sis training handbook
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Training in Schlumberger
Schlumberger’s commitment to training and development is recognized throughout the industry and
represents a significant competitive advantage. The company invests substantial time and resources in our
structured training and development programs than any other oilfield services company.
A multitude of intensive training programs provides continuous learning and progression opportunities to
employees throughout their careers. Business Segments and support functions provide dedicated and
structured fixed-step training programs for everyone, including recent recruits. The commitment to career
development continues throughout both technical and managerial career paths with a focus on a
competency management approach.
The success of this effort lies in the company’s learning management tool, iLearn.
Fixed Step Training Fixed-step training programs are designed to develop our employees from new-hire through to the
technical and professional standards required to meet the needs of our business. They provide a structured
program for self-motivated learning that results in a consistent standard throughout the company. The
fixed-step program is easily managed and compatible with the operational requirements of our industry.
When employees complete a particular step, they are considered for promotion to the next step of their
assigned training program. Fixed-step training is a challenging program that allows participants to fulfill their
potential and aims to develop employees who have:
A strong technical background in the multi subjects and operations used in Schlumberger
A professional attitude and ability – the capability to operate equipment and run the operations of a
department with a high level of confidence and proficiency, and to do this anywhere in the world
Knowledge of Schlumberger culture and technique; the ability to produce the best results from
equipment and personnel
The ability to direct and develop personnel within a department
Leadership in the fields of Quality, Health, Safety and Environment, and a full awareness of all
aspects of our operations
iLearn Objectives
iLearn is the learning management system used in Schlumberger to:
Increase Learner’s visibility into their assigned training programs by integrating with the Career
Center
Provide system performance that allows the entrance of other communities into the application
Create corporate synergy by implementing a common, consistent training program model across
Segments
Help managers plan team development and track individuals’ proficiencies
Help FSMs and training managers plan resource allocation to affect revenue positively
Allow easy identification of qualified personnel for improved response time to specific customer
needs.
iLearn User Access Profiles and Functionality
iLearn is accessible through a variety of user access profiles, which define a unique set of privileges to
provide the user with access to specific functionalities and actions within the system. Users have the ability
to access the system using one, or multiple, access profiles. Users with access to more than one user
profile will need to use a unique route of access (i.e., a different login site) to maintain a clear boundary
between profiles.
Field users are divided into five profiles:
Learners
Mentors
Managers
Training Managers (TDS)
Training and Development Managers (TDMs)
For the Learner profile, the iLearn system is accessed via the Learning & Development section of the
Career Center . From the Career Center, Learners will be able to select exactly where they want to go
within iLearn. Based on their selection, the Learner will enter the iLearn system on one of the six main
pages within the Learner profile:
My Training Program
My Training Progress
My Enrolments
My Training History
My Profile
Search Training Catalog
My Certification History
Mentors are assigned to guide learners through their training program. A Mentor will not be one of the
Learner’s managers in LDAP. Once assigned the profile of Mentor, the user can enter the system directly
from the My Mentees section of the Training Management Center . The Mentor will be able to enter the
iLearn system directly onto one of the two main pages available to this profile:
My Mentees
My Action Items
Mentors will be able to mark as complete any of their learner’s training that does not have a monetary cost
associated.
The Manager profile is assigned automatically by the system to any person who has direct reports in
LDAP. The iLearn system differentiates between two types of managers – the Direct Manager and the
Functional Manager, providing slightly different user functionality to each. The Direct Manager is
automatically assigned to the first manager listed in a person’s LDAP record (ie, top manager on the list
where a person has multiple managers). All subsequent managers listed in LDAP are assigned the
Functional Manager status. The Manager Profile allows the user to access their entire team as defined by
the organizational structure below them in LDAP.
Whether you are a Direct Manager or a Functional Manager, you log into the Manager profile of iLearn from
the My Direct Reports section of the Training Management Center . Once inside the iLearn system, you
will be able to switch between Direct Manager and Functional Manager status. The Manager will be able to
enter the iLearn system directly onto any one of the eight pages available to this profile:
My Team
My Team Progress
My Action Items
My Reports
Suggest/Enroll/Grant Learning
Add Non-Catalog Item to Training
History
Assign Mentor
Delegate My Rights
A Functional Manager will only be able to approve learner requests that do not have a monetary value
associated, whereas a Direct Manager will be able to approve any type of learner request.
