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How you should be approaching energy recruiting in 2024, per Houston expert

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Recruiting in the energy sector may be challenging, but the right candidates are out there. Photo via Getty Images

The January jobs report, per BLS, may be cause for celebration with 353,000 new jobs, but with a low unemployment rate of 3.7 percent, the tight labor market persists.

The same report states there were 2,000 more jobs in oil and gas extraction in January. Finding the right people for energy jobs can be a challenge right now as the industry has experienced flux the past few years. Many energy employers find key talent has moved into new industry verticals, drawn by the promise of increased stability.

Recruiting in the energy sector may be challenging, but the right candidates are out there. It is important for hiring managers to be realistic as they approach recruiting and hiring timeframes and make smart hiring decisions. The organization will be better off in the long run for this approach.

The following recruiting strategies are poised to support energy employers throughout the year.

Get personal.

Job candidates want to feel like their future employer is genuinely interested in them, which means recruiters should personalize the candidate’s experience. This starts by taking a holistic look at the hiring funnel and considering ways to make each candidate feel as though they are the only one you are talking to for the role.

Each touchpoint impacts how the candidate perceives the organization. The job description should inspire candidates, making them excited to apply and motivating them to dream about a future with your organization. Personalizing recruitment outreach messages to speak to their individual talents instead of a standard, generic message speaks volumes.

Moving through the hiring process as quickly as possible is important, but recruiting is about the long game. There are candidates who fall into place in a matter of days. Other times, you may have a conversation with a candidate months or even years before the timing is right for them to make a move. Asking about the candidate’s professional timeline and letting them know that you are willing to work with them, no matter how fast or slow, makes them feel special and valued by your company.

Be ready to compromise.

It has become hard to find the right fit for some of the energy jobs today. However, this does present an opportune moment for employers to reassess the conventional prerequisites typically required for specific positions. Criteria such as an exact college degree, a specified number of years of relevant experience, industry-specific expertise, an unbroken work history and proficiency in specific software applications are areas to reconsider in the job postings, job descriptions and interviews. This strategic adjustment broadens the talent pool and provides access to individuals whose suitability for a role might have been overlooked. Shifting away from stringent education backgrounds and narrowly defined experience, and instead prioritizing qualities such as adaptability and learning capabilities in the search for candidates, recruiters may discover a smoother path to securing qualified candidates.

Grow internal talent.

Recruitment today also means recruiting internally. The optimal approach to efficiently filling positions is promoting the role internally as existing employees have a vested interest and are deeply ingrained in the company’s culture. Their familiarity with colleagues, procedures and protocols facilitates a swift transition into new roles. In order for this to become a possibility, it’s imperative for leaders to nurture internal talent through professional development initiatives that equip employees with the skills needed for advancement. Tailored learning opportunities, mentorship and guidance for reskilling and upskilling can foster internal mobility, enhance employee retention and ensure sustained success. With all this in mind, recruiters should keep in close contact with management teams to discuss internal candidates and their career path.

There is no one way to recruit in 2024, but focusing on the individual and their skills as well as in-house candidates can make it a successful endeavor.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

This article originally ran on InnovationMap.

Retirement is coming for the energy industry's workforce. Here's how to prepare for it. Photo via Getty Images

Houston expert shares strategies for addressing the energy industry’s potential workforce shortages

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The energy industry, a vital part of Houston’s business ecosystem, faces the challenge of a shrinking workforce.

A U.S. Chamber of Commerce report indicates the workforce has nearly two million fewer workers today as compared to February 2020. A considerable part of this decline can be attributed to retirement and early retirement rates, with the pandemic prompting three million people to early retirement. Furthermore, with an estimated 10,000 Baby Boomers turning 65 daily, the entire generation is expected to reach retirement age by 2030.

The tight labor market, coupled with the growing brain drain associated with retirement rates, should serve as a wake-up call for employers in the energy sector. There are tried-and-true strategies to prepare businesses for waves of retirement and ensure the knowledge does not walk out the door.

