Deloitte: Time Right to Reinvent Human Resources Profession in Oil, Gas

Deloitte: Time Right to Reinvent Human Resources Profession in Oil, Gas
An Australian oil and gas industry in transition has provided a platform for human resources professionals to deliver a more valuable service, Deloitte says.

The human resources (HR) profession can take advantage of Australia’s changing oil and gas marketplace to evolve and improve how it meets the demands of the industry, according to Julie Harrison, human capital partner at Deloitte Australia.

Ahead of the professional services company releasing its 2015 Global Human Capital Trends this month, Harrison provided an insight into the top five issues and challenges facing the Australian oil and gas industry:

  • leadership
  • culture engagement
  • learning and development
  • workforce on demand
  • reinventing HR

Despite being fairly consistent with the trends of previous years the extent of how important each issue currently is has adjusted to reflect an Australian industry now in a transitional phase.

Julie Harrison
Julie Harrison
Julie Harrison, Human Capital Partner, Deloitte Australia Source: Deloitte Australia

Major projects in the country’s booming liquefied natural gas (LNG) industry are largely moving from construction to operations, while significantly lower commodity prices have forced substantial labor and cost cutbacks at all levels.

Timely for HR Reinvention as Australia’s LNG Sector Moves into Operations

Harrison believes this has created an opportunity for reinvention from a human capital perspective as the growing importance of leadership, organizational culture, and learning and development come to the fore.

“The timing is right to really take a good look at HR and do some great work to reinvent it by making sure it is really focused on being part of the business strategy,” Harrison told Rigzone on the sidelines at the Australasian Oil & Gas (AOG) Exhibition & Conference in Perth this week.

“Looking at commodity prices you have to be really focused on the size, scope and scale of the HR function, and what is right for the business and the environment.

“This would really be a great thing for the HR function to be doing, to be on the front foot about it instead of being forced to do it by the business.”

Deloitte’s research for the report has involved surveys and interviews with more than 3,300 business and HR leaders from 106 countries, with oil and gas a prominent industry reviewed in Australia.


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