Cookie Consent by Privacy Policies Generator website Inclusion and Talent Strategies for Energy Companies in the Middle East :

Citylife > Press Release
  Home Contact us Add to Favourites
Most Recent Postings
More Press Releses
Featured Sections

Event Finder
A daily roundup of exhibitions, promotions and other events in Dubai and the rest of the Emirates.
Submit an Event
Latest Dubai Press Releases >>

By Eric Beranger-Fenouillet, Partner, Bain & Company Middle East and Emily Emmett, Partner, Bain & Company Houston
Navigating the energy transition will be a generational challenge, requiring top-tier talent to solve incredibly complex problems. Meeting this challenge will require retaining and reskilling today's workers, while integrating new people with varied backgrounds and capabilities. Leaders will need to invest in creating inclusive organizations where everyone feels like a valued contributor with a shared purpose.
Generations of talented individuals in the Middle East have pursued careers in energy because it offered opportunities for learning, teamwork, and impact in the service of powering our communities. This will be as true in the future as it was in the past. Looking backward, the talent that made the difference was concentrated in engineering and operational disciplines. But as the energy transition expands the range of business activities that energy companies pursue, that talent base is expanding and diversifying. 
Talent strategy is becoming an existential priority in the energy sector. This is the result of several pressures challenging the ability to find, hire, and retain talent: a wave of retiring professionals, demand for new roles to build out new businesses, and a talent drain from the energy sector to technology, to name a few. To address these gaps, companies are rethinking how and where to expand the funnel for potential new hires, while also innovating and experimenting with new strategies to retain and reskill the workforce that keeps their current businesses running. 
Winning new talent with diverse new perspectives
Energy companies know they need to attract employees with new skills and capabilities, often from more diverse demographics than the current workforce. Some of this talent will need to be won over from the technology, finance, and public sectors, and they'll bring new perspectives on teaming, compensation, and location (including remote options). Like current employees, they want to feel included in the companies they work for, and they want to know they're experiencing an equitable talent journey, no matter their role. 
Bain's research found that many senior leaders may have a rosier picture of inclusivity in their companies than the new hires they're hoping will build their careers there. Across factors, senior executives rated their organizations as more inclusive than did more junior team members.
These blind spots make it harder for energy and natural resources companies to know how to make their organizations more inclusive to a more diverse pool of talent. They can make it hard to stem the “leaky bucket” effect, in which well-intentioned recruiting efforts bring in racially or gender-diverse employees—who then leave soon after because they don't feel like they belong or are included. Bain's recent research on inclusivity identified the factors that make ENR employees feel included. 
Supporting current talent
 While energy companies scrutinize and adapt talent strategies to include new sources and types of skills, it would be a mistake to assume that “legacy” talent profiles and preferences will remain unchanged. Most of the current energy workforce is highly motivated to support the energy transition and eager to apply their current capabilities and new skills to new missions. They're also keen to remain relevant and valuable in an uncertain future.
The energy sector needs a skilled workforce doing many of the same things that have kept the industry running for decades—and will remain important for years to come. Yet even established roles are changing. Leaders need to continually inspire and motivate the workforce, making sure skills don't erode, and showing these workers they remain important, valued, and included, even as their companies are transformed.
The inclusion imperative
There's no simple solution for the complex talent challenges facing the energy sector. Success will require companies to deeply engage with and draw out the full potential of new and current talent populations, and to inspire them to innovate and solve problems together, not just in parallel. We believe that improving the sense of inclusion for all employees, old and new, will be a critical enabler of the evolving talent engine required to power the energy transition.
New employees want to have a seat at the table—to be invited to help solve the challenge of how to serve their communities in more environmentally sustainable ways. Existing employees also want to contribute to new priorities and want to know their unique skills and experiences remain valuable in an uncertain future. Inclusion won't solve all of the complex talent challenges, but it will play a foundational role in any strategy.
Getting this right as an organization is complex in any scenario, even more so in an industry undergoing major disruption. The tactics that support and improve inclusion are nuanced. But we've found a few common themes across industries that feel especially relevant to today's energy landscape.
• Signal commitment. People working in energy, both new and existing employees, are looking to know that they're a part of the solution; that their organization is committed to thoughtfully navigating the transition; and that their perspectives are valued. Leaders should listen deeply, then talk openly and frequently about a sincere commitment to both the transition and fully including a diverse talent base.
• Promote growth. Everyone wants to build skills to navigate to the other side. Everyone wants to look ahead to a rewarding career path, characterized by deeper skills and expanding autonomy and authority. Invest in building clear, transparent career paths for new talent and helping existing talent understand lateral opportunities. Cultivate a growth mindset in leaders and give decision-making authority and leadership opportunities to the next generation to help build skills and confidence. 
• Facilitate connection. Scrutinize the organizational silos that exist today, and guard against reinforcing them or creating new ones. New and existing employees need to be truly integrated, with an appreciation for the roles everyone plays in serving the organization's long-term purpose and near-term strategy. Identify and experiment with tactics to strengthen connection across potential siloes, for example, through Agile teaming, cross-training, mentoring programs, and diversity affinity groups.
Navigating the energy transition will require the deliberate marriage of new and existing talent communities over many years, joining together to adopt new ways of working in support of new products and services as well as legacy business models. These are the building blocks of inclusion for a diverse population, which we see as essential to attracting, retaining, and benefiting from the full potential of the diverse talent base needed to thrive in the energy transition.