NOTE:
The My Reports page of iLearn is powered by OFS Reporter and will only function for users who have
existing OFS Reporter access. If the reports are not functioning, you will need to request OFS Reporter
access (or request an update to your existing access) via the SAMBA website. When requesting this
access you will need to select between two options to define the scope of your reporting:
LDAP Driven – this will allow you to generate iLearn reports that are limited to the organisational
structure below you in LDAP.
OFS Reporter Native – this will allow you to generate iLearn reports on a population that is
defined by geographic or organizational subdivisions. The boundaries of this population will need
to be included in the SAMBA request. This type of reporting scope would generally be suitable for
an TDS, Training Manager, or TDM.
The Training Manager profile is used by people who are responsible for the training progress of a group of
learners; normally this would be Personnel Managers or Training, Development and Staffing Managers.
This profile needs to be requested via the SAMBA system, and once implemented it will provide the user
with access to a group of learners defined geographically and/or by organizational sub divisions.
An approved user can log into the Training Manager profile of iLearn from the My Population section of
the Training Management Center . They will have the ability to enter the system directly onto one of the
seven main pages available to this profile
Build My Population
Manage My Population
My Reports
Suggest/Enroll/Grant Learning
Assign Mentors
Delegate My Rights
Add Non Catalog Items to Training History
Once inside iLearn, Training Managers are able to draw upon their pre-defined population to build teams
and generate reports.
The Training & Development Manager (TDM) profile is automatically assigned to those managers that have
the Training & Development Manager title in their LDAP record, and provides the user with access to a
group of learners defined geographically and/or by organizational sub divisions. The functionality of the
TDM profile is the same as the Training Manager profile, except that the TDM profile allows the user to
waive learning requirements from a Fixed Step Training Program. The ability to waive learning
requirements is unique to the TDM profile.
iLearn will also have Support profiles, which will be used to maintain the system and the training programs.
These additional profiles are for system administrators, including instructors, class administrators, content
administrators, catalog administrators, iLearn champions and system administrators.
iLearn Training Program Structure
The structure of the Schlumberger fixed step training program in iLearn is based on a learner’s iLearn
Training Profile.
An iLearn Training Profile is assigned to each learner using a combination of SAP Job Code + Segment +
Subsegment.
Note: If you believe the training program displayed in the iLearn My Training Program page is not correct,
please check your iLearn Training Profile – it is almost certain that this is where the problem will be. If your
iLearn profile is wrong, contact your manager, personnel manager or TDS to arrange for the correction in
the SAP system. Once the SAP system has been corrected, the training program displayed in your iLearn
will correct itself.
Each iLearn Training Profile may be assigned up to three required Roles:
Segment Role: Segment defined fixed step training
OFS Common Role: OFS common training, e.g., OFS-1, OFS-2 and OFS-3
QHSE Role: Job related QHSE training and certifications
Each required Role contains a set of required certifications, i.e., Step 1, Step 2, and Step 3.
Each certification defines the set of required training products to be completed, which include certifications,
classes and learning items.
OFS Common Role a fixed-step training and development program designed to move new recruits from Grade 8 through to
Grade 11 within 36 months. The focus of TECHEDGE is on the development of technical and functional
skills that are required to deliver the full breadth and depth of SIS services to clients -with MAXIMUM
business impact.
The OFS Common Role applies to all segments in Schlumberger. The OFS Common Role will include the
three courses currently available – OFS 1, OFS 2, and OFS 3. The standardization of the role will not
change the content or structure of the courses.
OFS-1: Introduction to Schlumberger and E&P Oil Industry
OFS-2: Basic Finance, Time Management and Problem Solving
OFS-3: Managing and Leading Your People
QHSE Role The QHSE Role contains the job related QHSE training and certifications particular to the segment and job.
Learners and managers will be able to follow the progress of these certifications in iLearn.
Segment Role -
Fixed Step Training
The Segment Fixed Step Training Role will contain all the training related to the specific domains and
subsegments within SIS. Learners will progress in their training programs by working through a series of
certification steps.
Each Step certification will contain the two modules:
Training Progress: To track training progress and validate completion of the fixed step. The
module consists of several learning milestones that are achieved in sequence.
Qualification Curriculum: Driven by specific products and services, qualifications are designed
by Segments to match business and operational needs.
In order to move to the next Step, a learner must complete all the required training products contained
within both of these modules. Step modules may have one or more elective training products, which allow
the learner to choose appropriate training depending on their domain and location.
