Drivers of training and talent development: insights from oil and gas MNCs in Nigeria

i. Write an introduction paragraph. 

      Human capital investment, especially employer-funded training, has always been

considered as the key to improve the company's performance and prepare employees for the
changes brought about by the company's product mix and wider environment (Amadeo
2022). In the development of personal, organizational, dynamic capabilities and the
sustainable competitive performance of the company at various levels, investment in training
and skills development plays an important role (Frost 2019). There is evidence that the
impact of training and education on improving national competitiveness and reducing
unemployment rate is constantly being studied according to policies. However, according to
the different stages of development of each country, we should improve the educational
facilities of a country by developing the base of technique and knowledge.

      The macro performance can be achieved only when the investment or self-financing
training arrangements for employers are in place at the middle and micro levels. The gap in
the oil and gas industry of Nigeria's can be solved by making talent investment decisions
through research but Nigeria has not conducted any research. For this country, which is
considered a market economy of middle-income and mixed emerging, the research on this
relatively underdeveloped industry can fill a major background space. For employment and
stable income, the resources and production of Nigeria widespread dependence on agriculture
(Maxwell 2018), its oil and gas sector contribute significantly to the country's GDP, and the
other economic centre. It has gaps in various skills and infrastructure, and its score in
business convenience is very low. Ranking of "Business convenience" of World Bank, it
ranks 169th among 190 countries. The report of 2016 World Economic Forum
competitiveness, once more ranked 127th out of 138 countries evaluated. All the reports
show that Nigeria is not performing well in maximized use for the resources of natural and
manpower capital. However, it’s required to deepen the learning of investing about employer-
funded training and skill development in this system gap, so as to manage the key talents of
the company in the industry of O&G (Opus Kinetic People Empowerment 2020). Exploring
ways to cultivate skills related to the development of important departments of the company
is a key case worthy of study.
ii. State the overall purpose and the main theme of the article. 

The main theme of the article is Drivers of training and talent development in oil and gas
(O&G) multinational companies (MNCs). The overall purpose of the article is to study the
main drivers, nature and extent of employee training in oil and gas (O&G) multinational
companies (MNCs). Based on understanding from 16 Nigerian oil and gas industry managers,
we have discovered three key areas that drive training regulations and decisions of talent
development. This study therefore further developed an integrated model to guide and
moderate training factors. Exploring the practical intent of the study and the significance for
training and development research. We address this question by examining how companies
make investment decisions in the talent context in the industry of Nigeria oil and gas (O&G).
Despite this, a few people will examine the drivers of employee training in multinational
companies, and no one in Nigeria has carried out a study so far. A study of this untapped
sector in a nation considered to be a market economy of middle-income and mixed emerging
could therefore fill a major contextual gap. We therefore need to understand more about how
companies are going to fund employer-sponsored training and skills development in order to
manage their major talent in the oil and gas industry in this gap in the system. Therefore, a
key case to examine is how and why companies are exploring skills development in relation
to this important industry development. Firstly, we will examine what causes drive staff
training and talent development in multinational companies in the Nigeria oil and gas
industry? Secondly, we will examine what is the character and scope of training programmes
offered by multinational companies in the oil and gas area? Lastly, we will examine to what
degree multinational companies in the oil and gas sector standardize their staff training
program? (Oseghale, RO, Malik, A, Nyuur, RB, Pereira, V& Ellis, FYA 2018).

iii. Write about the research methodology and the results. 

Research Methodology:
According to the article, the data collected from the case study companies for the studies
purpose was done by using purposive sampling strategy. The three companies that were
involved in this article after selection were PetCo, OilCo and OilMart. These selected
companies’ HR managers gave positive responses when they were officially contacted for
permission to participate in this case studies. PetCo, OilCo and OilMart were publicly known
in the year 1951, 1956 and 2003 respectively. In the Nigerian market, these selected
companies were major in manufacture and synthesis of petroleum products. OilCo was a
MNC appendant in French, PetCo were an appendant of MNC in America in the petroleum
sector, OilMart was a Nigeria national oil company which owns appendant companies in
some other countries which are neighbouring African. These three companies each have more
than 100 employees. Between the collection of data from June 2015 to January 2016, these
companies employed 10-25 fresh graduate employees every 2 years.

