Recruiting and Retention Managing the Human Capital

Recruiting and RetentionRecruiting and Retention

Managing the Human CapitalManaging the Human Capital

Team MembersTeam Members

Steve Cutrufello - ExxonMobil Matthew Czuba – WorleyParsons Santanu Das - Bentley Ron Dailey – Eastman Bruce Lower – Pathfinder Inc. Adnan Siddiqui – Dow Chemical

Steve Cutrufello - ExxonMobil Matthew Czuba – WorleyParsons Santanu Das - Bentley Ron Dailey – Eastman Bruce Lower – Pathfinder Inc. Adnan Siddiqui – Dow Chemical

Panelist CVPanelist CV

Matt Czuba• Matt’s petrochemical experience includes both contractor and

owner experience. As an owner, he has held positions ranging from development engineer in polymers to applications/ development manager to pilot plants manager. As a contractor, Matt has executed both upstream and downstream projects, both at home and abroad, functioning as a project engineer, project manager, and currently as Alliance Manager for the EPC capital projects alliance between WorleyParsons and ExxonMobil for all of ExxonMobil’s Beaumont, Texas facilities. Matt resides in the Lumberton, Texas with his wife Pamela and their family.

Matt Czuba• Matt’s petrochemical experience includes both contractor and

owner experience. As an owner, he has held positions ranging from development engineer in polymers to applications/ development manager to pilot plants manager. As a contractor, Matt has executed both upstream and downstream projects, both at home and abroad, functioning as a project engineer, project manager, and currently as Alliance Manager for the EPC capital projects alliance between WorleyParsons and ExxonMobil for all of ExxonMobil’s Beaumont, Texas facilities. Matt resides in the Lumberton, Texas with his wife Pamela and their family.


Ron Dailey• Ron Dailey currently serves as a capital project manager for

Eastman Chemical Company's Polymer Business Group. In his 12 years with Eastman, Ron has served in various roles including solids handling designer, group leader for the Mechanical, Materials & Utilities process design group, and indirect procurement manager with supervisory responsibilities for capital and Latin America. Ron has been involved in many high school and collegiate recruiting efforts for both Eastman and engineering in general. Ron received his B.M.E. from Georgia Tech in 1994 and is professionally licensed in TN, VA, PA and SC. He and his wife Carrington reside in Johnson City, TN with their daughter Kensington.

Ron Dailey• Ron Dailey currently serves as a capital project manager for

Eastman Chemical Company's Polymer Business Group. In his 12 years with Eastman, Ron has served in various roles including solids handling designer, group leader for the Mechanical, Materials & Utilities process design group, and indirect procurement manager with supervisory responsibilities for capital and Latin America. Ron has been involved in many high school and collegiate recruiting efforts for both Eastman and engineering in general. Ron received his B.M.E. from Georgia Tech in 1994 and is professionally licensed in TN, VA, PA and SC. He and his wife Carrington reside in Johnson City, TN with their daughter Kensington.


Adnan Siddiqui• Adnan Siddiqui is a Senior Project Engineer on major capital

projects with The Dow Chemical Company. Adnan previous roles have been: plant project engineer and construction manager. Adnan has worked on projects in North America and China. Adnan has a Bachelor’s and Master’s degree in Civil Engineering from The University of Texas at Austin. Adnan lives in Houston, TX.

Adnan Siddiqui• Adnan Siddiqui is a Senior Project Engineer on major capital

projects with The Dow Chemical Company. Adnan previous roles have been: plant project engineer and construction manager. Adnan has worked on projects in North America and China. Adnan has a Bachelor’s and Master’s degree in Civil Engineering from The University of Texas at Austin. Adnan lives in Houston, TX.

Why the Focus on Recruiting and RetentionWhy the Focus on Recruiting and Retention

Estimates for this decade (2000-2010) for engineers indicate• Employment rate expected to increase three times

faster than the rate for all occupations• Employment opportunities expected to increase by

about 47 % (2.2 million jobs) Demographics of the existing engineering

workforce changing rapidly• U.S. engineering labor force is aging• Engineers reaching traditional retirement age are

expected to triple

Estimates for this decade (2000-2010) for engineers indicate• Employment rate expected to increase three times

faster than the rate for all occupations• Employment opportunities expected to increase by

about 47 % (2.2 million jobs) Demographics of the existing engineering

workforce changing rapidly• U.S. engineering labor force is aging• Engineers reaching traditional retirement age are

expected to triple

Why the Focus on Recruiting and RetentionWhy the Focus on Recruiting and Retention

Jobs requiring engineering skills (U.S.) are growing almost 5% per year• Balance of the labour force growing at just over 1%

Average age of the engineering workforce is rising• The “Boomers” will retire in the near future

Unemployment is relatively low• National average approximately 4.5%• Engineering average under 3%

Jobs requiring engineering skills (U.S.) are growing almost 5% per year• Balance of the labour force growing at just over 1%

