Abstract
Talent & Technology The global nature of the workplace in the petroleum industry has introduced a new challenge to our competitive business landscape: the development of soft competencies as a critically important element in driving productivity. Soft skills as an element of sustainability brings success to individuals and organizations in a variety of workplace activities, such as forging alliances, creating a team harmony that produces collaboration and innovation, and managing and using the human and system components to influence outcomes and achieve business goals. As the nature of workplace engagement shifts, soft competencies provide individuals with the ability to manage the social, cultural, technical, and environmental expectations of both the individuals and their organizations. In an October 2013 JPT article, the Soft Skills Committee of SPE introduced the Soft Competency Matrix, which is governed by attributes stemming from progression in people capabilities and actions; growth and augmentation of human capabilities with age and experience; and socioeconomic, cultural, and traditional dimensions (Figs. 1 and 2). The authors noted that while the first two elements were governed by a continuing journey through time and personal maturity dimensions, the changes in the third element could be abrupt depending on the attributes needed for the new work assignment. Global Challenge for SPE The use of the matrix allows individuals to measure their soft competency level against the expectation to identify current gaps and chart an improvement path. This is obviously a starting point for engagement to better manage and prepare for the ongoing changes and to save time to autonomy for our industry professionals. Moving from a world primarily defined by the location business needs and technical capabilities to one that also emphasizes soft competency as a requirement for success allows the employers to assess the competency gaps in their employees’ soft skills.
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