Good oil and gas talent is in short supply. Combine the so-called “Big Shift Change” with the reduced number of students applying for and completing STEM (Science, Technology, Engineering and Mathematics) [5] courses in college, and there is a serious concern about where the next generation of industry talent will come from.
As oil and gas companies bring in new talent to meet staffing demands, CEB research shows that [10] five-in-six hiring managers believe their new graduate hires present a lack of the skills and knowledge they consider necessary. But rather than changing their hiring strategies to find candidates with the potential to learn and develop those skills and knowledge, many [15] companies continue to waste money on ineffective and poorly targeted recruitment programs. As a result, these companies are forced to replace a growing percentage of their graduate hires within the first year.
One thing is for certain – millennials, or workers born [20] between 1980 and 2000, will be a critical part of the oil and gas workforce of tomorrow. So how can today’s oil and gas leaders find strong millennial talent who make an impact quickly? We’ve identified several tips for companies that want to see greater return on [25] investment for millennial recruitment.
1. Broaden your net beyond only those with top grades and use objective assessments
Strong academic performers aren’t always those who will perform best in the job. Recruiting from good [30] schools and evaluating academic performance will always be important, and every company wants to hire smart people. However, grades are not a perfect measure of how smart someone is, and they do not necessarily reflect all the characteristics that make [35] a person successful on the job. The job candidate with a 3.1 GPA who worked full-time while going to school may have demonstrated drive, motivation, time management and resourcefulness – all of which are beneficial on the job. This person can be just as qualified [40] as a top student. Using objective assessments to measure employability – a comprehensive evaluation of hard and soft skills and overall potential – improves the odds of finding the right hires for the business.
2. Use, but don’t overestimate, social media
[45] Unsurprisingly, millennials are more likely than any other generation to use social media to learn about organizations. Nonetheless, less than a third actually trust the information they receive through social channels. Regardless of generation, job seekers [50] place the most trust in personal connections such as friends and family, so continue to invest in traditional channels such as on-campus recruiting, job fairs, and referral programs. Using technology and social media in the recruiting process is important, but they should [55] supplement and enhance existing efforts rather than replace them.
3. Understand millennial motivations
To attract the best millennial workers, understand what motivates them. Our research shows this generation [60] is actually motivated by opportunities to develop and grow, demonstrate the talents they have, and move up in the company, rather than by salary. Incidentally, other generations are interested in these things too, and showing a commitment to developing employees [65] will help retain existing employees as well as attract new ones.
4. Remember that new hires don’t always have to be work-ready
Graduate hires may not have the necessary skills to [70] be successful on day one. When casting a wider net to find new talent, look for ways to assess candidates’ capacity to learn, drive for achievement and ability to work effectively with others. There is an increased likelihood that candidates with high measures in [75] those areas can develop into successful employees, even if they do not possess the full range of technical knowledge and skills when hired. Once they are hired, identify and invest in developing the skills that graduates need to flourish in the job today and [80] prepare for future roles.
5. Avoid recruiting simply to fill vacancies
Successful companies find a balance between responding to management demands to fill current vacancies and securing the right people to meet [85] long-term business needs. Openings will always need to be filled, but the urgency to hire for today’s vacancies should be tempered with the goal of hiring people who will grow with the organization. Many successful oil and gas companies are hiring for fit with [90] the overall company rather than for a specific job. A talented engineer with strong capacity for learning and potential for growth is someone worth investing in, even if a perfect role isn’t available at the present time.
[95]
6. Offer diverse experiences
A common myth about millennials is that they are only looking to stay with a given company for a short time before moving on. However, our research shows that millennials view employment stability as very important [100] but they are also looking for varied experiences. By offering diverse career experiences and clarifying the benefit of moves with the organization, millennials will be more likely to stay in one place. With a growing need for new talent in the sector, most [105] oil and gas companies will feel pressure to hire new millennial employees as rapidly as possible. However, making incorrect assumptions about how millennials think and hiring for short-term rather than long-term goals will be ineffective. Companies will see the most [110] success in attracting top millennial talent by taking a more thoughtful, objective and company-specific approach to hiring.
🔗 Texto adaptado de:
🔗 Available at: http://www.pennenergy.com/articles/pennenergy/2014/10/millennials-the-next-generation-of-oil-and-gas-talent.html. Retrieved on: Apr. 30th, 2015.
Based on the fragment of Text I “Using objective assessments to measure employability – a comprehensive evaluation of hard and soft skills and overall potential – improves the odds of finding the right hires for the business” (lines 40-43), one infers that objective assessments:
improve the chances of finding the right hires.
are a strange method of finding the right hires.
are the only method of measuring employability.
are an ineffective method of finding the right hires if compared to academic performance.
do not measure the overall potential of a job candidate.
