof2013,YahooCEOMarissaMayermadeheadlinesacrosstheworldmostofthemnegativeaftershedecreedthatemployeesatthefledglingtechcompanycouldnolongerworkfromhome.

Studiesshowpeoplewhoworkfromhomearemoreefficient,havelessconflictwithcolleagues,arehappierandtheysavethecompanymoneyonoverheadcosts.SowasMayersmoveanepicfail?

Notnecessarily.Therearealotofcompellingreasonstoletemployeesworkfromhomeanditshoulddefinitelybeofferedtoallemployees,atleastonapartialbasis.

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Butthereisarealnegative,aswell:workingfromhomecanstiflethesynergythatcomesfromhavingabunchofsmartpeopleinthesameplacetogether,whichinturncanhurtinnovation.Andthatisreasonenoughtonotallowemployeestoworkfromhome,atleastallthetime.

TheProsofTelecommuting

Fromabusinessperspective,therearealotofprosinallowingyourworkerstotelecommute.Firstandforemost,aflexibleworkplaceisagreatwaytobothattractandretaintoptalent.

ArecentsurveybytheSocietyforHumanResourceManagement(SHRM)discoveredthatfouroutoffiveemployeescraveflexibility,whichincludestheabilitytoworkfromhome.Othersurveyshavefoundthatpeoplewillworkforlessorarelesswillingtoleaveforajobthatoffersmoreiftheyareabletoworkfromhome.

Workingfromhomecanalsomakeemployeesmoreefficient,particularlyiftheyareinmoreprocessdrivenjobslikecallcenterrepsorevenaccounting.Onecompany,Ctrip,alloweditscallcenteremployeestoworkfromhomeaveryprocessdrivenjobandfoundtheworkerswereactuallymoreproductiveandwerehappier.

Theproductivityincrease,wethink,wasduetohavingaquieterenvironment,whichmakesiteasiertoprocesscalls,NicholasBloom,aStamfordeconomicsprofessorwhooversawtheCtripexperiment,toldtheHarvardBusinessReview.Officesareactuallyincrediblydistractingplaces.

Someotherbenefitsofallowingyourworkerstoworkfromhome:lesscommuting,whichmeanslesspollutionloweroverheadcostsandstudiesshowlessconflictbetweenemployees.Seemslikeanobrainerthan,right?

Well,toquoteLeeCorso,notsofast.

TheConsofAllowingTelecommuting

SowhydidMayerbantelecommuting?Hereisherreason,inamemosentouttoallYahooemployeesexplainingthedecision:

1/29/2015 YourResume:TheAllTimeClassicDo'sAndDont's

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Tobecometheabsolutebestplacetowork,communicationandcollaborationwillbeimportant,soweneedtobeworkingsidebyside.Thatiswhyitiscriticalthatweareallpresentinouroffices.Someofthebestdecisionsandinsightscomefromhallwayandcafeteriadiscussions,meetingnewpeople,andimpromptuteammeetings.Speedandqualityareoftensacrificedwhenweworkfromhome.WeneedtobeoneYahoo!,andthatstartswithphysicallybeingtogether.

Thatargumentholdswater.Yes,studieshavefoundthatemployees,particularlyemployeesinprocessdrivenjobs,aremoreefficientwhenworkingfromhome.Butemployeesaregenerallymoreinnovativewhentheyworktogether.

Andinnovationiswherethebigmoneyis.ThinkoftheROIofbeingabletoprocesspayrollfasterversuscreatingtheiPhone,asanexample

Forevidence,looknofurtherthanthreeoftheworldsmostinnovativeandvaluablecompanies,Google,AppleandFacebook,whoallencouragetheiremployeestoworkintheoffice,asopposedtoathome.Thereason,accordingtoGoogleCFOPatrickPichette:

Thesurprisingquestionwegetis:howmanypeopletelecommuteatGoogle?Andouransweris:AsfewaspossibleThereissomethingmagicalaboutsharingmeals.Thereissomethingmagicalaboutspendingthetimetogether,aboutnoodlingonideas,aboutaskingatthe[office]Whatdoyouthinkofthis?Theseare[the]magicalmomentsthatwethinkatGoogleareimmenselyimportantinthedevelopmentofyourcompany,ofyourownpersonaldevelopmentand[of]buildingmuchstrongercommunities.