Training Progress The Training Progress module defines advancement milestones within each training step, including:
Pre-School Curriculum
Pre-School Manager Review
Technical School
Technical Curriculum
Manager Step Review
The Pre-School Curriculum and Pre-School Manager Review in Step 1 ensures that all learners arriving at
the first Technical School have the same technical foundation, which allows the course learning objectives
to be covered quickly and to be built upon seamlessly.
Qualification Curriculum
The Qualification Curriculum module contains the Qualification(s) that must be completed to finish the
current FST Step Certification. Each Qualification is designed to demonstrate the extent of learner’s
knowledge, and ability to provide or support a specific service, answer product or other essential area of
work related to SIS business and operational needs.
Qualifications will allow Managers to query for employees that are qualified to perform an upcoming
job/service, which will improve response time to meet specific customer needs and increase the level of
contribution from newer employees.
Introduction Welcome to the Schlumberger TECHEDGE Training Program . The training program and associated
performance standards are designed to provide the foundation for a challenging and fulfilling career.
Progress through the program is carefully planned and monitored to ensure that key intermediate goals are
achieved while completing the overall program objectives.
The Schlumberger business model relies on the recruitment of capable candidates and the rigorous
application of focused training programs. This provides employees with a unique opportunity for personal
growth and enables Schlumberger to continue providing clients with high quality products and services.
This is a key factor in maintaining a competitive advantage within the oil and gas industry.
Initial training elements provide candidates with a wide-ranging and general awareness of the technologies
and activities of SIS, the Schlumberger segment to which they have been recruited. Subsequent training
provides detailed explanation of the technologies and processes within which the employee’s early career
will be planned. Further training is scheduled on the basis of business need and the personal aspirations of
the employee. The concept of ongoing or continuous learning is encouraged.
This section introduces the TECHEDGE Training Program and provides guidelines for planning individual
skill progression and career development in the SIS business segment. This in conjunction with the
following three well-established company values underscore the importance of people, technology, and
profit.
Our people thrive on the challenge to excel in any environment and their dedication to safety and customer
service worldwide is our greatest strength.
Our commitment to technology and quality is the basis for our competitive advantage.
Our determination to produce superior profits is the cornerstone for our future independence of action and
growth.
Quality and HSE Mission
In any Schlumberger activity, Quality, Health, Safety and Environmental (QHSE) considerations are top
priorities for all aspects of planning and job execution and should be understood by all employees, and third
parties, involved in the process. The desire to continuously improve products and services while protecting
personnel and the environment is encouraged as a commitment for all employees. The reduction and
mitigation of risk to Schlumberger personnel, client personnel, contractor personnel and assets, the public
and the environment is an integral part of an organization culture that seeks continuous improvement.
The Schlumberger Code of Ethics further reinforces the requirement to understand and observe the rules
and ethical requirements of the business community in which we serve.
“We must hold ourselves—and those working alongside us—accountable for following the rules: the rules
of Schlumberger, the rules of the customers we serve, and the rules of the countries in which we work and
live. Being accountable means we each must take a proactive approach to ethical, legal, and compliance
concerns by identifying, reporting, and addressing them as necessary.”
Excellence in Execution
The goal of the Excellence in Execution initiative is to deliver flawless execution to our customers. On a
global level, it includes enhancing existing work processes and business systems, as well as putting in
place new systems and organizational structures in areas identified to give maximum incremental Quality
improvement. This will be achieved by implementing two specific components:
The first component is to increase the reliability of our products and services through the newly established
EMS organization. This organization will implement standards, processes and systems across all of
Schlumberger’s engineering and manufacturing centers to improve the efficiency of the product
development lifecycle.
The second component is to make a step change in Schlumberger’s service quality performance through
the formation of the Quality Systems function. This is achieved through the implementation of a segment
focused field Quality organization, the launch of the Quality career path, the establishment of segment
Zero-Tolerance rules, the creation of a world-class Testing Services maintenance organization, and
through enhanced auditing using CAT (Compliance Assessment Tool).
Training in Schlumberger
A primary objective of Schlumberger training initiatives is that personnel receive the necessary training to
enable them to fulfill the requirements of their current role or position. The structured nature of
Schlumberger training plans also helps ensure that early preparation is made for subsequent roles or
positions and that opportunity is given for personnel to develop to full potential through a combination of
training and experience in a progression of roles.