Upskilling: Invest in the workforce 

Knowledge and skills go with workers are they retire. To mitigate the brain drain, companies need to invest in upskilling their existing employees and new hires. Establishing formal training and development opportunities can help enrich the workforce to pick up the responsibilities of retiring colleagues. This investment ensures a smooth transition, shows employees they are valued by the organization, and increases employee loyalty and engagement.

Adopting innovative training programs that cater to the specific needs of the energy sector is one approach. Technologies rapidly evolve, and employees must stay current to remain effective in their roles. Investing in the latest training programs, workshops and certifications will enable the workforce to thrive in a rapidly changing industry.

Mentoring programs: Pass the torch

Mentorship programs can play a pivotal role as more employees retire. Experienced employees nearing retirement can mentor younger workers, transferring knowledge and skills while ensuring a seamless transition of expertise. The value of mentorship programs can be priceless for an organization as they help transfer on-the-job learning and experiences that are not taught in the classroom.

A structured mentorship program usually proves most effective as it outlines the responsibilities of the mentors and mentees. A structured approach, which should have built-in accountability measures, ensures there is a productive knowledge transfer process.

Intentional recruitment: Attract and retain talent

A proactive recruitment approach is essential as businesses work to fill knowledge gaps. Companies in the energy sector should seek out talent to bridge the generational divide. This may include targeting candidates who have the relevant skills and knowledge, yet they are willing to adapt to the industry’s changing landscape.

Workplace culture is still a relevant and important component of attracting and retaining top-notch talent. Beyond competitive compensations packages, today’s job candidates look for growth opportunities and a focus on work-life balance.

Retaining knowledge: Document the expertise

Institutional knowledge will walk out the door as experienced employees retire. Companies can prepare for and mitigate the knowledge migration with knowledge-sharing systems and comprehensive documentation processes. An established process can help preserve information that may seem like second nature to more experienced employees and make it accessible to current and future employees. Asking retiring employees to document their expertise and best practices can safeguard their insights within the organization.

Covering bases: Create an alumni network

Retirement does not always mean the employee wants to hang up their proverbial hat entirely. Filling the knowledge gap as employees retire can be daunting. However, the development of an alumni network can extend the life of the institutional knowledge and knowledge-sharing process. Bringing back retirees on a project basis or to consult is a solution benefiting everyone involved.

Every industry must prepare for the impending wave of retirements. The energy industry’s significant impact on the Houston economy requires proactive and thoughtful solutions. The tight labor market and retirement rates should have businesses in this sector working diligently to fill the upcoming knowledge gaps through upskilling, mentoring, intentional recruitment, knowledge-sharing systems and alumni networks. Taking these steps now, the energy industry can circumnavigate workforce shortages and prepare for continued success.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

Here's what you should consider if you need to make cuts to your business — now or in the future. Photo via Getty Images

4 layoff alternatives energy businesses should consider in a downturn, according to this Houston expert

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Preparing for a potential economic downturn can be unsettling for employers and employees. As payroll is typically one of the largest expenditures for a business, no matter its size, layoffs seem like the quickest fix. While this may offer short-term relief, they can severely impact operations and workplace culture.

When staff is reduced, culture can suffer. Employee morale can decrease and distrust may build, especially if layoffs are not communicated properly. This can lead to the remaining employees feeling anxious about their own future with the organization and spur them to look for employment elsewhere, which can affect an organization’s overall productivity and day-to-day operations.

Business owners should get creative and consider the impact and the many alternatives before resorting to workforce reductions.

Analyze salaries

If the organization’s downturn is short-term, senior leadership and upper management could accept temporary salary reductions until business improves. However, if the situation is more dire, leaders might consider an option such as cutting overhead with job sharing. Employee numbers then remain the same, but two positions become one and it is filled by two part-time employees to support a function or role. Furloughs for non-essential employees give employers time to consider if permanent layoffs are necessary. Of course, this requires an understanding of each performers contribution within the organization to determine overall impact and level of “necessity.”

