Companies often consider training as a “stand alone” process with no ties or links to the major features of their business strategy nor to other parts of the total training & development system, such as the surrounding environment of its different components, methods selection procedures, or the various burdens affecting employee training. Linking employee Training & Development activities with other activities (e.g. career pathing, performance appraisal and reward systems and management by objectives) would put training in a perspective and give the trainee an incentive to learn and apply learned norms.
While there is evidence that a considerable amount of existing employee Training & Development is undertaken by the Oil & Gas companies and their commitment to the continuous training & development of the staff at all levels of the workplace is underestimated, our companies’ approach to the continuous training & development of existing workforce is systematic and dependent on the initiation and enthusiasm of employees and on the government requirements. Training opportunities, both formal and less formal, are open to all staff, and there is no pressure on employees to engage in training and development as we follow your companies’ processes & strategies. When companies don’t have T&D qualified specialists they can rely on our personalities, and existing skills and knowledge of our workforce to address these issues.