Structured career development paths are designed to provide a resource of personnel that have been
consistently trained, while allowing individuals the flexibility for specialization and personal development.
This approach enables management and staff to react quickly to fluctuating business conditions or
activities.
In a diverse international working environment, the ability to demonstrate an understanding of client
problems and challenges is of great importance in establishing a sustainable working relationship with the
client organization. Schlumberger training programs place significant emphasis on developing
communication and intercultural skills in addition to technical understanding. Similarly, Schlumberger
training programs are designed in a way that technical, operational and management principles are
complemented with a strong awareness of QHSE issues.
Client Focus
In today’s evolving business environment, with ever-increasing demands for efficiency, the relationships
with our clients are of paramount importance. There is significant importance placed on developing
communication and cultural skills to compliment the technical skills required to understand our client’s
needs.
Interaction with client personnel at service quality meetings, technical seminars, presentations or other less
formal client related activity is an important part of a collaborative approach to business activities.
Consequently preparation for client contact and relationship building is an important part of Schlumberger
training and development programs.
TECHEDGE Overview
TECHEDGE is a fixed-step training and development program designed to move new recruits from Grade 8
through to Grade 11 within 36 months. The focus of TECHEDGE is on the development of technical and
functional skills that are required to deliver the full breadth and depth of SIS services to clients -with
MAXIMUM business impact.
As employees develop and enhance their soft skill abilities, demonstrate their technical proficiency, and
complete the certification path for the next grade level, a milestone is reached. That achievement is
awarded with a salary increase.
The TECHEDGE program is a complete, structured training program with a blended approach to learning. It
is comprised of:
Roadmaps, a series of learning paths, which detail the requirements for promotion at each step of
program
Mandatory instructor-led courses
Mentored on-the-job training
e-learning and self-study modules
Projects in which you utilize a combination of skills to complete a deliverable result with value to
the company.
While TECHEDGE is intended for new recruits, it can also be used as an assessment tool to identify
training needs and development areas for more experienced mid-career hires.
TECHEDGE Objectives
1. To provide a stimulating personal development program, that aligns with the increasing breadth
and depth of SIS business requirements
2. To develop highly qualified and motivated people that demonstrate technical leadership and
excellence in service delivery
3. Provide a strong foundation for a challenging and rewarding career
4. To minimize the amount of time required for participants to independently contribute to the SIS
business
TECHEDGE guides an individual’s development across their technical disciplines and enhances functional
soft skills. This aids SIS and our customers (capable and innovative workforce) and the employee (more
career opportunities).
The milestones are a reward for the employee. The pace and minimum standards from grade 8 to 11 is
clearly established in the certification paths. The program is designed to fit work/life issues. For instance,
an employee may wish to work part time in order to pursue a masters degree. Here, the employee may be
inactive in TECHEDGE, and may possibly receive merit salary increases, but no promotions.
SIS iLearn Profiles and Role Assignment
Timeline for Field Specialist
The fixed-step training program for Specialists is subdivided into four steps that allow them to progress
between Grades and reach up to G11. Each step, upon successful completion, allows the Specialist to
move to the next step/grade and hold a higher position on the field in his/her department.
Timeline for Field Engineer
Engineers are hired into trainee positions at G08 in different departments. The fixed-step training program
for Engineers is subdivided into three steps that allow them to progress between grades and reach up to
G11. Each step, upon successful completion, allows the Engineer to move to the next Step/Grade and hold
a higher position on the vessel in his/her department.
At the end of the fixed step program for a Field Engineer the minimum qualifications have been met and the
engineer is fully capable of making an impact at his location. The qualifications listed below are for the SIS-
Geologist and SIS-Geophysicist.
Beyond TECHEDGE
Your training & development does not end after successful completion of TECHEDGE at Grade 11. If you
wish to continue to along the technical career ladder, there will be advanced training available to broaden
your skills, both within and outside of your domain. Several roadmaps have a suggested training path for
Grade 11 to facilitate this growth. You will find examples of Grade 11 recommendations in the CDPH
portal.
SETC
For those of you who wish to continue in a technical career, the Schlumberger Eureka Technical Career
ladder provides a strong framework for development and progression. TECHEDGE provides career
development for the “member” community. SETC details can be found at the following website.
