A Leading model on evaluation and training strategies for national workforces in international organisations
Article written by R, L Grice. K, Plato. & A, Zuniga - Introduced at Society of Petroleum Engineers APOGCE 2008 Perth, Australia
The paper described the strategy for meeting the needs of the national workforce of the new LNG Plant in Peru. Peru LNG will have a capacity of 4.4 million tons per year and be operational in Q2 2010. The majority share owner is the Hunt Oil Company. The operating company, COLP, is initially employing experienced expatriate workers with phased replacement by trained Peruvian workers over a ten year period.
a) Over 3000 applicants for training were given a series of tests benchmarked against USA and UK education standards. Following statistical analysis, face to face interviews and psychology tests, contracts were offered to 47 nationals.
b) From these 47, COLP identified three discrete groups:-
‘fast tracked’ / two years / three years technical training utilising NVQ standards to assure adequate measurement and BTEC National Diploma with additional plant specific LNG modules. Training will be delivered in Peru, benefiting local colleges by introducing international learning standards ensuring future sustainability for the project.
c) Expatriate workers responsible for training will have a comprehensive coaching and mentoring training programme with ‘in-house’ NVQ Assessors and Verifiers and a Learning Management System will be used to track the trainees’ development.
d) The Competence Development Programme will form an integral part of the Performance Management System, compensation being based on competence and performance rather than ‘time-serving’.
e) Specially developed E-Learning plant specific modules will assist all the employees who will have ‘live’ Personal Development Plans.
This model could be utilised by new or existing LNG/ refinery