With experienced professionals retiring faster than technical graduates are joining the industry, the ability to attract, retain and develop highly talented people has become a business imperative. In this article we examine how Indonesia’s national oil company, Pertamina, enhanced its graduate development programme.
Maximising the technical ability of its workforce is a principal corporate value for Pertamina, which, like other oil and gas companies, is facing huge exploration and production challenges. To ensure that it continued to build the pipeline of high-calibre talent that is critical for future projects, its management team evaluated the value proposition for graduates.
“We found that our graduate development programme was not always providing a compelling reason for talent to come to us,” says Rahardjo, Vice President Upstream Technology, Pertamina. “We did not have a structured process or framework for developing graduates. The content and duration of our graduate development programmes varied across disciplines, our review and assessment processes were not consistent and we were not always providing graduates with the right experiences. To meet our aspiration of attracting and retaining highly talented people we had to do better.”
Shell is widely recognised as having one of the best graduate development programmes in the industry. Rob Bevan, Senior Performance Improvement and Implementation Manager, Shell Global Solutions emphasises that it was crucial that Pertamina should adapt this graduate programme to meet its needs. “If Pertamina had attempted to simply apply the Shell programme it would not have worked because the two organisations are quite different, so it was vital that it was tailored to their specific requirements,” he says. “What we codeveloped with Pertamina had many similarities to the Shell programme.”