17 Sep 07
Bridging the Engineering Gap
A growing generational gap in the engineering sector is evident, particularly in oil and gas, as experienced engineers head towards retirement and additional workload and responsibility is being passed on to younger engineers.
A substantial number of oil and gas employees - many with the technical and operational skills required for the future of the industry - will be retiring within the next five years and there is a diminishing pipeline of experienced engineers to succeed them. While there is now a growing pool of younger engineers who are working in the field, it is that middle tier that is missing. Insufficient numbers of engineering professionals have built up the knowledge and experience necessary to step up to high-level project management and engineering positions.
Sean Blanche, Oil and Gas Recruiter, Bayside Personnel says that, "as the Australian pipeline industry grows and our engineers begin to work on global projects, we need to work together to make sure that the skills are transferred to minimise the gap."
Companies are now formulating effective strategies to attract, engage and educate the industry's most valuable resource: young engineers. "We believe that there are some key techniques that organisations need to develop to ensure that younger engineers are getting the guidance and training that they need," says Sean.
Mentoring and networking roles between the senior and less experienced employees
Engineers need ‘real-life' learning to master a job. Young engineers who have worked in the industry for four-to-five years have the education and knowledge, but often lack the ‘real life' experience to make executive decisions. "Engineers should look for organisations which are giving them the opportunity to work on large scale projects with experienced pipeline professionals."
"It is important to feel able to put forward ideas and be able to work on projects that will stretch capabilities, teaching valuable lessons that can't be taught in the classroom."
Develop and push a strong career path focus
People are now looking for long-term career development, variety of experiences, a sense of purpose and meaning in their work. Organisations can develop their workers by providing them with active learning opportunities and developing a career framework. "If employees can see a long term career path for them at the organisation, there is more motivation to learn and absorb knowledge."
Develop open and constructive behaviour amongst young engineers
Organisations that drive engineers to think differently often have more success in retaining key talent. "First and foremost, engineering is about innovation. These young engineers are the future of our pipelines and making sure that they have the skills to make those brave decisions is essential."
The time is now for those in the oil and gas industry to take proactive steps to ensure that their talent pipelines are replenished and knowledge is not lost.
This article appeared in the Australian Pipeliner Magazine - July 2007 Edition
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People Management Awards
Bayside received a Victorian AHRI Award for Excellence in People Management in 2006.
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Bayside received a Victorian AHRI Award for Excellence in People Management in 2006.