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A major producer hired a new drilling rig. Before commending tiebacks and completions, two, 2-day away-days were held involving all participants on both shifts (44 in all). All aspects on on-rig communication were aired. This event has been run for two different alliances.

Here are just a few examples of the range of projects successfully completed

IMPROVING TEAM WORK BETWEEN PRODUCER, DRILLING COMPANY AND SUBCONTRACTORS

A major drilling company wanted to improve drilling performance to increase incentive payments. Identification of hindrances and agreement on how to overcome them was necessary. Residential two-day problem solving sessions were conducted with representatives from all organisations. Actions plans were produced.

After three management buy-outs in three years, the current directors of a drilling fluids company wanted to revamp and motivate the existing 70 strong team. A strategy was needed to make account managers more commercially accountable and to improve the reporting structure. Project involved finalising the organigram and job descriptions for all 19 top posts, assisting managers to prepare job descriptions for their staff; introducing an appraisal system; appraisal training; effective meetings workshops; and a wide range of management courses and performance improvement workshops. Leadership and selling skills for account managers on-going. .

STRATEGY FOR MORE EFFECTIVE APPRAISALS

An oil-field service company employing 70 people was having difficulty convincing managers to complete appraisals. Working with the Personnel Manager and Quality Services Manager a revised strategy was prepared . An underwater engineering contractor to the offshore oil industry employing 230 people onshore and from 200 - 450 people offshore was experiencing similar difficulties. Again a more effective strategy was devised and then 9 half-day appraisal interviewing workshops conducted.

ENHANCED RECRUITMENT METHODS

A large drilling company wanted to enhance the quality of candidates for posts of trainee drilling engineer, being selected for second round interviews. A role specification was agreed with specific criteria and questions devised to test for these. Questioning approach of all interviewers was standardised. .

ESTABLISHING MORE EFFECTIVE RECRUITMENT, INDUCTION, TRAINING, APPRAISAL AND DISCIPLINING PROCEDURES

An underwater engineering contractor to the offshore oil industry was experiencing difficulties with its personnel procedures. Three main causes for this were identified. Revised procedures were prepared and a strategy devised building Personnel to be the focus for training and appraisal administration.

MANAGEMENT TRAINING NEEDS ANALYSIS

An underwater engineering contractor with 60 managers was concerned about the quality of its junior and middle management. Most of these people had been promoted from technical engineering posts and their people-management skills required enhancing. Working with the Personnel Manager and Vice-President Services, management training strategy was prepared concentrating on effective people management and team building.

RIG-BASED EFFECTIVE PEOPLE MANAGEMENT WORKSHOPS FOR SENIOR DRILLING AND MARINE PERSONNEL

Drilling company wanted to speed-up the promotion prospects of senior pushers and assistant drillers. Three two-hour sessions in the evenings from 7-9pm.

INCREASING PRODUCTIVITY IN AN ENGINEERING DIVISION

MD of an oil-field service company considered that the productivity from engineering and engineer sales staff in a division could be increased. After one-to-one interviews with senior engineers, twenty recommendations were offered to increase motivation, improve communication, rationalise reporting structures and initiate division planning days.

CHANGING RIG ATTITUDES AND BEHAVIOUR TOWARDS SAFETY

Drilling company was having difficulty with many lost time accidents (LTAs) on one of its rigs. Carefully structured workshops over 1.5 days geared to indepth change of attitudes and behaviours. All crews, plus reps from the operator and contractors involved. Six months later still no LTAs.

REDUNDANCY AND JOB HUNTING WORKSHOP

An oil-field engineering company were taken over and wanted to ensure the maximum was done to assist redundant staff in obtaining other positions. A two-day programme included motivation, a selling CV, job hunting and interview skills.

ENHANCING WORKING RELATIONSHIPS BETWEEN OFFSHORE INSTALLATION MANAGERS AND SHIFT SUPERVISORS

On many installations it is the Shift Team Leader who is the OIM's right hand man. Clarity of roles and responsibilities and an open discussion of respective fears and challenges encouraged an even closer working relationship.

BUILDING SAFETY HYPER-AWARENESS

A major North Sea Operator wanted to lessen the number of production crew safety incidents cause by lack of awareness and slips in concentration. Thirty eight Advanced Safety Workshops were held over three months and on seven platforms with just over 480 people attending. Each workshop (all offshore) lasted four hours and during night shift were often done in the Control Room to enable all personnel to attend The behavioural change and awareness heightening approach had excellent results.

MANAGEMENT TRAINING FOR HEADTEACHERS AND DEPUTE HEADS

A large city council education department wanted to ensure that all its headteachers and depute heads were given ample opportunity to enhance their management skills. Separate workshops on People Management, Time Management, Effective Meetings, Effective Negotiating and Staff Development Reviews were held for almost 80 educators over two years. The excellent feedback conformed that senior educators were already doing much of what effective managers should do and had gained additional insights they could use to help their staff.

KNOWLEDGE MANAGEMENT FOR ENGINEERING SERVICE COMPANY

A division of a multinational engineering company realised that its future success and greater profit margins depended on capturing the knowledge of its engineers and marketing itself as a customer focused service business. A one-day workshop was held to begin the process of knowledge management. Numerous on-going and straightforward actions were agreed on.

HSE DEPARTMENT REALISES WHAT HAS TO BE DONE

The manager of a HSE department in a large drilling company realised that more had to be done to satisfy internal customers (Rig Managers). A one-day workshop revealed that team members were "trying too hard" - trying to meet unreasonable expectation and to undertake tasks as favours they should not have been doing. A strategy was agreed to clarify the department's remit and with the help of senior management to reduce the number of unreasonable demands on its resources.

SMALL ENGINEERING COMPANY GETS ORGANISED FOR MORE GROWTH

A small but very successful engineering company struggled to cope with its increasing client base. After examining operations and discussions with the three senior managers, it was agreed that: a) a system be established to track the exact progress of each job; b) the Managing Director delegate more to the Operations Manager and c) that the Operations Manager appoint a secretary to relieve him of routine administrative tasks.

MAJOR BID PRESENTATION NEEDS IMPROVING

A large engineering group had bid for a multi-million pound contract and was successful in getting through to the second round, which comprised a major team presentation. Advice was given on clarifying the responsibility of each speaker, reducing slides and sharpening the introduction, conclusion and links between speakers.