Abstract

In the massive scale of the LNG processing industry, the importance of the software is often overlooked when compared with the more obvious and sometimes overwhelming nature of the hardware. This software consists of all the technical and managerial skills of the employees and, more importantly, the organizational structure and methods that seek to utilize these skills. Training is universally recognized as the key to skills development, both measurable ones such as those of a journeyman machinest and the less tangible ones of a deftly performing senior supervisor. The identification of the need for specific training, the measurement of the effects of that training, the early recognition of high potential candidates for training, the inventory of the skills and experience of all the employees and the proper use of these is generally referred to as Manpower Development. The objective of Manpower Development is to not only have the organization fully staffed with individuals who can effectively discharge their duties in their current position, but to generate an adequate number of potential candidates to be ready when needed to fill the supervisory and managerial positions which will successively become available in the company. These openings can be due to replacements for retirement and employee attrition, as well as for new openings for operational expansions and the results of demands for technological change on the organization structure. This article deals with the approach which is being taken at P.T. Badak Natural Gas Liquefaction Company to enhance overall manpower development efforts. In addition there is a plan being developed to put succession planning at every level in the organization on a more structured basis to ensure maximum utilization of the human resources employed by the company.