Grade 11 Review
With a promotion to Grade 11, SIS employees participate in an event called a Grade 11 Review. This
provides the employee with the opportunity to present their project to GeoMarkets management. At the
same time, the employee meets management from other product lines. Oftentimes, the Grade 11 review is
coordinate with a COR (career orientation review). It is expected that each region will host a grade 11
review session once per quarter.
Promotion
Once all the skills have been obtained at the required proficiency, the certification path for that grade is
marked complete. At that time you can request a promotion from your manager. Your manager will then
review the skills, your job performance and make a recommendation to Personnel, for promotion, where
appropriate.
Grade 11 Project Guidelines The promotion of the Fixed Step Engineers, Geoscientist & Specialists to Grade 11 marks the completion
of the SIS fixed step training program. Effective completion of G11 control is the checkpoint that will
determine both the effectiveness of our training program and ability of the employees to learn, develop and
perform.
The GeoMarket/Regions are empowered to fully own the execution of G11 Control process. For information
on the G11 control Process visit G11 Control Portal
The project topic selection is a critical component of the G11 process, Project content and approval is
owned fully by each Segment.
This document provides the guideline for all SIS G11 Project.
The SIS Grade 11 project is intended to demonstrate the candidate’s ability to manage a project through
conception, analytical evaluation, in-depth investigation, and organizational skills. The candidate will
complete the process by demonstrating confidence and professionalism in his/her ability to present the
project findings / solutions to a management team.
G11 control is mandatory for all SIS Engineers/Geoscientist in Operations and optional for the
Specialists. All Specialists who seek promotion to G11 must go through the G11 process.
Project Content G11 projects should provide sufficient content and depth to support the final conclusions or provide
substantial detail for User’ Guides, Training Material, and process work flows etc. Business related projects
must contain substantial detail to accurately support the current situation in the location the Grade 11
candidate is presenting.
G11 Projects must demonstrate meaningful personal contribution but, projects are no longer required to
have ‘significant impact’ on SLB business. The project should measure the value (financial or non financial)
for Schlumberger and Client (Internal or External). It must demonstrate the ability of the candidate to
thoroughly evaluate and resolve an issue, manage a project and present a comprehensive and professional
report.
Examples of g11 Project are:
Development and implementation of a new process, work flow, or new service benefiting the
location, GeoMarket or Segment.
Development and presentation of a case study and/or best practice.
Guest testing a new technology or significant upgrade to existing technology whereby the Grade 11
candidate acts as the bridge between the Tech Center and field location
Solution to managerial problem (personnel, finance, sales, marketing etc…) with detailed business
analysis or analysis of a significant SQ issue with improvement implemented in the Grade 11
candidate’s locations
If not technical, the project must bring a clear improvement to process (QHSE, Personnel,
Sales/Marketing, finance etc)
Detailed SQ review of the location or of a major client in the location
Development of new User’s Guides, Training Material design and development, tasksheets and/or
Roadmap definition
Projects based on market intelligence, competitors’ products and services as well as researching
technical documentation, identifying gaps/outdated documentation and updating to industry
standards are encouraged.
Major updates to outdated InTouch contents
Analysis or assessment of a client problem or challenging issue with a professionally implemented
solution where the G11 candidate acts as the Lead.
The project can be part of normal day to day activities (onsite support or project) but must show
additional value from the normal day to day activity
Project Selection Guidelines The most basic guide to selecting a project is the recommended identification of the following key elements:
Does this project bring value to the location, function, Geomarket, Area or Segment?
Will the project be evaluated positively when measured by Client impact (internal or external),
Schlumberger impact and personal contribution?
Is the project of sufficient depth to ensure the G11 Candidate is able to fully demonstrate the ability
to identify and thoroughly evaluate and resolve an opportunity, manage a project and present a
comprehensive, professional solution?
Will there be sufficient resources available to the candidate to complete the project according to a
mutually agreed set of deliverables?
Determining the value and where the value will be realized is a task to be completed jointly with the
candidate’s supervisor and/or the project sponsor. It is acceptable for this to be of value only to the location,
however due consideration should be given to how the project could be of more benefit to SIS worldwide or
Schlumberger.
To ensure that the project is of sufficient depth these guidelines may help:
The deliverables should be clearly defined in the project abstract from the outset.
The project must be submitted and approved before promotion to G10
Projects should, where relevant demonstrate networking skills within their domain and cross discipline. For
example, the need to research the project beyond the confines of the location business line or segment in
order to gather information from the experts as well as leverage segment knowledge.