SoWhatShouldYouDo?

Soshouldyouletyouremployeesworkfromhomeornot?Well,withprocessdrivenjobswithclearmeasurablessuchascallcenteremployeestheanswerisprobablyyes,asitleadstohappier,moreefficientworkersandloweroverhead.

Buthowaboutforeveryoneelse?Howaboutforyourstandardjob,sayinmarketing,salesorengineering?

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Theanswerisalittleofboth.Allowingemployeestoworkfromhomecanmakethemmoreefficientandallowsyoutoattracttoptalent.Thatsaid,itisalsocriticaltogetallthattalenttogetherinthesameplace,toallowforthattalenttosynergizeandperfectgreatideas.

Afterall,theROIongainingefficienciesisdwarfedbytheROIonmoreinnovation.Butitshardtogetthegreattalentneededtobrainstormthosegreatideaswithoutofferingaflexibleworkingenvironment.

Theidealsolution?Threedaysintheoffice,twodaysathome.Obviously,thatcanvarygreatlydependingonthejobandtheemployee,butitsagoodruleofthumbtoliveby.

AboutVoiceGlance

VoiceGlanceisacloudbasedhiringtoolusedbyforwardthinkingcompaniestohiresmarter,insteadofharder.Learnmorehere.

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1/29/2015 YourResume:TheAllTimeClassicDo'sAndDont's

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BernardMarrBestSellingAuthor,KeynoteSpeakerand

LeadingBusinessDataExpert

YourResume:TheAllTimeClassicDo'sAndDont's

JulieDuchinDirectorofNationalSales,MidAtlantic&Southeast,DistinctiveDestinations.EndlessPossibilitiesIhavebeenworkingfromahomeofficeformorethan8years,andfindthatIworkharder,longerandammorefocused..

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Jan28,2015 148,664 714 222

IrecentlycompiledalistoftheclassicdosanddontsforinterviewingandthoughtImightdothesameforpreparingyourCVorresume.

Therecanbeconflictingadvicewhenitcomestopreparingyourresumesomepeoplesuggestgettingcreativewithpaper,fontsandformattingtostandout(myexperiencetellsmerecruitersdontlikethatmuch),whileothersstressmakingsureyourresumehaskeywordsthataremachinescannable(notasimportantashumanreadability).

SoherearetheclassicrulesforpreparingyourresumeorCV.

Do:

Reviewprofessionallywrittenresumesamplestofamiliarizeyourselfwithwhatastrongresumelookslikeandcontains.

Makesureyourresumeisaseasytoreadaspossible,usingbullets,afontsizethatscomfortabletoread,andsoon.

Customizeyourresumebasedonthepositionforwhichyouareapplying.

Includeacareerobjectivethatisfocusedonwhatyoucandofortheemployernotwhatyouhopetogainfromtheposition.

Listyourpastpositionsinreversechronologicalorder.

Includeforeachjob:title/position,nameofemployer,city/stateofemployer,datesofemployment.

Includemeasurableresultsyouachievedateachjobpositionratherthanlistingjobduties.

Leadwithactionwordsinsteadofpassivewords.Avoidthewordwork.

Includepublications,patents,presentations,honors,relevantvolunteerexperiences,andprofessionallicensesorcertifications,especiallyiftheypertaintotheposition.

Emphasizetransferableskills,especiallywhenchangingindustries.

Providerelevantcontactinformationincludingonephonenumber,emailaddress,website,andcityandstate.

Proofreadmeticulously.

Considerincludingasummaryofqualificationsorprofileatthetopof

WhyAllowingTelecommutingIs(AndIsnt)AGoodIdeaPaulPetrone

YourResume:TheAllTimeClassicDo'sAndDont'sBernardMarr

MarissaMayers2YearsatYahooandHowConfidentiCEOSearchesAreDoneJamesCitrin

It'sanInterview,NotanInterrogation!LizRyan

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1/29/2015 YourResume:TheAllTimeClassicDo'sAndDont's

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yourresumetoprovideaclearfocus.