Average age of the engineering workforce is rising• The “Boomers” will retire in the near future

Unemployment is relatively low• National average approximately 4.5%• Engineering average under 3%

Recruiting and Retention AspectsRecruiting and Retention Aspects

Attracting freshmen to engineering Attracting engineers to E & C careers Retaining employees in E & C careers

Attracting freshmen to engineering Attracting engineers to E & C careers Retaining employees in E & C careers

Attracting freshman to engineering (before and after)Attracting freshman to engineering (before and after)

High School “interest” support• Engineering Week participation• Mentoring from local engineering businesses• Sponsorships of school programs/challenges• “A day in the life of an engineer” at the E & C office

High School “interest” support• Engineering Week participation• Mentoring from local engineering businesses• Sponsorships of school programs/challenges• “A day in the life of an engineer” at the E & C office

Attracting engineers to E & C careersAttracting engineers to E & C careers

On campus presence• Career fairs, presentations to student organizations,

on-campus job interviews, etc. Co-op programs

• Recurring program• Longer term commitment• Generally seen as most effective

Aggressive internship programs• Allows the employer and intern to take a short "test

drive"• Often highly effective

On campus presence• Career fairs, presentations to student organizations,

on-campus job interviews, etc. Co-op programs

• Recurring program• Longer term commitment• Generally seen as most effective

Aggressive internship programs• Allows the employer and intern to take a short "test

drive"• Often highly effective


Social program of activities for co-ops/interns Tuition reimbursement

• Last year (or two) of undergraduate studies• Advanced degree after hiring on full-time

Use of “twenty-somethings” (<5 years experience)• Campus recruiters• Hosts during interview visits

Working with the university curricula• Blend in “real world problems” or “case studies”• Sponsor/assist design classes

Social program of activities for co-ops/interns Tuition reimbursement

• Last year (or two) of undergraduate studies• Advanced degree after hiring on full-time

Use of “twenty-somethings” (<5 years experience)• Campus recruiters• Hosts during interview visits

Working with the university curricula• Blend in “real world problems” or “case studies”• Sponsor/assist design classes


Extremely competitive salary and benefits package • Must be based on real-time market research

Educational initiatives• Involvement with math & science programs in the

local schools• Share what is going on at the company• Idealistic

Extremely competitive salary and benefits package • Must be based on real-time market research

Educational initiatives• Involvement with math & science programs in the

local schools• Share what is going on at the company• Idealistic


Proactive campus recruiting strategy is critical Timeline equally important

• Career fairs and presentations to engineering departments in early fall semester

• Campus interviews follow (September / October)• Site interviews follow campus interviews within two

weeks• Spot offers made during the site interviews

• Continual and regular follow-up• Should include contact from senior management

Proactive campus recruiting strategy is critical Timeline equally important

• Career fairs and presentations to engineering departments in early fall semester

• Campus interviews follow (September / October)• Site interviews follow campus interviews within two

weeks• Spot offers made during the site interviews

• Continual and regular follow-up• Should include contact from senior management


Mastering the hiring process is crucial• Continuously sell the company and the opportunity

Focus areas for engineers• Technical complexity of the position or challenge

• Stability of the company

• Growth opportunity

In today’s aggressive market, even small mistakes hurt• Dwelling on the potential negatives without highlighting the positives

• Poor communication

• Slow Process

A slow hiring process can be especially hard to overcome

Mastering the hiring process is crucial• Continuously sell the company and the opportunity

Focus areas for engineers• Technical complexity of the position or challenge

• Stability of the company

• Growth opportunity

In today’s aggressive market, even small mistakes hurt• Dwelling on the potential negatives without highlighting the positives

• Poor communication

• Slow Process

A slow hiring process can be especially hard to overcome

Retaining employees in E&C careersRetaining employees in E&C careers

SOURCE: Chemical Processing 2006 Salary Survey


Retaining employees in E & C careersRetaining employees in E & C careers

What matters most?• Out of 736 respondents1, almost 60 percent

claim it’s what the job entails • Only 19 percent were most concerned with

pay

What matters most?• Out of 736 respondents1, almost 60 percent

claim it’s what the job entails • Only 19 percent were most concerned with

pay

1Survey by EPCglobal, an international recruitment and staffing-solutions firm focused solely on the engineering and construction industries


Other concerns• Company culture/livelihood • Benefits, such as health insurance, company car, etc.• Travel• Location• Supervisor• The opportunity to do what they do best• Stability• Challenge• Potential to gain work experience• The right fit

Other concerns• Company culture/livelihood • Benefits, such as health insurance, company car, etc.• Travel• Location• Supervisor• The opportunity to do what they do best• Stability• Challenge• Potential to gain work experience• The right fit


CONCERN POSSIBLE SOLUTIONS

Company Fit Build relationships with potential hires earlySupport professional networksSupport local involvement

Company Culture Justifiable reason not to like culture? What needs to change?

