This, as you may know, is something I’ve done a lot of in the past couple of years: thinking about the industry.
I’ve thought about how to define a pipeline engineer, and concluded that the definition is incredibly varied, and everyone defines it differently. So, it is of great value to ensure that we all communicate with each other very clearly what skills we actually want when we sing out for a pipeline engineer to help. By spending some time to better understand what we expect from our ‘pipeline engineer’, we are more likely to get what we want.
I’ve also thought a lot about generational change, which of course is not just affecting our industry but society at large. There is no shortage of information out there about the generational issues, but what doesn’t tend to get discussed in detail is how we can work together. It is so obvious that older workers have a very different view on work and productivity expectations compared to those 35 years old and under. What I have been so impressed with while thinking about these things is the tangible energy, passion and enthusiasm of the younger members of the industry – these members just want to have it all, and want to know everything! Having said that, the energy and enthusiasm in older workers is also very encouraging; I can sense a renewed vigour in the last few years. But there is a challenge for older workers, who, you may remember, in contrast to younger members, had to put in time and work their way through the ladder to get to where they are. It is recognised that younger workers now strive to be at the top in a couple of steps rather than over twenty years. What needs to be recognised in these cases is a new phenomenon that will emerge, which is yet to be talked about: those who achieve too much too soon. Those who achieve or attempt to achieve management positions before they are 30 might not have anywhere else to go. That will be a real energy-drainer, motivation will sag, and we need to prepare for it. We are facing a generation of workers who will always be asking, ‘is that all?’ And that will be a real challenge for businesses.
Finally, I’ve thought a lot about the skill shortage. My observations on this issue lead me to believe that we are missing out on a real opportunity to train or re-train older (35 and over) workers. There seems to be a lot of focus on getting really young people on board into the industry, and this is an essential initiative. But don’t forget, they want to be a manager in a year or two. You might find a benefit by looking within your organisation for that stale, bored and under-utilised 40 year old: talk to them and see if there is anything else they want to be doing. And then put in the effort, time, and money to re-train them. Along with all of the other initiatives and programs that will develop over the next while, looking to your mid-career personnel is another way to combat the skills issue in the pipeline industry.
With that, I would like to take this opportunity to bid the Australian pipeline industry a temporary farewell. In October 2006, I am relocating to Johannesburg, South Africa for 12-18 months. I doubt I will have anything to do with pipelines for that time, which is sometimes hard to believe. Pipelines and their design, construction and operation have been my life for 13 years since graduating from university. Thirteen years is hardly a moment in time, I know, for those who have two to three times that many years’ experience in the industry. But, as they say, everyone has more than one career in a lifetime these days. I am a ‘Generation X’ after all, and we invented these problems! I confess it will be difficult to be so far away from it, both geographically and mentally. I will miss it, I will miss all of you, and I will particularly miss the APIA Annual Convention. I wish you all the very best, and if you would like to get in touch, the APIA office will have my contact details.