Bealittlecreativewithyourresumeformattohelpyoustandout,especiallyifapplyingforacreativefield(blueinkoncreampaper,forexample).

Testhowyourresumewilllookwhenemailedorsubmittedonline,aswellasprinted.

Dont:

PutthewordRESUMEorCVatthetop.

Copyanypartofaresumesamplepostedonlinewordforword.

Worrytoomuchabouttheoldonepageresumerule,especiallyifyouhavealotofexperienceorareusingmoreofaCVformat.Butmakesurethatthefirstpagecanstandaloneifthepagesgetseparated.

Lie.

Providepersonaldatalikemaritalstatus,dateofbirth,height,weight,etc.

Repeatthesameactionwordoverandoveragain.Finddifferentwaystosaythesamething.

Listyourjobduties.(focusonaccomplishments.)

Gointodetailonhowyouachievedresultsateachjob.Savethatfortheinterview.

Usealotofacronymsorjargon,especiallyifyourechangingfields.

Dontabbreviatewordsthatarentnormallyabbreviated,eventosavespace.

Emphasizeexperiencemorethan15yearsold.

Bothertolisthighschoolorsecondaryschoolifyouhavecollegeoruniversityexperience.

Listafunnyorcrudeemailaddressgetanewoneforbusinessuseifnecessary.

Listreferencesonyourresumehavethemonaseparatedocument,andonlyprovidethemwhenrequested.

Includehobbiesorskillsthathavenothingtodowiththeposition.

Sacrificeclarityorreadabilityforcreativitywhenitcomestoformat.

Printoncoloredpaper.

Usegraphics.

LizRyan

Here'sWhyIWon'tHireAnyoneUntilITakeThemtLunchFirstShannon(Stubo)Brayton

Yahoo'sMayerYieldstoActivistInvestors:YourTopWednesdayHeadlinesIsabelleRoughol

IsAppleTimCook'sCompanyYet?JohnCAbell

7WaysHighlySuccessfulPeopleAchieveMore(andYouCanToo)JeffHaden

HowChipotlePushedOutMcDonald'sCEO:YourHeadlinesforThursdayIsabelleRoughol

SeeingthroughFuturisticBulls**tRobertScoble

DidYahoo'sCEOMarissaMayerJustCatchQuarteritiDisease?AndyPopov

PersonalBranding101SallieKrawcheck

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Ihopethesetipsareuseful?Whattipswouldyouincludeonthislist?Idlovetohearyouradditionsinthecommentsbelow.

Ireallyappreciatethatyouarereadingmypost.Here,atLinkedIn,Iregularlywriteaboutmanagementandtechnologyissuesandtrends.Ifyouwouldliketoreadmyregularpoststhenpleaseclick'Follow'(atthetopofthepage)andfeelfreetoalsoconnectviaTwitter,FacebookandTheAdvancedPerformanceInstitute.

HerearesomeotherrecentpostsIhavewritten:

CareerChoicesYouWillRegretIn20Years

JobInterview:TheAllTimeClassicDo'sandDon'ts

JobInterview:WhyOnly3QuestionsReallyMatter

TheToughestInterviewQuestionOfAll...AndHowToAnswerIt

JobInterviewQuestionsYouShouldNotAnswer(OrAsk)

5SadTruthsAboutSuccessAndHappiness

The15BiggestBodyLanguageMistakesToWatchOutFor

JobInterview:The5QuestionsYOUMustAsk

The25KPIsEveryManagerNeedstoKnow

BernardMarrisabestsellingbusinessauthorandisgloballyrecognizedasanexpertinstrategy,performancemanagement,analytics,KPIsandbigdata.Hislatestbookis'BigDataUsingSmartBigData,AnalyticsandMetricsToMakeBetterDecisionsandImprovePerformance'.

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JohnCabreraITQualityAssuranceAnalystPleasedon'tuseAOLasanemailaddress.

