Papers and Articles

JPT September 2016
Talent and Technology: Upgrading Soft Skills During Boom and Bust Business Cycles
Narandja Milanovich Eagleson, SPE, GriffinWorks Consulting; Behrooz Fattahi, SPE, The EnerTrain Institute; Susan Howes, SPE; Greg Solomon,SPE, MOECO Vietnam; and Kamel Ben Naceur, SPE, International Energy Agency
It is challenging for the oil and gas industry to survive and thrive despite continued low oil prices. How might individuals and companies prepare for a potential re-emergence of the boom cycle of our industry?

JPT September 2015
Talent & Technology: The Role of Soft Skills in a Challenging Environment
Narandja Milanovich-Eagleson, SPE, GriffinWorks Consulting; Susan Howes, SPE, Chevron; and Behrooz Fattahi, SPE, EnerTrain Institute
Lower oil prices have evoked a level of stress in the industry not only for those involved in a slowdown or cancellations of projects, and potential staff reductions, but also for those who may be buffered from the business cycle swings. These times of scarcity of operating cash flow and capital resources can create substantial anxiety because of an internal conflict among employment needs, a company’s survival needs, and corporate and professional conduct.

JPT October 2014
Talent & Technology: Soft Competency Development as a Global Challenge
Behrooz Fattahi, SPE, N. Milanovich, SPE, Susan Howes, SPE, Chevron Global Upstream;  Giovanni Paccaloni, SPE, Paccaloni Consulting International; and Ford Brett, SPE, PetroSkill
The global nature of the workplace in the petroleum industry has introduced a new challenge to our competitive business landscape: the development of soft competencies as a critically important element in driving productivity. Soft skills as an element of sustainability brings success to individuals and organizations in a variety of workplace activities, such as forging alliances, creating a team harmony that produces collaboration and innovation, and managing and using the human and system components to influence outcomes and achieve business goals.

JPT October 2013
Talent & Technology: The Elements of a Soft Competency Matrix
Behrooz Fattahi, SPE, and N. Milanovich, SPE, Aera Energy; Susan Howes, SPE, Chevron Global Upstream; Giovanni Paccaloni, SPE; and Ford Brett, SPE, PetroSkills
The oil and gas industry is facing a progressively more complex work environment that is ever-shifting, less predictable, challenging, multidisciplinary, and increasingly global, with more complicated technical problems to be solved. There is also more public awareness and interest in what we do, how we do what we do, and who we are. Combined with our industry’s rapidly changing demographics, these developments stress the need for development of competencies within a spectrum ranging from emotional intelligence/soft skills to technical skills. In the new work environment, new attributes are rewarded and, although developing technical literacy is highly regarded, the necessity of acquiring soft skills is gaining recognition and is considered equally critical for success.

JPT August 2012
Soft Skills Council: A New SPE Initiative
(Downloads a PDF, so readers have to search the .pdf)
B. Fattahi, SPE, Aera Energy; C.S. Howes, SPE, Chevron Global Upstream; N. Milanovich, SPE, Aera Energy; and Giovanni Paccaloni, SPE, Paccaloni Consulting
Our industry has entered a new era. An increasing demand for energy, complexity of resources, developing new technologies, management of the supply and demand for skilled human workforce, and the urgency of rapid knowledge transfer are daunting challenges. The sociopolitical climate, whether it is in one’s backyard or across the globe, demands transparency in our actions that conveys internal congruency with external expectations. This requires substantial ability to interact across a broad spectrum of disciplines, differences and diversity, and individual expectations.