Often known as Net Generation, MyPod Generation, Millenials, etc., the latest crop of oilfield workers is characterized by a much higher level of technology simply growing up than earlier generations ever experienced in a lifetime of training and professional experience. Born in the 1980s through the end of the millennium, this generation grew up with cell phones and IMs, MySpace and iPods, and during their impressionable years bore witness to the first Gulf war, September 11th bombings, and then the second Gulf war. Oilfield work culture is often described as “traditional”. Early adoption of most technologies – particularly in terms of electronic communications – tends to be dampened by common oilfield factors such as anti-trust and anti-competitive concerns, financial controls, and general security practices. We lag in terms of encapsulating field operational knowledge into computerized automation packages ready for handover to the thumbs seasoned on Nintendo controls. In the R&D centers we’re still not rich in 3-D visualizations and touchscreen control centers. External instant messaging is usually blocked. Technology aside, Generation Y workers are aggressive and result-focused, ready to step up as our peers. Our ability to attract and retain talent in the oilfield may very well be hampered by our stodgy image. Our approach towards adoption of technology has been pragmatic, heavily influenced by hard short-term economics. The drivers may be turning more strategic than ever before. As we face harder E&P challenges, technology development and adoption is becoming an imperative. Leaders and executives in the oilfield will have to understand the changing face of the workforce, and steer cultural shifts to not just open jobs for Generation Y, but embrace their potential and allow them to bring explosive productivity to the oil industry in partnership with expert veterans of the industry.The analysis presented here explores shaping influences and determinant characteristics that distinguish Generation Y. Based on that, needs of that workforce segment are compared with the state of the oilfield and the remainder of its workforce, arriving at recommendations strongly rooted in partnering and relationships.
展开▼
