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

guest column

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.

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Houston students take home top prizes at DOE wind energy competition

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The student-led Rice Wind Energy team clinched second place overall at the U.S. Department of Energy’s 2025 Collegiate Wind Competition (CWC), which challenges students nationwide to design and build wind turbines, develop wind energy projects and engage in public outreach to promote renewable energy.

“The Collegiate Wind Competition is such an incredible opportunity for students passionate about sustainability to gain industry-applicable, hands-on experience in the renewable energy space,” senior and team vice president Jason Yang said in a news release.

The event was hosted by the National Renewable Energy Laboratories at the University of Colorado Boulder campus. Over 40 teams entered the competition, with just 12 advancing to the final stage. The competition comprises four core contests: connection creation, turbine design, turbine testing and project development.

Rice Wind Energy had the largest team with 26 students advancing to the final stage of the competition. It picked up a first-place win in the connection creation contest, and also placed third in the project development, fourth in turbine testing and fifth in turbine design contests.

“This accomplishment is a testament to our focus, teamwork and unwavering determination,” senior Esther Fahel, Rice Wind Energy’s 2024-25 president, said in a news release. “It’s a remarkable experience to have watched this team progress from its inception to the competition podium. The passion and drive of Rice students is so palpable.”

In the Connection Creation contest, the team hosted a wind energy panel with Texas Tech University, invited local high school students to campus for educational activities, produced a series of Instagram reels to address wind energy misconceptions and launched its first website.

The team also developed an autonomous wind turbine and floating foundation design that successfully produced over 20 watts of power in the wind tunnel. They were also one of just a few teams to complete the rigorous safety test, which brought their turbine to below 10 percent of its operational speed within 10 seconds of pressing an emergency stop button. It also designed a 450-megawatt floating wind farm located 38 kilometers off the coast of Oregon by using a multi-decision criteria matrix to select the optimal site, and conducted technical modeling.

“I am amazed at the team’s growth in impact and collaboration over the past year,” senior Ava Garrelts, the team’s Connection Creation lead for 2024-25, said in a news release. “It has been incredible to see our members develop their confidence by building tangible skills and lifelong connections. We are all honored to receive recognition for our work, but the entire experience has been just as rewarding.”

Rice faculty and industry sponsors included David Trevas and faculty advisers Gary Woods and Jose Moreto, Knape Associates, Hartzell Air Movement, NextEra Analytics, RWE Clean Energy, H&H Business Development and GE Vernova, Rice’s Oshman Engineering Design Kitchen, George R. Brown School of Engineering and Computing, Rice Engineering Alumni and Rice Center for Engineering Leadership.

The BYU Wind Energy Team took home the overall first-place prize. A team from the University of Texas at Dallas was the only other Texas-based team to make the 12-team finals.

Houston biotech company continues to expand in Brazil with new research partner

global expansion

Houston biotech company Cemvita has announced a strategic collaboration with Brazilian sustainable research institution REMA.

The move aims to promote Cemvita’s platform for evaluating and testing carbon waste streams as feedstocks for producing sustainable oil, according to the company.

Cemvita utilizes synthetic biology to transform carbon emissions into valuable bio-based chemicals. REMA professors Marcio Schneider and Admir Giachini have previously worked with Cemvita’s CTO, Marcio Busi da Silva, for approximately 20 years.

“This long-standing partnership reflects not only our strong professional ties, but also our shared commitment to advancing science and technology for a more sustainable future," Busi da Silva said in a news release.

REMA’s center is based in Florianópolis and is affiliated with the Federal University of Santa Catarina, which develops cost-effective environmental and technological solutions in automation, chemical engineering, biotech, environmental engineering and agronomy.

“Partnering with REMA in Florianópolis represents a significant step forward in our mission to transform carbon waste into valuable resources,” Tara Karimi, chief science and sustainability officer of Cemvita, said in a news release. “Together, we will enhance our platform’s capabilities, leveraging REMA’s expertise to evaluate and utilize diverse waste streams for sustainable oil production, further advancing the circular bioeconomy in Brazil and beyond.”

Cemvita recently expanded to Brazil to capitalize on the country’s progressive regulatory framework, which includes Brazil’s Fuel of the Future Law. The expansion also aimed to coincide with the 2025 COP30, the UN’s climate change conference, which will be hosted in Brazil in November.

Cemvita became capable of generating 500 barrels per day of sustainable oil from carbon waste at its first commercial plant in 2024, and as a result, Cemvita quadrupled output at its Houston plant. The company originally planned to reach this milestone in 2029.

Also in 2025, Cemvita announced a partnership with Brazil-based Be8 that focused on converting biodiesel byproduct glycerin into low-carbon feedstock to help support the decarbonization of the aviation sector. Cemvita agreed to a 20-year contract that specified it would supply up to 50 million gallons of SAF annually to United Airlines in 2023.

Houston earns No. 3 spot among cities with most Fortune 500 headquarters

biggest companies

Houston maintained its No. 3 status this year among U.S. metro areas with the most Fortune 500 headquarters. Fortune magazine tallied 26 Fortune 500 headquarters in the Houston area, behind only the New York City area (62) and the Chicago area (30).

Last year, 23 Houston-area companies landed on the Fortune 500 list. Fortune bases the list on revenue that a public or private company earns during its 2024 budget year.

On the Fortune 500 list for 2025, Spring-based ExxonMobil remained the highest-ranked company based in the Houston area as well as in Texas, sitting at No. 8 nationally. That’s down one spot from its No. 7 perch on the 2024 list. During its 2024 budget year, ExxonMobil reported revenue of $349.6 billion, up from $344.6 billion the previous year.

Here are the rankings and 2024 revenue for the 25 other Houston-area companies that made this year’s Fortune 500:

  • No. 16 Chevron, $202.8 billion
  • No. 28 Phillips 66, $145.5 billion
  • No. 56 Sysco, $78.8 billion
  • No. 75 Conoco Phillips, $56.9 million
  • No. 78 Enterprise Products Partners, $56.2 billion
  • No. 92 Plains GP Holdings, $50 billion
  • No. 143 Hewlett-Packard Enterprise, $30.1 billion
  • No. 153 NRG Energy, $28.1 billion
  • No. 155 Baker Hughes, $27.8 billion
  • No. 159 Occidental Petroleum, $26.9 billion
  • No. 183 EOG Resources, $23.7 billion
  • No. 184 Quanta Services, $23.7 billion
  • No. 194 Halliburton, $23 billion
  • No. 197 Waste Management, $22.1 billion
  • No. 214 Group 1 Automotive, $19.9 billion
  • No. 224 Corebridge Financial, $18.8 billion
  • No. 256 Targa Resources, $16.4 billion
  • No. 275 Cheniere Energy, $15.7 billion
  • No. 289 Kinder Morgan, $15.1 billion
  • No. 345 Westlake Corp., $12.1 billion
  • No. 422 APA, $9.7 billion
  • No. 443 NOV, $8.9 billion
  • No. 450 CenterPoint Energy, $8.6 billion
  • No. 474 Par Pacific Holdings, $8 billion
  • No. 480 KBR Inc., $7.7 billion

Nationally, the top five Fortune 500 companies are:

  • Walmart
  • Amazon
  • UnitedHealth Group
  • Apple
  • CVS Health

“The Fortune 500 is a literal roadmap to the rise and fall of markets, a reliable playbook of the world's most important regions, services, and products, and an indispensable roster of those companies' dynamic leaders,” Anastasia Nyrkovskaya, CEO of Fortune Media, said in a news release.

Among the states, Texas ranks second for the number of Fortune 500 headquarters (54), preceded by California (58) and followed by New York (53).