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• W2045954439 abstract "Abstract 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 touch-screen 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. Introduction - Generations in the Workforce The year 2009 will mark a significant landmark in the history of the oil industry, 150 years since Drake's first oil well in Titusville, PA. Not unlike other industrial disciplines, the initial culture of the oil field was crafted to the greatest extent by traditional workers usually loyal to the same employer for the duration of their careers. Somewhat isolated from mainstream workforce, field locations developed a rough image. Central offices, on the other hand, shared influences from the other business counterparts as well as those field locations. The earliest age demographic segment is generally known as Traditionalists or the Silent Generation, and roughly refers to workers born before 1945. The advent of the next age demographic segment, known as the Baby Boomers - born between 1946 and 1964, saw several traditional characteristics reinforced, while other characteristics changed and evolved, influenced by civil revolutions, wars, and financial depression. Generation X, the age demographic segment born roughly between 1965 and 1979, started questioning many of those traditional beliefs, resisted conformity, and embraced work-life balance. They were probably not able to play any significant role as agents of change for the oil industry, however, as this age segment was the most severely under-represented in terms of the number of workers. Generation X workers arrived on the scene when the oil industry saw a series of downturns. Characteristic of this generation's agility, many potential workers turned to professions and locations more suitable to their aspirations. Hence the generational gap in our workforce and the onset of the big crew change upon us at this time. In recent years as the industry recognized the impending problem it faced, efforts were launched to mitigate adverse effects of the departure of retirement-eligible expert workers and back-fill the deficit with the next generation of workers, often known as Generation Y. This is the youngest age demographic segment recently easing into the oil field work force. Obviously this segment of the workforce continues to grow every year, but it is significant to point out that this demographic segment is projected to outnumber Generation X by the year 2010 and become the single largest age demographic segment in the workforce based on US Census Bureau data. 1 It would be reasonable to assume that the same trend holds true worldwide. In the oil industry, in particular, the hope that this generation brings is to stretch partnership and learning opportunities across the retiring generation, not only backfilling the shortfall in the number of Generation X workers, but also preserving the experience and expert knowledge of the retiring workers." @default.
• W2045954439 created "2016-06-24" @default.
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• W2045954439 date "2007-11-11" @default.
• W2045954439 modified "2023-09-27" @default.
• W2045954439 title "Generation Y in the Oil Field: Are We Ready?" @default.
• W2045954439 doi "https://doi.org/10.2118/109289-ms" @default.
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