Learning & Development
Investing in our employees maximizes our performance, so we approach talent development and succession planning with the same rigor that we apply to our business strategy. We seek to attract, develop and retain employees through a combination of on-the-job learning, formal training and regular feedback and mentoring.
Talent Management Teams
Sixteen Talent Management Teams (TMTs) guide employee development and career progression by skills and location. They help identify our future business needs and assess the availability of critical skill sets within the company. TMTs include senior representatives from business units and corporate functions. These representatives are the interface between leaders, supervisors and employees.
In 2018, our employees completed more than 283,000 hours of virtual and in-person training on topics ranging from technical learning to professional development. Each year, learning priorities from the business units and functions are identified to ensure our employees have the right skills and training to deliver on the company’s priorities. We also offer programs specifically targeted to early-career petrotechnical employees to equip them with the knowledge, resources and experiences to become highly effective contributors and leaders. For example, our Subsurface group and Technical Learning team worked together to deliver our Geoscience Academy to employees in Alaska, Canada, Indonesia, Lower 48, Norway and the U.K in 2018. This program included self-paced, independent learning; virtual, instructor-led sessions; and a two-week, in-person conclusion event in Houston that included a day of hands-on experience in the field. Through our partnership with Texas Tech University, we offered a hands-on training component to our facilities engineering class using the university’s Oilfield Technology Center, a leading hands-on training facility featuring a mock well site.
Many of our business units also hosted employee development months to promote continuous learning during 2018.
We recognize that supervisors play a key role in talent development, so we offer a robust supervisor development curriculum to help leaders engage and develop their employees. Global courses focus on proactive communication, employee development and building trust. In 2018, supervisors completed over 5,300 hours of this training. We also launched a new Leading Change course designed to help supervisors lead change effectively with a focus on driving adaptability, innovation and resiliency. Several of these courses incorporated firsthand insight from senior leaders who shared their experiences leading teams through significant transitions.
We have identified leadership competencies that provide a common baseline of knowledge, skills, abilities and behaviors to support employee performance, growth and success. All employees participate in regular performance management discussions and have access to a voluntary 360-feedback tool to provide feedback on their strengths and opportunities relative to these competencies. A global team was formed in 2018 to review and assess our performance management processes to better align the process with our culture.
Together, our employees deliver strong performance. Throughout our long history, employees with experience in every field have taken great care to pass on knowledge and maintain a tradition of excellence. In 2018, the company introduced a new SPIRIT of Performance Award for outstanding mentorship. Recipients were selected based on demonstrating a superior ability to recognize and nurture talent, helping to expand the potential of young professionals, and fostering an environment of creativity and enthusiasm for growth and innovation.