Modern learning tools to tackle the oil & gas skill gap
3 min 4 sec reading time

With the increasing popularity of modern technology and learning tools, many employers in the Oil & Gas sector are facing the problem of a skill gap. This problem consists of recruitment difficulties of young talent and the need for new hires to learn the desired skills in a short timeframe. With high numbers of employees retiring this issue is becoming a priority for technical companies. As a part of this, it’s a must need for employers to use modern learning tools to bridge the skill gap between new and old employees to ensure efficiency and retaining of new talent. This article provides an overview of typical causes that lead to a skill gap, why it is necessary to narrow this gap, and most importantly how it can be done with the use of modern learning tools.

Causes of the Skill Gap

#1: Baby Boomers. 

The issue with a maturing workforce is that more established bosses probably won't have the cutting-edge abilities essential to stay aware of progressions in innovation without extra instruction, preparation, and aptitudes improvement. Moreover, if they do resign, they are taking their abilities and industry mastery with them. 

The oil and gas industry, for instance, is one of the hardest hit by resigning baby boomers. In this industry, it takes a normal of eight to ten years to prepare specialists. With experienced laborers leaving the business, and new specialists confronting a long preparation and improvement display - which many may stop before getting to be capable - organizations are left with a hole in their experienced workforce. 

#2: Lack of New Engineering Graduates.

Due to the rise of new innovative technologies in information technologies engineering talent gravitates less to heavy industry sectors. These sectors are often considered old-fashioned and less attractive. As a result, different technical sectors are competing for the same technical talents.

#3: Traditional Education. 

Most understudies trust their certificate will prepare them for the industry they need to join after graduation, while managers today additionally look for work-prepared representatives. 

For instance, as of late there has been a call for more STEM (science, innovation, designing, and math) subject training to stay aware of developing innovation and exchange work needs, explicitly in the oil and gas industry. Regardless of this need and the occupations accessible, traditional universities regularly center around general examinations and basic abilities, instead of industry, job, or boss explicit necessities.

Identifying the Skill Gap between employees

Before putting resources into a learning stage, begin by distinguishing which abilities workers need. A whole clear examination can help pinpoint fundamental abilities, contrast them with ranges of abilities of current workers and analyze holes. Current ability levels can likewise be estimated through overviews, evaluations, representative meetings, or feedback from execution audits. Once this information is available, organizations would then be able to set up a suitable learning approach that encourages constant abilities development of talent. As a starting point 

Create a culture of learning

Indeed, even the most inventive learning program won't go far if workers don't perceive the incentive in it. By making a learning culture and a domain that invites information chasing, organizations can help representatives feel good about personal development. 

A stable learning culture begins with the organization’s devotion to information and personal improvement and integrating employee development as a primary business process which is part of the overall strategy. The right online platforms will facilitate this by providing an invaluable baseline training curriculum and insight in user data for HR departments to optimize skill development within an organization. 

Promote further learning

To assemble top ability from the inside, improve consistency standards and create solid pioneers, associations must furnish representatives with nonstop learning chances. Recruits ought to be prepared that sets them up for achievement in their present position and tenured representatives ought to take part in up-aptitude preparing that sets them up to an interpretation of another venture or work towards advancement.

Commitment in learning by putting resources into innovation and crisp methodologies, for example, video and portable learning devices, microlearning, and customized learning paths. In a consistent learning condition, workers will feel engaged to test, effectively take an interest in their very own proficient improvement, and offer information crosswise over divisions.

Using E-learning

To expand the abilities of engineers the right e-learning platform should be utilized to form a central point in the learning progress. E-learning furnishes individuals with a chance to expand their present aptitudes, gain new useful knowledge, or strengthen fundamental instruments utilizing carefully based substances. 

The EngineeringTrainer platform is a valuable partner for industrial companies to enable and build a culture of learning within their engineering teams.

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