I am wondering for last few weeks, the big bang of lay-offs has happened mostly in HAL in compared to others like Baker or SLB. Any idea why is that? One reason could be the mismanagement by the executive members. But is that all?
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Talk to any field engineer at Baker and they will tell you how terrible and a joke it is compared to HAL and SLB.
It’s the same everywhere.
SLB and BKR have worked to standardize field services With on boarding and training. Still, at the rate of expanding and contraction and just overall attrition rate doesn’t seem to allow them to get it “right”
HAL seems to be in the news more, but BKR has cut many jobs as well as SLB. It’s bloody hell over there as well.
The training & support leaders at SLB & Baker are entirely more educated, acknowledging of employees as employees / people & have 'skin' in game as these leaders 'Bonuses' are based not just on production but employee 'retention'
Don't kid yourself. The attrition number and promotion target is the smallest of all the bonus targets. Revenue and profitability trumps everything else.
You fire your staff to increase profitability (rev - costs), you get 15% bonus.
You keep your staff, you get 5% attrition bonus....
- which action do you choose?
SLB is fixin to reorganize the entire company, Baker will have to do it shortly (they are too stupid to know). good luck going forward,,, the fun has left the building. 4 weeks off for paternal care you've got to be kidding me. this is the oilfield, get back to work and quit b–ching.
I'll never forget the time I worked on location in south Texas with a Halliburton MWD engineer from N—ria who claimed he couldn't read. Halliburton is the quintessential W voter – keep making America great, you guys.
I'm with another service company, but definitely agree with the post below about SAP...wonder how everybody got s—ed into that system? It's a disaster for my company too as far as I'm concerned.
SAP “Start Adding People” slowed HAL to a snails pace. It handcuffed some great personnel and tied them to data input instead of what they should be doing. Some had to use additional methods of data collection to get equipment and materials to location anywhere near on time and then stay at the office catching up data input all hours of the night.
Cost HAL great employees that jumped ship after getting burned out on SAP. System was too complex for coordinators and an entry level data entry clerk didn’t understand the tacit knowledge of the data needed input. HAL thought a monkey with a checklist or a process map could do any task. Oops
Halliburton management............... Buncha leading from the rear, hard headed, soft hand, girly men. Wish they would grab their purse and retire.
I do completely agree with @@idb+153mvc92. Most oil and gas industry is already lagging behind other industry in terms of implementing digital tech. HAL is the one which stands at the end of the line when coming to applying new technologies. Still executive board members takes hefty payments just to successfully boycott the new change in the industry.
Definitely, it is poor management. I'm not saying, bad managers, but an extremely inefficient management system. The work in my PSL could be done by half of the office personnel easily if we had a more dynamic management system and better business software. HAL is a company that overuses email, PowerPoint, Word, and Excel. That only signals it is a company afraid of change and moving forward. In another thread, it was discussed that managers would fall back to coordinator positions, coordinators to field, and so on. In HAL that is completely normal because processes, software, and tools have been the same in the last 20+ years.
Glad you found a new foster home and someone to call your daddy.
SLB-employee count 110.000, Baker Hughes- employee count 68,.000, Hal-employees count 53,000
SLB & Baker do many more production start up jobs i.e. cementing, chemicals, engineering (assisting drillers getting rig / wells ready for drilling & providing support at moments notice or providing crews within 6 hour window. i.e. cement crews at SLB & Baker on sight to cement hole within 5 hrs after Company Man call in to show up at Rig. SLB for cementing a drill shaft after drill pipe is removed (& slb is on sight once that last drill pipe is removed) charge $89,900 before any discounts for 8 hour job.
Both SLB & Backer hire & support their employees as crew / team members and put all employees thru intensive 2.5 week orientations at 12 hr "pay per day" training in their SLB Duncan OK & Baker Houston facilities. The training & support leaders at SLB & Baker are entirely more educated, acknowledging of employees as employees / people & have 'skin' in game as these leaders 'Bonuses' are based not just on production but employee 'retention'
Bottom line both SLB and Baker are just smarter overall Oil Service providers that understand when you have committed, dedicated employees your profits will be higher, your able to charge more for your services & as an organization its easier to grow the business.
Lou Holtz-all time wining-est Coach 'University of Notre Dame.
“Every moment of one’s existence one is growing into more or retreating into less.”
'Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it'
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Could be our past hiring practices were the worst in the industry and we focused on college tards and millennials.
Same goes for all services companies. Halliburton is just playing catch up. At the so called "big four" all have overpaid themselves, played roundabouts as they move from one to another. Then hoped they aren't holding the bomb when the music stops. Always deflecting the issue by try to grow by buying somebody or trying to buy else and kicking the can down the road. Another round of corporate synergy......................also known as cost cutting and the quickest cut is payroll.
Couldn’t be that we have significantly more portfolio exposure and workers than both SLB and Baker in North America land...