According to data compiled by Houston-based consulting firm Graves & Co., the oil and gas industry has lost nearly 500,000 jobs since the downturn began. While most jobs lost were exploration and production and its related segments, midstream and downstream were also impacted, particularly within the larger integrated oil companies. Even though the industry has always experienced cycles, this downturn came at a time when many experienced workers were considering retirement. This “double whammy” effect has left many wondering if they’ve lost their safety net. This new reality is especially true for younger workers who have remained or were recently hired. For them, senior operators and technicians seemed to know the operating condition of a process or piece of equipment by its sound, or even its smell. With access to that kind of experience and knowledge, even those with minimal experience felt more confident because they believed “the team” could handle any situation.
Training and competence
Of course, training can also build confidence in new workers and is a crucial first step in the process of developing operating knowledge and competence. However, until that work is actually observed and assessed in the plant performing the assigned tasks, there is a potential gap between preparation and confirmation of their ability to perform independently. Although procedures can provide a new worker with the vital “how” information, it is rare a newly trained worker knows the “why” behind turning valves or adjusting high-pressure systems. A technician new to the process or equipment won’t yet have the confidence (or competence) to act independently. In highly hazardous processes, that reluctance may be a blessing in disguise.
A 2001 investigation of a refinery release of reformate to the atmosphere found the responsible operator had scored 100 percent on the exam and passed the “field test.” There was never an assessment of the ability to perform the specific job tasks or to demonstrate required competencies, revealing once again even experienced operators must be assessed to ensure competence.
Be prepared
As the market recovers, prices rise and production rates increase. The need to add new workers will only accelerate, increasing the ratio of new to experienced workers.
Once only popular in Europe, more and more U.S. refineries and chemical facilities are adopting competency management systems to help build confidence in new and next-generation workers and assure they possess the knowledge and skills to perform their jobs safely and effectively.
Keep it simple
Competency assurance programs don’t have to be complex or expensive and can be built upon the foundation provided by existing training programs.
While all programs and initiatives come at a price, there is a much higher cost in not assuring (or not knowing) the competency of the workforce. Improper maintenance, injuries due to lapses in safety practices and even catastrophic accidents due to human error are all potential consequences of not knowing or not ensuring the competency of workers in high-hazard roles. Verified competence helps to build confidence in workers at all experience levels and in all disciplines.
Be prepared for the inevitable shift in workforce experience with a competency assurance and management system.
TDS helps customers achieve operations excellence with a laser-focus on workforce development.
To learn more about competencies, download TDS’ latest whitepaper at www.TDSHOU.com/competence or call (800) 480-1128. •
