Resume Content for Oil and Gas Professionals - What Makes the Cut?

This is the second of a series on effective resume preparation by SCA's upstream oil and gas recruiter, Mark Connor. This and other timely articles pertinent to upstream professionals may be found in the latest issue of SCA's 4th Qtr GeoLOGIC newsletter. 

Mark Connor

Resumes have evolved significantly over the past 20 years, due in large part to the arrival of the Computer Age and, more recently, the social media revolution. Gone are the days when a resume would be printed on parchment quality paper and “snail mailed” to a prospective employer. In today’s job market, a resume is a digital document, formatted as a Word or .pdf file and attached to a “cover letter” email. In all probability, the resume itself will soon be a thing of the past as companies begin to explore the potential of “Profile Pages” offered by websites such as Linkedin, and even video resumes, giving applicants a chance to sell themselves and their backgrounds in a short video clip.

But, for the time being, the resume still has its place in the hiring process and the information it contains needs to be more concise and accessible than ever before. As discussed in our previous article, it is important to keep in mind that your resume is likely to be screened by several people before any interview is arranged, so information should a resume include?

Traditionally, a resume can contain information that is unnecessary and even detrimental to your chances of being selected for interview. Information such as marital status, names and ages of your children, religious or political groups, your hobbies or even the current status of your health are facts that you may feel proud to disclose, but are of little interest to a Recruiter trying to determine your technical abilities. Personal statements can also be a minefield – your own opinion regarding your work ethic, mentioning the fact you always give 110% and that you are “equally capable of working alone or as part of a team” does little to separate you from other applicants making the same claims. For consulting positions in the Geology, Geophysics and Reservoir Engineering community, there are only three key pieces of information that Recruiters are looking for:

•  What are your areas of specialization with your technical discipline?
• What areas of the world have you worked?
• What software are you capable of operating

When companies request a consultant, they typically have a specific problem that needs to be resolved. It is likely to be project specific and have defined technical deliverables with the tasks performed on whichever software the company uses. No learning curves, no training - Hiring Managers need a fully qualified and uniquely experienced expert to “hit the ground running." Managers approach specialist consulting companies to identify the right person because they know that the Consultant will be screened, vetted, interviewed, and referenced before a resume even reaches the hiring managers desk.

A good resume containing the right information will allow a Recruiter (and, later, a Hiring Manager) to identify your suitability for a specific assignment almost immediately, so focus as much of your resume as you can on the three key areas above. Keep it factual, objective and detailed enough to supply sufficient evidence that you can provide the solution to the company's problem.  Recruiters want to place consultants just as much as consultants want to be placed, so make sure the information is easy to access and Recruiters and Hiring Managers will be able to match you to your next consulting assignment time and time again. 

Exploring the Ten Habits - Habit Three: Managing Your Time

by Bob Shoup

In SCA’s ongoing blog series highlighting, "The Ten Habits of Highly Successful Oil Finders" we are now featuring Habit Three:

Successful oil finders plan their time and their work in order to ensure accurate interpretations and maps.

You may have heard the quote “Poor planning on your part does not constitute an emergency on my part.” Unfortunately, in our industry, poor planning does result in dry holes - lots of them! One of the surest ways a company can drill a string of dry holes is to enter a rig commitment before having a portfolio of prospects that have been accurately mapped and approved for drilling. While your manager may be responsible for poor planning, you are responsible for the accuracy and quality of your maps. Rushed interpretations almost always result in poorly mapped prospects. And poorly mapped prospects are poor prospects. Your ability to deliver high quality interpretations and maps will depend on your ability to plan and manage your time.

Generally speaking, projects have deadlines. So when you begin a project you must first decide what work is needed, and when that work is needed. To do that, you, or your manager, must first begin with the end in mind. What decision is needed and what are the costs of that decision? The decision to commit hundreds of millions of dollars to a development project requires a different level of understanding than does a decision to spend tens of millions of dollars to drill a well, or hundreds of thousands of dollars to buy seismic.

As an oil finder, your responsibility is to determine how much work is needed to ensure accurate interpretations and maps.  How many wells do you need to correlate? How much seismic do you need to interpret? How much reservoir engineering data do you need to integrate? How many maps do you need to make? How complicated is the geology of the area you are working in? Are there legacy interpretations you can build on?  

