U.S. oil engineers in short supply
INTERACTIVE |
“We’re talking about energy to the very youngest students,” said Margaret Watson of the Richardson, Texas-based Society of Petroleum Engineers. “For a long time, we did a lot with high school students, but we realized we needed to go younger to make sure kids were taking the math and science courses they needed.”
Companies are using a variety of methods to grab and retain new talent.
Houston-based Stress Engineering Services Inc., whose ranks have grown from 150 five years ago to 240, instituted in 2005 an Employee Stock Ownership Plan, a stake in the company previously limited to higher-ups.
“It’s not only a good way to attract people but also to retain them,” said Stress President Joe Fowler. “We don’t lose many people.”
Shell began its recruitment program, called the Gourami Business Challenge, in Europe more than 10 years ago before exporting it to the U.S. in 2005. This year Shell doubled the number of students involved to 90.
The challenge for Reasor, Arsenault and the others, who represented 36 colleges, was to create and present a five-year business plan for Shell’s operations on the fictitious Indian Ocean island of Gourami. During the week, students had access to more than 70 Shell executives.
Shell representatives said Gourami is more an audition than a competition.
“The students are pushed,” said Lorie Hernandez, Shell’s graduate recruitment and university relations consultant. “Our intent is to look for reasons to hire people.”
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