Harnessing the Potential of Noble's Next-Generation Workforce

Harnessing the Potential of Noble's Next-Generation Workforce

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At Noble, we believe that a key ingredient to our success is our ability to plan.

From our shipyard projects to end of well maintenance planning is essential, and that is particularly true for managing the incredible talent and significant potential of our industry-leading team members. With this in mind, Noble has taken steps to improve its employee performance evaluation process.

The process, which went live on June 1, captures performance measurement, feedback, progress, and goal setting, but most importantly, helps ensure success for every team member. The process was designed to be completed both onshore and offshore and will help employees see how their role and expected contributions fit within the bigger picture of the organization.

“Assessments, when done candidly, fairly, and constructively, are important to both Noble and our team members,” says Tom Madden, Noble’s Vice President & General Manager of Administration. “It has been my experience that people at all levels of an organization actually like to know how they’re doing. They want and need meaningful feedback.  It can also give an employee time to course-correct, if needed, to improve performance and support individual career growth and development. I think the changes we have made clearly support that goal.”

Based on feedback from the most recent Worldwide Rig Management Meetings, as well as a survey of select supervisors and employees on the 2014 performance review process, a number of key improvements were included in the review process for the current year.

“Simplicity was the goal,” notes Brian Woodward, Noble’s Global Operations Manager. “We simplified the evaluation process dramatically, such as reducing the key attributes section by nearly 50 percent. We also streamlined the approval process into five basic steps so managers, supervisors, and employees can concentrate on the performance appraisal itself instead of the procedural aspects. Now supervisors have more time to focus on what really matters – having an honest conversation about what is going well, what can be improved, and what development is required for employees to reach their goals.”

“What we heard from our team members both onshore & offshore was that they needed a review program that focused on both current performance and improvement opportunities – but in a simple to use format,” says Jessie Jordan, Operations Manager.  “In the end, career growth is each individual’s own responsibility. What we want our managers & supervisors to do is to develop a trusting relationship where they can offer feedback and ensure that our team members know their contribution is valued and how they can make the most of the opportunities they have here at Noble. I believe the new performance review is a great step in that direction.” 

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