Gazprom Neft’s comprehensive employee development program comprises two key elements. Above all, it ensures employees have the skills and qualifications they need to address the immediate challenges facing the company. The second key element of the program involves training personnel in order to ensure the fulfilment of Gazprom Neft’s strategic plans — which means developing those skills and competencies the company will need in the future. This system is predicated on the continued professional development of both technical and managerial personnel, at all levels.
All employees in the company’s talent pool receive an individual personal development plan based on the “70/20/10” principle — whereby 70 percent of time is allocated to on-the-job training, 20 percent to mentoring and coaching, and 10 percent to distance learning, web-based independent study, and so on.
The Gazprom Neft employee development program consists of three core components:
|The core components of the Gazprom Neft employee development program are|
|Mandatory training to meet the requirements of licensing and regulatory authorities||Business and personal skills for managers and employees within the company talent pool||Personal effectiveness skills|
|Professional development and skills training in essential specialties and functions||Understanding the business|
Through such education and development employees are expected to acquire all of the technical and managerial competencies necessary to ensure optimum effectiveness in their work throughout the company. The company prioritizes professional and technical training. Each employee’s training and development is planned on the basis of 80 percent of their time being spent on technical training, and no more than 80 percent on more general corporate and managerial development.
Training programs are developed both through the company’s (and its various branches’ and subsidiaries’) own resources, and with the support of leading Russian and international educational establishments including, in particular, higher educational establishments (universities).
Corporate development programs are formulated consistent with the strategic objectives of the company, and an evaluation of the managerial and professional competencies of individual employees.
Full use is made of the latest educational technologies, including, specifically, distance learning. A comprehensive schedule of online courses is updated every year: 2013 saw the launch of a ‘Virtual’ course on the company — interactive electronic training for the induction of new employees.