Cesgranrio • Petrobras • Advogado(a) Júnior
Questão 14 • Gabarito: (A)
Based on the fragment of Text I “Using objective assessments to measure employability – a comprehensive evaluation of hard and soft skills and overall potential – improves the odds of finding the right hires for the business” (lines 40-43), one infers that objective assessments
(A) improve the chances of finding the right hires.
(B) are a strange method of finding the right hires.
(C) are the only method of measuring employability.
(D) are an ineffective method of finding the right hires if compared to academic performance.
(E) do not measure the overall potential of a job candidate.
Para isolar a relação lógica exata e ratificar o gabarito oficial, mapeia-se o alvo discursivo:
01. Comando (Command): Extrair a conclusão dedutiva e implicitamente sustentada pelo fragmento de texto a respeito do papel das avaliações objetivas.
02. Gatilho (Trigger): O sinalizador analítico focado em rastreamento dedutivo expresso pelos termos lógicos "one infers that objective assessments".
03. Operação (Operation): Equivalência semântica e probabilística direta, batimento de polaridade operacional e eliminação de termos dogmáticos excludentes.
04. Evidência (Evidence): A asserção final do fragmento (linhas 40-43), que indexa as avaliações objetivas como alavancas de otimização de acertos no recrutamento.
05. Discriminação (Discrimination): Pulverizar opções que impõem exclusividade dogmática (C), ineficácia fictícia (D), estranheza (B) ou negação direta de dados (E).
06. Validação (Validation): Certificar que a paridade conceitual entre "improves the odds" e "improve the chances" liquida a questão sem margem para ambiguidade.
07. Decisão (Decision): Marcar com absoluta rapidez, linearidade e segurança a alternativa A na folha de respostas, sob validação da metodologia B3GE™.
Competência avaliada: 33. Inference (Implicit Meaning • Context Clues) (Paráfrase Equivalente).
A resposta irretocável e indestrutível. O item opera realizando a tradução matemática perfeita da locução original. No inglês de negócios, o termo "odds" atua indexando as probabilidades ou chances de um evento ocorrer de forma positiva. Dizer que o método "improves the chances" espelha os fatos com fidelidade e elegância linguística.
Distrator — Deturpação Lexical (Injeção de Qualificação Subjetiva e Atributo Exógeno).
A Engine desvalida o item por erro de julgamento de valor. O fragmento descreve o método de forma técnica, equilibrada e altamente corporativa (abrangendo "hard and soft skills"). Rotular o processo avaliativo como uma técnica esquisita ou bizarra ("strange method") agride o tom profissional das fontes e introduz uma mentira de escopo.
Distrator — Exclusividade Indevida (Forçamento de Operador Dogmático Radical Absoluto).
O item deforma a utilidade da ferramenta ao transformá-la em uma ditadura metodológica. O texto estabelece que as avaliações melhoram o cenário de seleção, mas jamais dita que são o único caminho viável ("the only method") para mensurar o mercado. Lembre-se: em itens inferenciais, o radicalismo dogmático desvalida o acerto.
Distrator — Inversão de Polaridade (Subversão de Eficácia e Fabricação de Confronto Extratextual).
A banca opera um cruzamento duplo de erro. Além de inverter o sinal positivo de eficácia do método ao classificá-lo de forma infundada como ineficaz ("ineffective method"), o item inventa uma comparação competitiva contra o desempenho acadêmico ("compared to academic performance") que não possui qualquer lastro nas linhas.
Distrator — Negação de Informação Explícita (Colisão Frontal com Dados Confinados entre Travessões).
O examinador desafia a leitura literal das fontes de forma tosca. O miolo do fragmento traz expressamente, isolado por travessões explicativos, que o método realiza uma avaliação abrangente do potencial geral do candidato ("...a comprehensive evaluation of hard and soft skills and overall potential..."). Dizer que ele não mede esse potencial mente descaradamente perante a frase.
A Tradução Matemática de Termos de Probabilidade (🔮): Fique atento a expressões idiomáticas vindas do universo das estatísticas ou dos jogos de azar. A expressão improves the odds significa elevar as chances matemáticas de um evento dar certo. O candidato que domina essa chave lexical encontra o porto seguro da questão ao fazer o batimento direto com a expressão universal improve the chances, blindando o acerto sem sofrer com releituras.
O Bloqueio contra Elementos Alienígenas Comparativos (D): Um truque clássico em orações recortadas é a injeção de uma segunda entidade que parece fazer sentido no mundo real (como o rendimento acadêmico na faculdade), mas que está 100% ausente do fragmento sob escrutínio. Isolar o escopo factual delimitado pelo ponto final impede que o candidato caia no viés de conhecimento prévio do mundo real.
thematic: Reading & Interpretation
theme: 33. Inference (Implicit Meaning • Context Clues)
Peça Operativa Principal: Idiomatic Probability Decoding / Polar Operational Verification / Dogmatic Operator Elimination
SILO 3 — Contextual
contentTopic: 15. Business & Employment
subtheme: Eficácia de avaliações objetivas e mensuração de potencial no recrutamento corporativo.