Posted by : GoDubai Editorial Team
Viewed 8253 times
Posted on : Monday, August 15, 2022  
Replication or redistribution in whole or in part is expressly prohibited without the prior written consent of
Previous Story : Russian-Deputy-Energy-Minister-Discusses-Oil-and-Gas-Market-and-Energy-Transition-with-African-Energ...
Next Story : Energy-Saving-Solutions-for-a-Sustainable-Home
Email this article Print this article

Share this article with your friends and followers


Back to Top  
Most Viewed Press Release posted in the last 7 days
  • Take A Deep Dive Into Bernhard H. Mayer's Latest Watch, the Wave Breaker [10980-Views]
  • Arab Achievements In The New Guinness World Records 2023 Book Revealed [9656-Views]
  • Time On Mars [7823-Views]
  • Pandora Reveals First Ever Art Collaboration With Keith Haring X Pandora [7593-Views]
  • Cartier Announces Deepika Padukone As An Ambassador [6097-Views]
  • The First-ever BMW XM. [5879-Views]
  • Charles Simon Disrupts Watch Industry With Innovative Accessories. [4883-Views]
  • Fyne Jewellery Re-launches The Stargazing Collection [4858-Views]
  • Mexico and Costa Rica Explore Cooperation in Culture and Knowledge Sectors ... [4703-Views]
  • Samsung Electronics Announces New Environmental Strategy [4366-Views]
  • Tanishq Takes “Every Woman A Diamond” Global [4289-Views]
  • Torrente Keeps Grip On Title Race As Zandbergen Claims Maiden Victory In It... [4145-Views]
  • GJC Felicitates Malabar Gold & Diamonds [4079-Views]
  • Up To $85 Billion Needed In Investments To Achieve Sustainable Waste Manage... [3891-Views]
  • BOCA Partners with Goshopia to Create Sustainable Uniforms for its Guest Re... [3616-Views]
  • Free Gourmet Coffee For The First 25 Diners At Le Gourmet On 1st Oct [3374-Views]
  • ADQ and OIA Identify AED 30 Billion Worth of Investment Opportunities in Om... [3333-Views]
  • Department Of Statistics And Community Development Launches Sharjah Census ... [3120-Views]
  • Dubai Customs Represents A Leading Model In Cooperating With Other Countrie... [3063-Views]
  • Ons Jabeur And Emma Raducanu Confirmed For Mubadala World Tennis Championsh... [3042-Views]
  • Emirates Literature Foundation Opens 2023 Edition Of Competitions For Stude... [2981-Views]
  • Making the Best Out of Classroom Learning with LG ProBeam [2903-Views]
  • Middle East Airlines Adopts Sita's Cloud-based Baggage Reconciliation Syste... [2841-Views]
  • Danube Properties' Dh525 Million Opalz – Its 3rd Project In 2022 – Sold Out... [2780-Views]
  • ADNOC Diadnoc Distribution Board Approves AED 1.285 Billion Interim Cash Di... [2772-Views]
  • Torno Subito Welcomes Back Its Third Edition Of ‘Massimo's Friends,' With C... [2722-Views]
  • Cisco to Showcase Latest Innovations Powering an Inclusive and Sustainable ... [2710-Views]
  • Samsung's Trade-in Offers For The Galaxy Z Series Now Available Across The ... [2685-Views]
  • Etihad Rail Moves To A Self-operating Model After Concluding Knowledge Tran... [2673-Views]
  • The Department of Municipalities and Transportation nominates 33 employees ... [2620-Views]
  • Abu Dhabi Music & Arts Foundation Supports Emirati Artist Maitha Abdalla's ... [2604-Views]
  • Oman Rail and Etihad Rail Joint Venture Board Of Directors Holds Inaugural ... [2604-Views]
  • Sameer Garde to Become CEO of Capillary; Aneesh Reddy to serve as Vice Chai... [2550-Views]
  • IATA to Trial CO2 Emission Calculator for Air Cargo with Etihad [2550-Views]
  • Ogilvy PR Launches Global Business Influence Offer [2460-Views]
  • IGCF 2022: Nama's Inspiring Sessions To Highlight Women's Achievements and ... [2444-Views]
  • Emirates Motor Company Sees First AMG-only Service Weekend [2419-Views]
  • MEBAA Show 2022 Set To Welcome New International Exhibitors As Business Avi... [2415-Views]
  • Galaxy A series' Fun Mode Hits Landmark of 2.5 Billion Usage [2394-Views]
  • Carrefour's 27th Anniversary [2390-Views]
  • Air Cargo Priorities: Sustainability, Modernization, Safety & People [2378-Views]
  • For The Ultimate Premium TV Viewing Experience, Look Not Beyond TCL's C835 ... [2378-Views]
  • Kia ‘opposites United' Design Philosophy Celebrated At Unique Seoul Exhibit... [2358-Views]
  • ISO Annual Meeting 2022 In Abu Dhabi Ends With Call To Harmonize Standards ... [2337-Views]
  • UAE Banks Federation Audit Committee Holds Its Sixth Meeting (and second fo... [2321-Views]
  • DLD Mo'asher: August 2022 Records Highest Sales Transactions Worth AED 24.3... [2271-Views]
  • Imam Turki Bin Abdullah Royal Nature Reserve Development Authority (ITBA) P... [2259-Views]
  • Art Season Begins With New Exhibition, Artist Talks, Folklore Workshops And... [2251-Views]
  • Fruit Attraction 2022 Opens Tomorrow With Record Numbers Anticipated; KSA a... [2243-Views]
  • Etihad Airways To Host Arab Air Carriers' Organization AGM [2226-Views]