Hydrocarbon Processing - December 2020 - 19

Executive
Viewpoint

B. GALLAGHER, VICE PRESIDENT
Corporate Development, Graycor

The talent pipeline: The construction industry's
quest to find a skilled workforce
to evolve, facilities will seek to quickly
define and meet production goals based
on what sectors and geographic regions
are first to rebound (FIG. 1).
Companies' flexibility must extend to
finding, recruiting and training new talent. Construction workforce shortages
that were severe in the years leading up
to 2020 should not be allowed to further
hamper the industry's recovery from the
pandemic, but should be proactively addressed. One thing that is certain is that
owners and contractors must align efforts
to ensure a solid talent pipeline.
Improving the construction industry's image. As a first step in increasing
BRIAN GALLAGHER is the Vice President of
corporate development for Graycor. He has
more than 25 yr of experience leading strategic
planning, leadership development, marketing and
sales efforts for design and construction firms.
He holds a BS degree from Towson University
and an MBA from Loyola University in Maryland,
where he has also served as an adjunct assistant
professor. Mr. Gallagher is the author of three
books and was named a Top 20 Construction
Influencer by Procore. The author can be reached
at Brian_gallagher@graycor.com.

The oil and gas industry experienced
unprecedented disruption in 2020. The
global lockdown response to the COVID-19 pandemic caused an enormous
reduction in fuel use in the transport
sector, leading to an imbalance between
supply and demand. Hydrocarbon processing facilities struggled to adapt their
operations. One effect was curtailment
in engineering, procurement and construction (EPC).
It is impossible to predict exactly how
pent up needs will translate into increased
demand. However, one thing is certain:
the industry has never had a greater need
for flexibility and responsiveness. As the
supply-and-demand landscape continues

recruitment, the construction industry
must acknowledge its image problem.
Many people incorrectly believe the
construction industry offers poor working conditions, low pay and long hours
when, in fact, the reverse is true. A shift
occurred in the U.S. education system in
the 1980s-and gained traction in the
90s-that perpetuated the construction
industry's image problem. High school
curriculums pushed every student down
the path of college-preparatory (and now
technology-based) classes, while minimizing the attention paid to the skilled trades.
Millennials, in particular, are not entering the construction industry; they
tend to pursue four-year college degrees
with the intent of working in other fields.
However, obtaining a college degree is
not for everyone and, moreover, many of
tomorrow's jobs will not require a bachelor's degree, making the debt one incurs
to achieve it a questionable investment.
For many young people, learning a valuable and marketable trade skill can offer
them a lifetime of income, stability and
professional fulfillment.
According to Build Your Future, the National Center for Construction Education
and Research's (NCCER's) national image

enhancement and recruitment initiative
for the construction industry, the rule of
thumb is the 1:2:7 rule. Their article, " Is a
four-year degree always the right choice for
students? " defines 1:2:7 as follows:
" For every 10 jobs that are produced
in the U.S. labor market, only one
job will require an employee with a
master's or doctoral degree. Two of
the 10 jobs will need employees who
have a four-year college degree. The
remaining seven jobs? A technical
degree, an apprenticeship or craft
training certificate is all that is needed.
Contrary to common perception, the
current job market is very favorable to
those without a major college degree. " 1
Until this culture-wide problem can
be eradicated, the construction industry,
along with oil and gas owners, must take a
proactive approach to developing and filling their talent pipeline.
Working with educators. Education

is one of many aspects of society that has
been radically changed by the COVID-19
pandemic. As educators struggle to find a
" new normal, " oil and gas and construction companies can support and partner
with educational institutions, as well as
interact with students directly.
Companies can begin collaborating
with educators by identifying school programs that fit the company's needs, then
developing specific profiles and potential
career paths, including the establishment
of goals, expectations and desired results.
This clarity will help find a good match
and create success for both the company
and the student.
Teachers, professors and career placement offices can help identify high-potential students for internships or employment. Further, they typically have
great insight into a student's work ethic
and interaction skills. Begin by researchHydrocarbon Processing | DECEMBER 2020

Hydrocarbon Processing - December 2020

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