Sie sind auf Seite 1von 22

HRD in

SCHLUMBERGER
WHAT IS THE COMPANY ALL ABOUT?
HISTORY

 Founded by two brothers- Conrad and Marcel who were both scientists.
 Revolutionary idea of using electrical measurements to map sub-surface rock
formations.
 Schlumberger initially (in the 1920s)carried out surface prospecting
(geological analysis)for other ore mining industries.
 Now the company ,which is the world’s largest oilfield services company, does a
lot more than just surface prospecting. They invent, design, engineer, and apply
technologies that help customers find and produce oil and gas more efficiently and
safely—often in remote and challenging locations.
NOW LET US LOOK AT SOME NUMBERS!!

 Schlumberger employs approximately 1,36,000 people from more than


140 nationalities .
 They work in more than 85 countries.
 The company’s revenue is around $30billion
 It owns 27 geo markets
 Runs 22 R&D centers
GEO
MEGASTIR
SERVICES

OPERATING
M-I SWACO
DIVISIONS NExT

OMNI SMITH BITS


SEALS

WESTERN
GECO
TO WHAT DOES SCHLUMBERGER OWE ITS SUCCESS IN
GLOBILAZTION EFFORTS ?

 Constant innovation
 Heavy expenditure in Research and employee training
 Unique techniques used for obtaining data about oil and gas wells
SCHLUMBERGER : MANAGING PEOPLE IN A CONSISTENT WAY

 Schlumberger wants to have the best people in the world, and it is prepared to invest in these people. Its
employee development programme for potential managers reflects this.
 For Schlumberger global consistency is the key. Therefore, in every location throughout the world, its people
need to have the right skills and behavior to execute the strategy in the best possible way.
 Keeping in mind the huge number of employees the company has , we now know that employee management
and training is an important aspect dictating the company’s success

 So what is the strategy followed by schlumberger to accomplish this tedious task ?

 Schlumberger selected Management Centre Europe (MCE) to cover one of


the key topics of its employee development programme for potential managers
- managing people.
WHAT DOES MCE DO?

 Develops people to manage people


 Conducts workshops on managing people
 The workshops focus on the key issues of people management in general but always with a clear emphasis on
Schlumberger, its strategies and its people-related challenges to implementing strategies.
 MCE, together with Schlumberger, is looking at the end-to-end processes to see where further value can be
added.

As a result of this, a strategy to resource local Associates and reduce travel expenses has already been created
and implemented, as well as systems to manage global deliveries, quality and Associate performance.
TRAINING

 GLOBAL NETWORK
OF TRAINING CENTRES

 FIXED STEP TRAINING

 ANNUAL TRAINING

 INTERNSHIPS

 PARTNERSHIPS
 global network of learning centers – Conduct courses – trainees acquire specific technical competencies

 Fixed-Step Training – oilfield trainee - initially follow a fixed-step training program -lasts three years. The program
blends technical, safety, personal development, business and managerial courses, and on-the-job validated training.

 Importance of Internships – significant importance on internships for students at Schlumberger. (Many of the
employees people start with Schlumberger this way) –Intensive off-the-job technical training. Alternatively, one may
receive mainly on-the-job training interspersed with formal seminars.

 Annual Training and Development – an annual training and development plan with respective managers –specific
training actions for a 12-month period. training includes –classroom, self-training using the latest interactive on-line
technology, on-the-job training, coaching and mentoring.
NExT & SCHLUMBERGER

NExT, is a Schlumberger company that delivers complete oil and gas training and career development solutions

 Schlumberger Software Training Centers -NExT has access to well-equipped, Schlumberger


software training centers located globally, where participants gain practical, hands-on experience on
Schlumberger software.

 Their training curriculum includes key disciplines like Geophysics, Drilling, Reservoir, Production, Facilities,
Management, and Economics ,software and workflow training courses and programs using Schlumberger
software tools including Petrel, Techlog, Petro Mod, ECLIPSE, and OFM.
Continued…

 Their facilities run multidisciplinary theory and practical training programs, which encompass
classrooms, practical workshops, discipline-special simulators of field operations.

