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5 ADVOGADO(A) JÚNIOR Text I Millennials – The next generation of oil and gas talent Good oil and gas talent is in short supply. Combine the so-called “Big Shift Change” with the reduced number of students applying for and completing STEM (Science, Technology, Engineering and Mathematics) 5 courses in college, and there is a serious concern about where the next generation of industry talent will come from. As oil and gas companies bring in new talent to meet staffing demands, CEB research shows that 10 five-in-six hiring managers believe their new graduate hires present a lack of the skills and knowledge they consider necessary. But rather than changing their hiring strategies to find candidates with the potential to learn and develop those skills and knowledge, many 15 companies continue to waste money on ineffective and poorly targeted recruitment programs. As a result, these companies are forced to replace a growing percentage of their graduate hires within the first year. One thing is for certain – millennials, or workers born 20 between 1980 and 2000, will be a critical part of the oil and gas workforce of tomorrow. So how can today’s oil and gas leaders find strong millennial talent who make an impact quickly? We’ve identified several tips for companies that want to see greater return on 25 investment for millennial recruitment. 1. Broaden your net beyond only those with top grades and use objective assessments Strong academic performers aren’t always those who will perform best in the job. Recruiting from good 30 schools and evaluating academic performance will always be important, and every company wants to hire smart people. However, grades are not a perfect measure of how smart someone is, and they do not necessarily reflect all the characteristics that make 35 a person successful on the job. The job candidate with a 3.1 GPA who worked full-time while going to school may have demonstrated drive, motivation, time management and resourcefulness – all of which are beneficial on the job. This person can be just as qualified 40 as a top student. Using objective assessments to measure employability – a comprehensive evaluation of hard and soft skills and overall potential – improves the odds of finding the right hires for the business. 2. Use, but don’t overestimate, social media 45 Unsurprisingly, millennials are more likely than any other generation to use social media to learn about organizations. Nonetheless, less than a third actually ADVOGADO(A) JÚNIOR trust the information they receive through social channels. Regardless of generation, job seekers 50 place the most trust in personal connections such as friends and family, so continue to invest in traditional channels such as on-campus recruiting, job fairs, and referral programs. Using technology and social media in the recruiting process is important, but they should supplement and enhance existing efforts rather than 55 replace them. 3. Understand millennial motivations To attract the best millennial workers, understand what motivates them. Our research shows this generation is actually motivated by opportunities to develop and 60 grow, demonstrate the talents they have, and move up in the company, rather than by salary. Incidentally, other generations are interested in these things too, and showing a commitment to developing employees will help retain existing employees as well as attract 65 new ones. 4. Remember that new hires don’t always have to be work-ready Graduate hires may not have the necessary skills to 70 be successful on day one. When casting a wider net to find new talent, look for ways to assess candidates’ capacity to learn, drive for achievement and ability to work effectively with others. There is an increased likelihood that candidates with high measures in 75 those areas can develop into successful employees, even if they do not possess the full range of technical knowledge and skills when hired. Once they are hired, identify and invest in developing the skills that graduates need to flourish in the job today and 80 prepare for future roles. 5. Avoid recruiting simply to fill vacancies Successful companies find a balance between responding to management demands to fill current vacancies and securing the right people to meet 85 long-term business needs. Openings will always need to be filled, but the urgency to hire for today’s vacancies should be tempered with the goal of hiring people who will grow with the organization. Many successful oil and gas companies are hiring for fit with 90 the overall company rather than for a specific job. A talented engineer with strong capacity for learning and potential for growth is someone worth investing in, even if a perfect role isn’t available at the present time. 95 6. Offer diverse experiences A common myth about millennials is that they are only looking to stay with a given company for a short time before moving on. However, our research shows that millennials view employment stability as very important 100 but they are also looking for varied experiences. By offering diverse career experiences and clarifying the 6 benefit of moves with the organization, millennials will be more likely to stay in one place. With a growing need for new talent in the sector, most 105 oil and gas companies will feel pressure to hire new millennial employees as rapidly as possible. However, making incorrect assumptions about how millennials think and hiring for short-term rather than long-term goals will be ineffective. Companies will see the most 110 success in attracting top millennial talent by taking a more thoughtful, objective and company-specific approach to hiring. Available at: <http://www.pennenergy.com/articles/pennenergy/ 2014/10/millennials-the-next-generation-of-oil-and-gas-talent.html>. Retrieved on: Apr. 30th, 2015. Adapted. The main purpose of Text I is to