Elena Raevskaya
Training Efficiency Manager
Gazprom Neft
Participates in
TECHNICAL PROGRAMME | Energy Leadership
Human Capital - Attracting, Training and Retaining
Forum 30 | Digital Poster Plaza 5
30
April
10:00
12:00
UTC+3
The Industry Challenge
The global oil and gas industry is facing a "perfect storm" of talent management challenges:
Our Strategic Response – Learning as an Investment
Our answer to this challenge is a fundamental shift in perspective:
The Data Doesn't Lie
94% of employees would stay at a company longer if it invested in their learning and development.
70% of employees say training in new skills has helped them become more productive and confident in their status.
Our Case Study
At Gazprom Neft, we have moved from theory to practice by creating a comprehensive learning evaluation system.
Focus: Leadership development programs honing specific skills: effective feedback, conducting productive meetings, and data visualization for team performance.
Multi-Format Approach: We utilize a blend of online and offline formats, micro-learning, digital simulators for skill practice, focus groups, and in-depth interviews.
Multi-Level Evaluation: Our assessment goes beyond simple satisfaction.
This project now covers 80% of all key asset leaders across the company.
This project is unique due to its scale and the high level of detail in its execution.
Conclusion & Call to Action:
An effective educational evaluation system is the key to transforming a Corporate University from a cost center into a factory that produces loyal and highly effective employees. This is a critical success factor for the entire industry's future.
Without measuring skill application and business impact, we are flying blind.
The global oil and gas industry is facing a "perfect storm" of talent management challenges:
- The "Brain Drain": We are experiencing intense competition for talent from the IT sector and green energy companies, who are perceived as more innovative and future-oriented.
- An Aging Workforce: Critical knowledge and unique competencies are retiring, creating a significant experience gap.
Our Strategic Response – Learning as an Investment
Our answer to this challenge is a fundamental shift in perspective:
- Educational programs are not merely an expense; they are a strategic tool for attracting and developing key specialists.
- It is crucial to fight for human capital in an increasingly complex environment.
- We must stop viewing learning as a cost center and start transforming it into tangible investments (Human CAPEX).
The Data Doesn't Lie
94% of employees would stay at a company longer if it invested in their learning and development.
70% of employees say training in new skills has helped them become more productive and confident in their status.
Our Case Study
At Gazprom Neft, we have moved from theory to practice by creating a comprehensive learning evaluation system.
Focus: Leadership development programs honing specific skills: effective feedback, conducting productive meetings, and data visualization for team performance.
Multi-Format Approach: We utilize a blend of online and offline formats, micro-learning, digital simulators for skill practice, focus groups, and in-depth interviews.
Multi-Level Evaluation: Our assessment goes beyond simple satisfaction.
- Reaction & Knowledge: Measuring initial engagement and knowledge acquisition.
- Application & Behavior: The core of our system—annually evaluating the application of skills on the job and using this data to form individual development plans for each leader.
This project now covers 80% of all key asset leaders across the company.
This project is unique due to its scale and the high level of detail in its execution.
Conclusion & Call to Action:
An effective educational evaluation system is the key to transforming a Corporate University from a cost center into a factory that produces loyal and highly effective employees. This is a critical success factor for the entire industry's future.
Without measuring skill application and business impact, we are flying blind.