The data required for the use in this article were gathered through semi-structured interviews
with the HR manager or senior manager. To quickly research the major factors influencing
the training of new graduate staff, an interview schedule was established as a portion of a
specific case study protocol. To offset any limitations related to interview schedule,
respondents were requested to ask follow up problems on certain matters. There were 16
interviewees selected, each of them were from various levels of HR and management to
obtain detailed and varied information from employees who were knowledgeable. The
interviewer included HR business manager, managers of logistics, HR supervisors, manager
of career, development officers and counseling head units. The interview data were supported
by auxiliary data collected from each company's annual report and official websites. This
method was useful for collecting more informative data, and it also validated information
provided during semi-structured interviews.

Result
With the data collected, few steps were taken to analyse it. First, transcripts were made from
the interviews. Second, before they were coding it according to the main phrases in the
reviewed literature, the transcript was reread. Third, read the text snippets in the development
code repeatedly before developing the theme. A concise summary of each companies’
testimony and data was sent to the manager of each selected company for verification. This
process leads to the personal identification and classification, training organizational and
external drivers. In addition, other modes emerged in the dataset, consisting of the training
nature and extent.

Final results revealed that employees from the 3 selected companies have continuous
training. Before being assigned to other roles, fresh graduates start their professional career
with 3 months to 1-year training in the company. Companies also make sure all employees
are involved in at least one training plan within a year in each of the different roles.
iv. Discuss your impressions of the usefulness of the article.
According to this article, we learn that a highly skilled and knowledgeable workforce is a
company's greatest asset. In order to ensure the career ambitions and development of
employees, health and safety issues are at the top of the organizational agenda. Therefore,
they strive to provide these employees with the latest technology to help them do their jobs
safely and effectively. Besides, the maintenance tasks also need to be scheduled specifically
by organization to reflect the planned operability of the equipment (Viking engineering n.d.).
There are three main dimensions to facilitate training delivery and talent growth decisions to
examine the nature of the extent of employee training. Which are the external, internal
organizational and individual level factors. Hence, companies need to develop relevant
training programs based on all these issues. For example, employees often lack appropriate
technical and conduct skills when they first enter this industry. So, in order to assure that all
employees obtain the suitable competencies and knowledge, companies in the oil and gas
industry regularly train them and develop extensive training programs for all employees.
Furthermore, for the individual dimension, the main concern is whether employees have the
correct knowledge, skills, or abilities to fulfil their needs, perform their roles, and generally
contribute to the company's success. Such as, the right way for operations and management.
Moreover, we also found that both individual-level elements and the strategic direction of the
company's skills enhancement and training moderated the immediate influence of external
and internal factors. These findings and the consequent structures enhance our understanding
of the nature and level of training in the O&G industry and in emerging countries. Lastly, the
occurrence of external triggers, like community-based crime and industrial education
promotion programs, are the extra factors that promote oil and gas training in Nigeria. For
instance, the kidnappings in the oil industry around 2015 have forced companies to offer
training to safeguard employees from the risk of kidnapping. Therefore, in order to benefit
from training for our company, we need to train the upcoming labour force through industry
outreach programmes in Nigeria.

v. Write a conclusion paragraph. 

       This article is about insights from Nigerian oil and gas multinationals as drivers of
training and talent development. In the development of personal, organizational, dynamic
capabilities and the sustainable competitive performance of the company at various levels,
investment in training and skills development plays an important role There is evidence that
the impact of training and education on improving national competitiveness and reducing
unemployment rate is constantly being studied according to policies. However, we should
create skills and knowledge bases in accordance with each country's stage of development in
order to strengthen a country's education sector. In the World Bank's "Business Convenience"
index, it is placed 169th out of 190 countries. Nigeria was once again placed 127th out of 138
nations analyzed in the 2016 World Economic Forum competitiveness statement. By
examining the major antecedents, mediators, and moderators in a Nigeria culture, we come
up with the growing literature on training decisions.

       The main goal of this article is to investigate the main drivers, characteristics, and
employee training scope within international oil and gas corporations (MNCs). The research's
practical results are examined, in addition the inference for training and development
research. As a result, the organization goes to considerable lengths to hire the greatest
employees. Kidnappings in the oil business, for example, pushed corporations to give training
to safeguard employees against the threat of kidnapping around 2015.

       The final result revealed that employees from the three firms chosen receive ongoing
training. Fresh graduates begin their professional careers with 3 to 1 year of on-the-job
training before being allocated to any post. Companies also require that all workers attend at
least one training session each year in their various responsibilities. We think that training
and development really plays a very important role for a company because it is good for
everyone to achieve the company’s goals and objectives.