2015 SGA Management Conference
Talent Acquisition For Technical Roles and Veterans
April 17, 2015
© 2013 The Williams Companies, Inc. All rights reserved.
2015 Management Conference - SGA
Session Overview
Kerry Clapp –VP Volume Management

Industry Talent Outlook

Challenges facing companies related to the talent gap and the increasing importance on
attracting, retaining and engaging qualified talent
Sloan Yates – Manager, Talent Acquisition

Workforce planning initiatives

Discuss four key strategies to talent acquisition

Provide overview on historical JMO and technical recruiting strategies
Roundtable Discussion
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© 2013 The Williams Companies, Inc. All rights reserved.
2015 Management Conference - SGA
Talent Outlook for the Oil & Gas Industry
 The Oil & Gas industry is suffering from two main issues in terms of
human capital resulting in a Talent Gap for many companies
 The industry in affected by a shortage of skilled staff specifically in engineering and
technical roles
 A large number of experienced employees will retire leaving a significant gap in
experience
 Key features of the Talent Gap
 Industry growth resulting in Increased demand for highly specialized and experienced
jobs
 Supply constraints / limited number of skilled candidates in the market
 Increased rivalry among companies competing for qualified and high performing talent
 Rising technical complexity
 Attrition is rising and qualified employees are increasingly difficult to attract and retain
 These factors contributing to the talent gap represent significant risks to
the business
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© 2013 The Williams Companies, Inc. All rights reserved.
2015 Management Conference - SGA
Talent Outlook for the Oil & Gas Industry
 Most organizations are experiencing talent shortages in many of their
operating areas in regions with large capital projects and a limited
experience pool
 These talent shortages are raising significant business risks
 The demand for experienced talent continues to rise
 There are not enough skilled candidates in the market
 Attrition is rising and qualified employees are increasingly difficult to
attract and retain
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© 2013 The Williams Companies, Inc. All rights reserved.
2015 Management Conference - SGA
Workforce Planning
 Understanding staffing needs is critical to your organizations success
 Build an understanding of the talent gap to perform a rigorous analysis of the mismatch
between supply and demand by beginning with fundamental questions
 What will the business look like over the next five years?
 How are the business’s needs changing?
 How many employees will the company need in each discipline, geography or functional unit?
 What skills must those individuals have?
 Address aging workforce / retirement eligible employees
 Flexible work schedules and mentoring programs are options to consider in addressing
the aging workforce
 Leading companies construct scenarios based on quantitative factors
related to their business and capital projects
 Develop a targeted recruiting strategy to address the current and future
needs of the organization that is aligned with the workforce planning
efforts
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© 2013 The Williams Companies, Inc. All rights reserved.
2015 Management Conference - SGA
Recruiting Strategies
Talent
Acquisition
(“Buy”)
Contingent
(“Borrow”)
Recruitment
Strategies
Talent
Development
(“Build”)
Talent
Deployment
(“Transform”)
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© 2013 The Williams Companies, Inc. All rights reserved.
2015 Management Conference - SGA
Talent Strategies
 Talent Acquisition - (“buy” strategy)
 In a competitive job market, companies are competing for the same skillset
 Differentiating themselves through pay, benefits, location, development, career
progression, and many others factors
 Contingent Workforce - (“borrow” strategy)
 Contract / Leased Workers (short term fix)
 Talent Deployment - (“transform” strategy)
 Automation
 Streamlining processes
 Talent Development - (“build” strategy)
 Long term strategy
 Focus on internal development
 Sourcing talent from industries / areas with complementary skill sets
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© 2013 The Williams Companies, Inc. All rights reserved.
2015 Management Conference - SGA
Overcoming the Talent Gap
 Companies must develop a strategy based on recruiting and retaining
employees. HR departments try to fill the talent gap by:
 Promoting and highlighting the benefits of working in the oil and gas industry
 Communicating efficiently with the young generation
 Offering competitive compensation and communicating total rewards
 Providing flexibility
 Implementing a talent development program
 Deploy targeted local sourcing of talent to increase retention and reduce relocation
costs
 Supporting professionals in other sectors to make the transition to the oil and gas
industry
 Military
 Technical programs
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© 2013 The Williams Companies, Inc. All rights reserved.
Workforce Planning - Why Recruit for Military?
 Veterans represent one of the most underutilized talent pools in our
country
 One of the most significant challenges our veterans face is a
corporation’s inability to understand and translate the skills of military
service into a meaningful private sector role,” said former Defense
Secretary Robert M. Gates.
 It is important to recognize the challenge associated with identifying,
translating and targeting military skill sets into complimentary roles
within your organization

