Converging energy marketplace trends, as well as evolving employee expectations, are prompting O&G operators to reimagine the make-up and performance of their workforces.
Energy market dynamics—including the near- to intermediate-term reduction of hydrocarbon demand and the longer-term shift to cleaner energy sources to meet decarbonization commitments—require a different workforce, comprising employees, contractors and bots, to turn vision into reality.
The COVID-19 pandemic made it clear that remote working can be performed at scale. Concurrently, employee expectations about how, where and why they want to work are evolving, and members of the younger generation are demanding more purpose and flexibility in their work and careers.
As O&G operators begin the journey to address these market and workforce dynamics, it is imperative to address several industry-specific needs:
Attracting and retaining the best people to build a Supply Chain of Talent™
Responding to workers’ environmental concerns
Creating entirely new skillsets and roles
Investing in learning
Supporting responsible leadership
O&G leaders have an exciting opportunity to reimagine their workforce while they navigate the energy transition.
Talent strategies to enable a new energy workforce
The energy industry needs new talent strategies to reimagine a supply chain of talent that can evolve to support both current and future market changes.
Accenture believes there are critical steps to transforming the workforce:
Rethink how workers complete tasks, support new work methods and embrace new, evolving technologies.
Define skills and roles
Identify and understand role-transition pathways to manage new and existing talent.
Enable new cultures, behaviors and leadership
Shift fundamental culture and mindset to help engrain and support new behaviors.
Perform workforce planning and new-skilling
Adopt processes to maximize talent with a forward-looking, predictive approach.
Now is the time to ask thoughtful questions such as:
How can we reskill the workforce to transition to low-carbon roles?
How can we bridge the gap and identify the levels of crossover and proximity between current carbon-intensive skills and new, low-carbon skills?
What will be the evolution of roles facing high disruption?
How can we compete more effectively for talent by offering employees purposeful personal development and career progression?
There is a new, clearer roadmap to addressing these questions: reconstructing work; defining new skills and roles; enabling the right culture and behaviors; adapting leadership competencies; performing intelligent workforce planning; and putting in place new-skilling initiatives.
The journey is without precedent, but that’s both the challenge and the excitement.