Competency Development
SIPPAR’s Employee morale and engagement have been thought of as key factors in operational excellence. Where morale is low, the belief was that QHSE and other indicators would be worse than where it was high. Proving this concept has been difficult, but where it is proven true, then programs to engage employees could be more easily justified. Sippar has assessed employee engagement and found a strong correlation between employee engagement and improved HSE, operational and financial results, and reduced employee attrition.
A complete approach to assess employee engagement was used, examining all factors that make employees feel valued - career development, training, company direction, supervisor support, reward, and recognition - with emphasis on how well the Company is developing them, how strongly they believe they have a future with the Company, and how actively their supervisors support them.
Because these issues so strongly affect employee engagement, a unique methodology was established for promoting improved performance and employee development. The services delivered annually are performed using a set of standard processes. Operational and HSE performance metrics linked to these processes provide the basis for identifying critical competencies associated with each process applicable to specific job roles. In turn, training and development programs are based on the competencies required.
Employee Engagement levels are predictors of business and QHSE performance and improved employee retention.
- Developing the right competencies provides the key linkage between employee development opportunities and operational results.
- Utilizing a continuous improvement cycle in which operational and HSE results indicate opportunities for employee competencies provides a systemic approach for operational, business, and HSE improvements.
- Make all employees aware of the QHSE consequences, actual or potential, of their work activities, their behavior, the QHSE benefits of improved personal performance; their roles and responsibilities; and importance in achieving conformity to the QHSE policy and procedures and the requirements of the QHSE management system, including emergency preparedness and response requirements. Also, make them aware of the potential consequences of departure from specified procedures.
It has long been said that "people are our most important asset" and that focusing on our people's development and engagement will pay off in better business performance. Proving this broadly accepted principle has proven to be a challenge. In addition to attempting to prove the correlation, questions always remain about what actions can a company, managers, and supervisors take to develop their people and treat them, in fact, like a company's most important asset.