Once you have determined how much work is needed to make good quality interpretations you must then determine how much time is needed to make those interpretations. Each of us work at a different pace, so know your pace and set realistic time frames and goals. Once this is done, go back to management and see if the time frame you need fits with the time frame that matches the business needs.

If your business time frame doesn’t meet your workflow time frame, then the workflow must be adjusted. Here the “Law of Diminishing Returns” can serve as a guideline in adjusting the decision point and the workflow.  The Law of Diminishing returns states that the continued application of effort or skill toward a particular project or goal tends to decline in effectiveness after a certain level of result has been achieved. In other words, at a certain point, more effort does not yield proportionately better results.

In our industry an optimal decision is made when all of the available data has been integrated into a series of final maps that are the basis for reserve estimation. Decisions made after this point are usually decisions that managers are agonizing over, or are avoiding, and time spent after the optimal decision point is usually not justified (see chart below).

Click image to enlarge

So begin with the end in mind and tailor your activities to meet deadlines without compromising quality.  So, looking at the graphic again, work with your manager to determine what work is needed to reach a “good” decision point?  Or, alternatively what do you need to do to get past the point of making a bad decision.  

One thing that can improve your efficiency as well as the quality of your interpretations is training. SCA has an exciting training line-up featuring short courses tailored to the requirements of upstream professionals.  Review our training calendar and take the next step towards ensuring your oil finding career is a successful one for many years to come. 

The Resume as Glorified Business Card: Tips to Upstream Professionals on Landing an Interview

At SCA, we not only provide consulting and training services to the upstream oil and gas industry, we also assist in screening and recruiting direct hire candidates. Recruiter Mark Connor has put together some tips for prospective candidates on landing an interview with your employer of choice.  In this first installment of a two-part series, he describes the essence of an effective resume and the different audiences with whom you must be prepared to communicate. This article and more can be found in the latest GeoLOGIC Newsletter, now available for download here. 

SCA's Mark Connor

Drilling Engineers have a tendency to get straight to the point, and it was a Drilling Engineer who summarized the essence of a resume to me in four words – “A Glorified Business Card”. A business card is a few square inches of space in which a professional is required to sum themselves up as concisely as possible, so what information makes it on there? Your name, job title, company and contact details. Nothing else makes the cut. A resume is intended to relate the same core information, albeit in a little more detail - but where a business card is an effective tool to use when making a new business contact, what is the real purpose of a resume?

One vital misconception regarding the role of a resume is that a resume will get you a job. In reality, your goal when writing a resume should be to get an INTERVIEW. Your success in a job search will hinge on your interview and a well written resume will get you that interview. With that in mind, resumes should contain enough information to catch attention and get you in front of a decision maker.

A second misconception regarding the resume is that it WILL be evaluated by the hiring manager. In reality, the resume will more than likely be assessed by at least three other people before it reaches the decision maker, and those other people are unlikely to be from a technical background. Consider the following scenarios.

•        You are acquainted with the hiring manager and you send your resume directly to that person. In this case, the likelihood is that the manager will already be aware your abilities and the resume acts merely as a formality.

•         You deal with a specialized Recruiting/Consulting firm. These companies deal with Hiring Managers day in, day out and they have a deep understanding of the technical areas they deal with. A Professional Recruiter may not be from a technical background, but they are able to look past “key words” and understand the nuances of your technical abilities and how they relate to their client’s needs. A recommendation from a specialist Recruiter can be extremely effective in gaining an interview.

•          You deal with a generalist staffing company that has international clientele but no true specialization. These companies often have access to every vacancy that their client has open, so they work on many unrelated job openings every day. The key word search becomes a factor in resume selection and an understanding of technical suitability becomes limited.

•          You “apply online”. Regularly described as “black holes”, web portals do an excellent job of tracking applications but it is extremely difficult to influence the selection process.

So, considering the above scenarios, how should you approach resume preparation? It needs to appeal to different audiences. A resume should contain easily identifiable key words and a sufficiently simplistic breakdown of your job role to be understood by a Recruiter. However, it also needs to be detailed enough to inform a Hiring Manager that you are capable of performing the duties required. It requires a delicate balance but in order to be successful in a job search, your resume will need to convince more than just the Hiring Manager that you are the right person to call in for an interview.