Job Satisfaction #1 reason for leaving a company – direct supervision



Flexibility & Work-Life Balance

Provide optionsBe open to alternatives suggested by employees

Benefits A la carte benefit options

Opportunity & Challenge

Job rotationsOpen job postings

Marketability Job rotationsTraining / education / PE/SE reimbursementInvolvement in industry associations



Job Stability Have a strategy for minimizing layoff risk.Communicate the plan, execute the plan.

Upward Mobility Have a leadership development planAssess employees and provide feedback that is appropriate for your organization

Two-Edged SwordsTwo-Edged Swords

High-Potential Development Programs

Minority Cultural NetworksEducation reimbursementFlex Time

High-Potential Development Programs

Minority Cultural NetworksEducation reimbursementFlex Time

Recruiting and Retention of Women EngineersRecruiting and Retention of Women Engineers Flexibility is important (this is true for all employees)

• Schedule / job-sharing• Leverage latest communication technology

Provide job satisfaction and challenge. Provide effective career development opportunities. Assume that women are equally capable and eliminate the “prove

yourself” challenges Treat women engineers as professional and not as relatives Accept the tension between family and work for employees instead

of insisting that one is always more important! Improve listening skills of colleagues as well as managers Use inclusive terms (craftspeople vs. craftsmen)

Flexibility is important (this is true for all employees)• Schedule / job-sharing• Leverage latest communication technology

Provide job satisfaction and challenge. Provide effective career development opportunities. Assume that women are equally capable and eliminate the “prove

yourself” challenges Treat women engineers as professional and not as relatives Accept the tension between family and work for employees instead

of insisting that one is always more important! Improve listening skills of colleagues as well as managers Use inclusive terms (craftspeople vs. craftsmen)

Recruiting and Retention of Women EngineersRecruiting and Retention of Women Engineers

Out-of-the-Box Ideas• Encourage society’s acceptance of stay-at-

home dad’s so the engineering spouses can focus more on the career.

• Have ECC spouse programs that appeal to men (fishing / running)

Out-of-the-Box Ideas• Encourage society’s acceptance of stay-at-

home dad’s so the engineering spouses can focus more on the career.

• Have ECC spouse programs that appeal to men (fishing / running)

Diversity Employees Recruiting and RetentionDiversity Employees Recruiting and Retention

Diversity networks work well if implemented properly as a source of coaching, support, and learning.

In addition to diversity networks, provide access to a network of experts and mentors across the board.

People skills of direct supervisor are very important.

Diversity networks work well if implemented properly as a source of coaching, support, and learning.

In addition to diversity networks, provide access to a network of experts and mentors across the board.

People skills of direct supervisor are very important.

Breakthrough IdeasBreakthrough Ideas

Provide scholarships tied to internships -- Improve company name recognition while building relationships with a quality candidate

Develop on-line "day-in-the-life" interactive tours for students to see what different roles in the EPC world do

Provide scholarships tied to internships -- Improve company name recognition while building relationships with a quality candidate

Develop on-line "day-in-the-life" interactive tours for students to see what different roles in the EPC world do

Breakthrough IdeasBreakthrough Ideas

Allow employees to manage their risk/reward profile by defining their preferences formally with HR. • Are you a "have bags, will travel" type, a "will travel

over being laid-off" type or a "no travel, no way" type?

• Do you value developing your technical skills over developing managerial skills?

• Do you value continuing education as a way to improve marketability in the event of a lay-off?

Allow employees to manage their risk/reward profile by defining their preferences formally with HR. • Are you a "have bags, will travel" type, a "will travel

over being laid-off" type or a "no travel, no way" type?

• Do you value developing your technical skills over developing managerial skills?

• Do you value continuing education as a way to improve marketability in the event of a lay-off?

Breakthrough Ideas:Breakthrough Ideas:

Undo “Re-engineering” to create more opportunities for younger workers

Benchmark practices from other industries on recruiting and retaining e.g. nursing.

The ECC industry needs to explore work place flexibility if we are truly committed to retaining generation Y and beyond employees.

Undo “Re-engineering” to create more opportunities for younger workers

Benchmark practices from other industries on recruiting and retaining e.g. nursing.

The ECC industry needs to explore work place flexibility if we are truly committed to retaining generation Y and beyond employees.

AcknowledgementsAcknowledgements

Additional feedback and content for this presentation was obtained from E&C employees at:• Shaw Group• BP• Dow Chemical• Eastman• ExxonMobil• Bentley Systems• KBR

Additional feedback and content for this presentation was obtained from E&C employees at:• Shaw Group• BP• Dow Chemical• Eastman• ExxonMobil• Bentley Systems• KBR

ConclusionConclusion

Money is important but so is: !• Company culture• Quality of middle management and leaders• Challenging assignments

Are you offering a job or a career?

Money is important but so is: !• Company culture• Quality of middle management and leaders• Challenging assignments

Are you offering a job or a career?

Thank YouThank You

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Recruiting and Retention Managing the Human Capital