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Collaborate with the internal and external resources to establish a base-line
military candidate profile for specific roles
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© 2013 The Williams Companies, Inc. All rights reserved.
Fundamental Traits of a Veteran
 According to the U.S. Department of Labor Veteran’s Employment and
Training Service, here are the top reasons to hire veterans.
 Integrity
 Leadership / Teamwork
 Respect for procedures
 Conscious of health and safety standards
 Technical knowledge
 Work Ethic - strong sense of initiative and responsibility
 Proven mobile workforce
 Accelerated learning curve
 Diversity Inclusion in action
 Efficient performance under pressure
 Triumph over adversity
 Tax Credits
 Background Checks and Security Clearances
 Government Paid Relocation Assistance
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© 2013 The Williams Companies, Inc. All rights reserved.
Components of a Military Recruiting Program
Retention Program
Outreach Strategy
Translate Skills
Sourcing Strategy
Education (Leadership, Recruiters,
Hiring Manager, etc.)
Identify Roles/Stakeholders
Build the Business Case
Source: The Value of a Veteran Presentation: “Business Case For Hiring Veterans”
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© 2013 The Williams Companies, Inc. All rights reserved.
Military to Operations Sourcing Strategy
 There are military-specific and other sources where you can find
veterans:
 Military Placement Firms
 Military Job Boards
 Military Career Fairs
 Military Professional Associations
 Military Post/Base Transition Centers
 Local National Guard & Reserve Units
 College Campuses
 Government Resources
 Social Networking Sites
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© 2013 The Williams Companies, Inc. All rights reserved.
Military Position Profiles
 Consider creating a Military Position Profile for various roles to help
target specific skills and experience
 This profile will be serve as a baseline to help educate leaders of the organization on
military codes, ranks, skills, leadership and compensation levels
 Additionally, the Military Position Profiles will also help leaders infer
skills and abilities from a veteran’s resume
 For example, as a sharpshooter we should understand the core values, skills and
expertise this role encompasses
Teamwork /
Leadership
Ability to carry out
work with minimal
supervision
Deliver on highpriority objectives
with minimal
room for failure
High pressure
situations
Attention to detail
Working under
strict deadlines
 Target Rank: Enlisted
 Target Grade: E-5 through E-7 (commensurate with the WMB operations tech pay scale)
 Complementary Skills:
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
Military Occupational Specialty Codes

DD Form 2586
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© 2013 The Williams Companies, Inc. All rights reserved.
Understanding Military Ranks
 The following is a description of the ranks and associated grades
commonly found within various the military branches
O
WO
NCO
E
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• Commissioned Officers - generally receive training as leadership and management generalists, in addition to
training relating to their specific military occupational specialist or function in the military. A minimum of a
Bachelor’s Degree.
• Grades: Junior Officers O-1 through O-3; Sr. Officers O-4 through O-6; General Officers O-7 through O-10
• Warrant Officers - are rated as an Officer above the senior-most enlisted ranks, as well as Officer Cadets and
candidates, but below the officer grade of O-1. Warrant officers are highly skilled, single-track specialty. (Note:
The Air Force no longer has the rank of WO)
• Grades: W-1 through W-5
• Non-Commissioned Officers - (usually) obtain their position of authority by promotion from the lower ranks
• Grades: in the Army, Marines and Air Force, grades of E-6 and above are considered Senior NCOs, while in the
Navy and Coast Guard E-7 and above are Senior NCOs
• Enlisted - enlisted service personnel perform jobs specific to their own occupational specialty
• Grades: E-1 through E-9
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© 2013 The Williams Companies, Inc. All rights reserved.
Military Recruiting Outreach Strategy
 Attend selected on-base and other military job fairs at
targeted bases
 Develop a military page on your company’s website and
social media pages.
 To include stories of transitioning military veterans to your company, produce
a recruiting video, upcoming events, etc.
 Complete all criteria to become a “Military Friendly
Employer”
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© 2013 The Williams Companies, Inc. All rights reserved.
Military to Operations Program
Veteran Transition Training
 Consider a rotational program to transition and provide veterans with a
foundational understanding of the Oil & Gas Industry, the culture and
business of your company and introductions into various disciplines
 For Example: A four week curriculum focusing on the following:
 Week 1 - Welcome / Onboarding
 Oil and Gas Industry 101
 Week 2 - EHS and Compliance
 Environmental, Health and Safety Standards and Compliance
 Week 3 - Business Skills
 Business Acumen, Writing / Soft Skills, Leadership
 Week 4 - Operations / Facility Exposure
 Day 1 - Measurement
 Day 2 - Instrumentation and Electrical
 Day 3 - Compression Operations
 Day 4 - Facilities Operations
 Day 5 - Pipeline Operations
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© 2013 The Williams Companies, Inc. All rights reserved.
Incentives
 Veterans Opportunity to Work (VOW) Act of 2011
 Tax credit of up to $5,600 for hiring veterans who have been looking for a job for more
than six months, as well as a $2,400 credit for veterans who are unemployed for more
than 4 weeks, but less than 6 months
 Tax credit of up to $9,600 for hiring veterans with service-connected disabilities who
have been looking for a job for more than six months.
 Returning Heroes / Wounded Warrior Tax Credits for each Veteran
hired
 If hired through VA Vocational Rehabilitation Program, VA picks up 50%
of first six month's salary
 Reduced Training and Recruitment Costs
 Public Relations
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© 2013 The Williams Companies, Inc. All rights reserved.
2015 Management Conference - SGA
Roundtable
 Are other SGA member companies experiencing a talent gap?
 If so, in what areas?
 What are some of the challenges you face with attracting this talent?
 Have you implemented specific programs to help curb attrition?
 If so, what are some of the programs?
 Flexible schedules?
 Stock grants for employees?
 Development programs
 Is your organization investing internally in their talent?
 How is this investment measured?
 Does anyone have a military / veteran program?
 Do you see the value of hiring veterans?
 What roles are you specifically targeting?
 Do you recruit from bases or utilize military placement firms?
 Do you currently or do you plan to partner with any technical schools to
help develop curriculum that will support your business needs?
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© 2013 The Williams Companies, Inc. All rights reserved.