 NExT also conducts geological field trips. These geology field trips provide an immersive learning
environment that combines practical field studies, software training in leading applications like the
Petrol E&P software platform, and visits to core laboratories.

 These trips not only help the trainees develop , but also gives them a chance to take their career
to an entirely different place.
HRD INITIATIVES TO IMPROVE EMPLOYEE QUALITY

SCHLUMBERGER (HEALTH,SAFETY
QUALITY HSE AND ENVIRON-
MENT)

PERFORMANCE QUEST
SNAPSHOT

HSE

GLOBAL STEWERDHIP TECHNICAL PAPERS


 HSE INITIATIVES GIVE US AN INSIGHT OF DIFFERENT POLICIES BEING FOLLOWED BY SCHLUMBERGER
TO CONDUCT ITS OPERATIONS WORLDWIDE EFFECIENTLY.

QUEST:
 Schlumberger captures its own performance data via QUEST, an online system that provides
immediate consolidation of HSE information.

 Accessible by all employees, QUEST monitors reporting of HSE events and Risk Identification Reports

 (RIRs), facilitates investigations and records audits etc. .


GLOBAL STEWARDHSIP :

 Global Stewardship describes Schlumberger’s approach to managing the environmental impact and risks
associated with their operations and addressing the social needs of the communities where they live and work
ANOTHER STRATEGY OF THE HRD:

TECHNICAL PAPERS-

 Schlumberger has a long-standing commitment to share best practices

 It does this through HSE technical papers and other means

 By doing so it provides the employees with the first hand best techniques and experiences

 This directs the employee towards betterment


THE GIANT IS NOT ALWAYS ALL ABOUT SUCCESS !

RECENT PROBLEMS :

 Saudi Arabia – excessive production of oil – oil prices went down – other countries suffered huge losses

 America’s hydraulic fracturing technology – took a plunge – revenue loss – lesser production of oil

 Lesser production of oil - revenue loss to schlumberger

 Revenue loss – major layoffs

DOMINO EFFECT!!
FEW FACTS

 Current oil price - $44

 Oil prices saw a lowest of $32

 In 2009 , the price was $142 which is approximately 3 times the current price

 optimum price ( as decided by OPEC) to balance the budget ~ $54


 Why is Saudi Arabia not willing to cut down oil production ?
to benefit the non-opec countries like Brazil , it claims.

 All this ultimately has some , or rather a very huge impact on schlumberger

 The techniques used in the U.S and similar countries are much more expensive than those used
by Saudi’s (due to the difference in availability of natural resources )

 The main drillers and other oil services companies ( including schlumberger whose main base is in
Houston ) depend on oil revenue for their budget

 Because of the falling revenue , most of the drillers had to cut costs – LAYOFFS
WHAT CAN THE COMPANY DO TO OVERCOME
THIS PROBEM?

 Communicate widely and often


Managers often think they shouldn’t let employees know when things are going poorly.
They don’t want their workers to become discouraged.
But people aren’t stupid; they know when things aren’t going well and they will understand If explained properly.
Discussing and acknowledging the company’s position is the first step to keeping people involved and committed
to solving problems they understand.

 Provide outplacement support


The question everyone asks after a layoff is, “What do I do now?” Few people have a resume at hand and a job-
hunting network mobilized. Outplacement helps them land on their feet. You’re offering help at a high-stress,
emotional time. It sends a signal to them and to the remaining employees that the ex-workers are being treated
as people, not as line items on a budget.
 Support survivors, too
Employees who survive the layoffs will struggle with doubts about the company’s future. They want to know
how their jobs will change. Will they now be expected to do their jobs plus the jobs of their ex-coworkers? Or will
their goals be changed accordingly? What is the precise state of the company financially? Are further layoffs
imminent? Their doubts will begin with their own roles and expand outward to their teams and to the company
as a whole. the must address each level of concern with as much rational discussion as possible.

These are few ideas which we learned during the course period. Let us wait and see what the oil giant is going to
do to deal with the layoffs!