Look at schedules

Permanent remote work could save on operating costs, such as leases and travel expenses, which gives more budgetary leeway to avoid layoffs. Another approach is implementing a four-day workweek to reduce hours and salaries by 20 percent. The added benefit to a shortened workweek is better employee work-life balance.

Scale Back Benefits

When finances are in a critical state, and leadership is looking to avoid layoffs, employers can scale benefits and perks for all employees. Temporarily pausing the 401(k) match, relying more on virtual business meetings instead of incurring travel expenses, and cutting employee bonuses can help ease the economic burden without letting people go. As with salary reductions, scaling back on benefits should begin with leadership before expanding to others.

Streamline Systems

When auditing the company, employers should also evaluate company processes and workflows for efficiency. It’s possible an employee could be more productive in a different role or a process may be found to be more laborious than necessary. Digital software is another alternative to help streamline systems. Employee feedback is another great resource to help identify gaps and streamline processes. A good practice is to have performers look for ways to make tasks within their role more efficient and productive.

Every decision has its costs. The most important thing employers can do is to be open and honest with employees, including transparency about the state of business. This communication style can increase employee buy-in during economic uncertainty and encourage employees to rally and be part of the resiliency of the organization.

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Karen Leal is a performance specialist with Houston-based Insperity, a provider of human resources offering a suite of scalable HR solutions available in the marketplace.

This article originally ran on InnovationMap.

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Houston organization celebrates zero waste goal

earth day win

Discovery Green celebrated Earth Day with a major milestone this year — achieving it’s Zero Waste goal.

The nonprofit, along with Citizens’ Environmental Coalition and Houston Public Works, are announced that the 2024 Green Mountain Energy Earth Day, which generated more than 3,800 pounds of garbage, diverted the majority of that waste from landfills. "Zero Waste," as defined by the Environmental Protection Agency, is successfully diverting at least 90 percent of waste from the landfill.

On Earth Day, Discovery Green composted 2,200 pounds of waste and recycled 1,300 pounds of trash.

“Part of Discovery Green Conservancy’s mission is to serve as a village green for our city and be a source of health and happiness for all. Our goal is to sustain an exceptional environment for nature and people,” Discover Green President Kathryn Lott says in a news release. “We are beyond thrilled to have achieved Zero Waste certification.”

The achievement was made possible by volunteers from the University of Houston – Downtown.

Steve Stelzer, president of Citizens’ Environmental Coalition’s board of directors, acknowledged how rare the achievement is in a public space in a major city like Houston.

“Discovery Green Conservancy stepped up and made a commitment to weigh, measure and record everything. They should be congratulated to have done this at this scale,” Stelzer adds. “The Conservancy said they were going to do it and they did. It’s an amazing accomplishment.”

The 2024 event included:

  • 31,000 visitors in attendance
  • 60 + exhibitors
  • 100 + volunteers
  • 12 artists
    • 9 chalk artists
    • Donkeeboy and Donkeemom
    • Mark Bradford
  • 25 Mark Bradford artworks made of scrap presented in partnership with Houston First
  • 4 short films shown
  • 3,836.7 pounds of waste collected during Green Mountain Energy Earth Day

Texas hydrogen research hub opens to support statewide, DOE-backed initiative

hi to hydrogen

A Texas school has cut the ribbon on a new hydrogen-focused research facility that will play a role in a statewide, Department of Energy-funded energy transition initiative.

The Center for Electromechanics at The University of Texas, Frontier Energy, Inc., and GTI Energy celebrated the grand opening of a hydrogen research and demonstration facility in Austin as part of the “Demonstration and Framework for H2@Scale in Texas and Beyond” project, which is supported by the DOE's Hydrogen and Fuel Cell Technologies Office.

The hydrogen proto-hub is first-of-its-kind and part of Texas-wide initiative for a cleaner hydrogen economy and will feature contributions from organizations throughout the state. The facility will generate zero-carbon hydrogen by using water electrolysis powered by solar and wind energy, and steam methane reformation of renewable natural gas from a Texas landfill.