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JamesCitrinLeader,CEOPracticeatSpencerStuartand

Author,TheCareerPlaybook

MarissaMayers2YearsatYahooandHowConfidentialCEO

SearchesAreDoneJan28,2015 133,922 275 92

Inthespringof2012,ashasbeenpubliclyreported,aSpencerStuartteamandIworkedwiththeBoardofYahoo!torecruitMarissaMayerasCEO.Muchhasbeenwrittenabouther(4.4millionGoogleresponsesfor"MarissaMayerYahooCEO")andhowshe'sperformedsinceherappointmentwasannouncedonJuly16,2012.Itisnotappropriateforanyprofessionaladvisertowriteapublicreportcardontheperformanceofoneoftheirclients.Andcertainlynoexecutiverecruiterworththeirsaltshouldevercommentpubliclyontheperformanceoftheirplacements.

However,consideringNicholasCarlson'sexpansiveNewYorkTimesMagazine

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ArticleandaftergivingMarissaaheadsupthatIwoulddoso,ImadeafewspecificcommentsforLinkedInaboutoneimportantpoint.Thatsheisexecutingtheplanthatshelaidoutwithclaritybackinthesummerof2012.MarissasaidatthetimethatturningaroundYahoo!wouldbeatwotofouryearprocessandthatherapproachwouldbetofundamentallyfixtheproduct,whichwouldrequirehiringgreatengineers,productpeople,andothertalent.Andonlywhentheproductwasfixedcouldtheaudiencestartgrowingagain,whichiswhatwasrequiredtodriverevenue.Sheandtheteamhavebeenfollowingthatplaybooktotheletter,throwingin20acquisitions,andmonetizingthespectacularinvestmentinAlibabaalongtheway.

NewCEOappointmentsaretypicallybignewsinbusiness.Thereareinfluentialjournalistsandinvestorswhowatchforexecutivechanges,especiallyattheCEOlevel,withhawkeyes.Buthowcanaboardofdirectorsgothroughasecretprocessofidentifying,cultivating,assessing,andhiringanewchiefexecutive?Andwhataretheconsequenceswhentheycan'tpullitoff?

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IndoingaCEOsearchaboardcanandshouldhaveaverytight,confidentialprocessthatstartswithestablishingaprojectnameandsharedcommitmentamongtheboardandoutsideadviserstokeepthingsstrictlyunderwraps.Aspecisdevelopedbyinterviewingmembersoftheboard,reviewingstrategicplans,anddeterminingwhattheforwardlookingleadershiprequirementsaretoachievethestrategy.Atargetedlistofprospectivecandidateswhomeetthecriteriaisidentified,reviewed,andprioritizedbytheboardandashortlistisagreedonforoutreach.Theneitherboardmembersoranexecutivesearchfirmreachesouttothehighprioritycandidatesandinvitesthemintotheprocess.Extensiveinterviewing,assessment,andreferencingisconductedandwhenthereisacandidateofchoiceselected,negotiationsandtransitionplanningensue.Whenallgoessmoothly,theboardhasarobustslateofcandidates,eachrepresentingdifferenttradeoffs,anddecidestoputitsconfidencebehindthechosencandidate.Alltheothercandidatesgobacktotheirdayjobsandhopefullyfeelwelltreatedandcommunicatedwithintheprocess.

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Severalhighprofilecompaniesintechnologyandothersectorshavetriedtofollowthispathbutforonereasonoranotherwerenotsuccessful.Candidateidentitieswererevealedinthemedia.Rumorsspreadinsideofthecompaniesleadingtomoraleissuesandfactions.Forthecandidateswhosenameswereleakeditwasevenworseforcingthemtospeaktotheirbossesorboardsanddeclaretheirloyalties.Breakdownsinaprocesscanbebadfortheindividualsandtheircareers,justastheyarebadforahiringcompany.Itisevenbadforthecandidateswhostaythroughtotheendnoonewantstobeasecondchoice.

SoifyouareinvolvedinaCEOsearchinanywayitisinyourandeveryone'sinteresttoensureconfidentiality.

JamesCitrinsupcomingnewbook,TheCareerPlaybook:EssentialAdviceforTodaysAspiringYoungProfessionalisoutonApril21,2015

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