Training and development of expatriates in oil and gas company

In order to compete successfully in a global market, more oil and gas companies are
focusing on the role of human resources as a critical part of their core competency and
source of competitive advantage. In general, training programmes have very specific
and quantifiable goals, like operating a particular piece of machinery, understanding a
specific process, or performing certain procedures with great precision. Developmental
programmes, on the other hand, concentrate on broader skills that are applicable to a
wider variety of situations, such as decision making, leadership skills, and goal setting.
With the inexorable rise in demand for energy, the oil and gas industry is tasked with
finding new sources of traditional and new forms of energy. This search invariably leads
companies to operate in remote and, sometimes, dangerous regions where a lack of
unambiguous communication or cultural understanding can put lives at risk. To make
sure, that health and safety procedures have adhered training and development for
expatriates is necessary. Many agencies provide training and consultancy to national
and commercially independent oil and gas companies, renewable energy firms and the
wider petrochemical industry to support their international growth strategy by providing
intercultural and language training for expatriates.
This training is useful as it provides international employees with an idea of what they
are in for, giving them the opportunity to assess their suitability for the assignment. The
purpose of this type of training is to help the expatriate settle into the new location,
including living and working demands. Preliminary visits are an important part of this
training as they can facilitate a further understanding of the culture and familiarize the
employee with their future surroundings and colleagues. Other forms of training involved
in the pre-departure training program include learning the language and culture of the
new country. Even though the corporate language is often English, learning the native
language will be beneficial for the employee in matters outside of the office.
International assignees are an important asset to a company’s staff breakdown. Not
only do they promote management development by exposing different perspectives and
viewpoints on organizational practices and business matters, but they are also able to
enhance staff knowledge and competence, as well as develop social capital and create
more business relationships. As international assignments offer both organizational and
personal (professional) gain, when done correctly, they are encouraged. When
preparing for an international assignment it is important to invest in adequate forms of
pre-departure and on assignment training.
In order to increase the successfulness of the growth of not only oil and gas company
but in every company, these programs need to focus on cross-cultural training and
management. International assignments are lengthy and costly, and sometimes with the
result of the venture uncertain, not all organizations have the resources (time, money,
technology, infrastructure, and other capital) to carry out this type of relocation
successfully. Despite the advantages, international assignments bring to the
organization and employees carrying them out, it would be more disadvantageous for
an un-resourceful company to have a failed international assignment than to not have
had one at all.