The hydrogen will be used to power a stationary fuel cell for power for the Texas Advanced Computing Center, and it will also supply zero-emission fuel to cell drones and a fleet of Toyota Mirai fuel cell electric vehicles. This method will mark the first time that multiple renewable hydrogen supplies and uses have been networked at one location to show an economical hydrogen ecosystem that is scalable.

“The H2@Scale in Texas project builds on nearly two decades of UT leadership in hydrogen research and development” Michael Lewis, Research Scientist, UT Austin Center for Electromechanics, say in a news release. “With this facility, we aim to provide the educated workforce and the engineering data needed for success. Beyond the current project, the hydrogen research facility is well-positioned for growth and impact in the emerging clean hydrogen industry.”

Over 20 sponsors and industry stakeholders are involved and include Houston-based partners in Center for Houston’s Future and Rice University Baker Institute for Public Policy. Industry heavyweights like Chevron, Toyota, ConocoPhillips, and the Texas Commission on Environmental Quality are also part of the effort.

Texas hydrogen infrastructure and wind and solar resources position the state for clean hydrogen production, as evident in the recently released study, “A Framework for Hydrogen in Texas.” The study was part of a larger effort that started in 2020 with the H2@Scale project, which aims to develop clearer paths to renewable hydrogen as a “clean and cost-effective fuel” according to a news release. The facility will serve as an academic research center, and a model for future large-scale hydrogen deployments.

Participants in the DOE-funded HyVelocity Gulf Coast Hydrogen Hub will aim to gain insights from the H2@Scale project at UT Austin. The project will build towards a development of a comprehensive hydrogen network across the region. HyVelocity is a hub that includes AES Corporation, Air Liquide, Chevron, ExxonMobil, Mitsubishi Power Americas, Orsted, and Sempra Infrastructure. The GTI Energy administered HyVelocity involves The University of Texas at Austin, the Center for Houston’s Future, and Houston Advanced Research Center.

“H2@Scale isn't just about producing low-carbon energy, it's about creating clean energy growth opportunities for communities throughout Texas and the nation,” Adam Walburger, president of Frontier Energy, says in a news release. “By harnessing renewable energy resources to create zero-carbon hydrogen, we can power homes, businesses, transportation, and agriculture – all while creating jobs and reducing emissions.”

Houston organization rolls out new accelerator to support companies tackling 'pressing global challenges'

CALLING FOR APPLICANTS

A Houston organization — freshly funded by a $700,000 U.S. Economic Development Administration’s “Build to Scale” grant — is seeking its first accelerator cohort of industrial biology startups.

Founded by Houston-based First Bight Ventures, the BioWell has launched a virtual accelerator program that will provide programming, networking, mentorship, and financial resources to its inaugural cohort of 10 bioindustrial startups. The selected companies will also have access to specialized pilot bioproduction infrastructure throughout the nine-month program.

“BioWell equips startups with more than just capital. We provide a foundation for breakthrough innovations by combining access to cutting-edge bioproduction facilities with expertise that nurtures scalability. This comprehensive support is crucial for transforming pioneering ideas into market-ready solutions that can address pressing global challenges,” Carlos Estrada, head of venture acceleration at BioWell, says in a news release.

Applications for the program are open until May 15, and the cohort will be announced in June. Specifically, BioWell is seeking seed or pre-seed startup applicants that have a technology readiness level of 3 to 5, focusing on areas including low-cost and sustainable feedstocks, commercially viable yields, and purpose fit microbes.

“During our selection process, we'll prioritize startups that demonstrate a commitment to not only hitting milestones but also to building sustainable revenue streams for long-term survival. This phase necessitates keen awareness of market dynamics, customer demands, and sound financial management,” adds First Bight Ventures and BioWell Founder Veronica Wu.

In December, BioWell secured $741,925 of the $53 million doled out as a part of the "Build to Scale" Grant program that the U.S. Economic Development Administration, a division of the U.S. Department of Commerce, has established. First Bight was one of 60 organizations to receive funding.

Ex-Apple exec Wu founded First Bight Ventures in Houston in 2022 after relocating from Silicon Valley and seeing the region's potential for biotech.

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This article originally ran on InnovationMap.

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