Development And Utilization of Engineers In an Oil Company

Abstract

Abstract The efficient development and utilization of the individual engineer is one of the most vital tasks facing an oil company. Development of the young engineer starts with the training program and continues throughout his career. The training program seldom really trains an engineer, but it should show him what engineers do, what is expected of them and how they fit into the company. The first five to ten years of professional experience is the basis of all future technical and managerial growth. It is of extreme importance that the young engineer be exposed to a wide variety of assignments under a number of supervisors in a variety of locations during the initial period. The rapid development of technology has tended to produce specialized groups within engineering departments. It is essential that these departments be made to interact with other engineering groups and with nontechnical personnel. INTRODUCTION OIL COMPANIES are dependent on their engineering departments for most of their plans, programs, studies and reviews. Engineers also contribute many of the creative ideas that make a company grow. In same companies, they handle most of the field supervision. In order to be able to make these important contributions, young engineers need to go through some period of initial training. They must be allowed to develop their full potential and their must also be effective organized. This paper discusses, what can be reasonably expected from an engineering training program. Engineering development, after the initial training period, is discussed and a program is suggested that will allow the engineer to develop fully. Current organization trends are reviewed and suggestions made that will make the best use of an engineer's special talents and training. ENGINEERING TRAINING Twenty years ago, the young man graduating in engineering had a very clear idea of what he wanted the wanted a job! The present-day graduate is quite a bit more discerning the may not have a clear idea of the exact type of engineering work he wants to do, but he has definite ideas on other aspects of his future employment. Most young engineers are looking for a technically stimulating job; they also want to see that they are making a real contribution. Many have ideas that they want to work into supervisory or management jobs at an early date. What is the best way to utilize this pool of talent that is itching to be put to work? Most of the larger companies have a training program for graduate engineers. Probably the main thing in common is that programs are either being started, changed or discontinued. Most training programs are conceived as a means to train the engineer in the specialized techniques used by petroleum engineers. In practice, this is impossible in any reasonable period of time. At best, the training program acquaints the young engineer with what people do in the engineering department and how the engineering department relates to the company.