A visit to the Career Development Project Hub (CDPH) is advisable in order to look for posted project
opportunities but also to get an idea and understanding as to what type of projects have been completed in
past years. Useful Guides on how to best to use CDPH
Project Acceptance Criteria The Project abstract must be approved by the GM OPM prior to Grade 10 promotion and should include the
following 6 points:
1. Title and clear definition of the project
2. Abstract stating the project objectives
3. Clearly stated deliverables
4. Resource requirements
5. Project sponsor (if any)
6. Detailed timeline
Project Deliverables A Grade 11 Project will have a complete documentation package consisting of a Grade 11 Project Paper
(SPE Format and Technical writing style), any supporting information necessary for the presentation and
the Grade 11 Project Presentation, (Schlumberger Internal Format). A copy of the presentation and paper
will be required for the presentation to management team.
The Project presentation should last no more than 20 minutes with 10 to 15 minutes added for
question and answer session at the end.
Projects must demonstrate significant personal contribution that should be evident in the
presentation
Minimum deliverables are: G11 Project Paper (SPE Format), G11 Project Presentation (ppt,
Schlumberger Format), any supporting information necessary for the presentation.
The presentation should include:
o A brief introduction of the G11 candidate
o InTouch Submission references where required
o Project Objective
o Scope of Work
o Results
o Value Matrix: Client Impact, Schlumberger Impact
o Personal Contribution
o Recommendation/Way Forward
o The total number of slides should not exceed twenty (20).
o The Candidate should be aware of their audience, and not get stuck in too much technical
detail.
o The candidate should communicate their enthusiasm for the project.
Evaluation Criteria
Presentation: Audibility & Speech, Visual Presentation, Hand-outs, Question and Answer
responses, confidence, presentation delivery with effective communication of issue and solution.
Project: Identification of the problem, concise review of the data gathering and potential solution,
solution quality, project technical understanding, creativity and innovation in the solution.
Personal Contribution: Role in project, depth of solution knowledge or in depth understanding of
information presented, methodology of solution, implementation, leadership, creativity, level of
interaction with customer and or technology center / segment.
Projects are no longer required to demonstrate significant business impact, however if the project selected
offers such value to the client or Schlumberger it is expected that this be identified and presented.
Responsibility
G11 Candidate
Responsible for ensuring that Project is identified, selected and approved by relevant authorities
and for executing the project within proposed scope and time-frame
Upload the project in the CDPH
Establish a project plan
Report progress to sponsor, TSM/CSM, and management involved
Communicate resources required for successful project execution
Sponsor
Help candidate define project scope and deliverables
Provide continuous guidance on project progress to candidate
Communicate with management if any critical issues arise
Operations Management
Ensure candidates select projects in a timely manner.
Identifies sufficient project proposal uploads to CDPH.
Assigns and approves project to candidate
Accountable for quality of projects
Provide candidate with the resources required for project completion (as appropriate).
Review final output prior to GeoMarket review.
TSM /CSM
Monitors overall process
Monitors sufficient number of projects posted on CDPH, and encourages the submission of new
projects
Verifies posted projects are in compliance with segment guidelines.
Provides coaching to Operations Managers & Line Managers
Coaches candidates during project preparation
Ensure candidates select projects in a timely manner.
Track project progress and communicate issues to management.
Coordinate Area presentations and recognition.
Objective and Scope This section provides the information on the training programs for the employees in the SIS Technology
Centers. It details the applicability and requirements of each program, to make sure our employees gaining
the competencies for their current job and career development in Schlumberger.
The training programs in this guideline are for the technical staff working on software product development
in SIS Tech. Centers, including Software Developer and Commercialization Engineer. Support functions
such as Personnel, Finance, or administration are not considered technical staff. Support Engineer,
InTouch Engineer, Product Analyst, Product Champion, Technical Sales, Technical Consultant who is
based in SIS Tech. Center is under the SIS Services organization. This group is also outside the scope of
this guideline.
Here is a list of the current Technology Centers in SIS:
Abingdon Tech. Center (AbTC)
Brazil Research & Geoengineering Center (BRGC)
Montpellier Tech. Center (MpTC)
SIS Houston Tech. Center (HTC)
SIS Norway Tech. Center (SNTC) and SIS Aachen Tech. Center (AaTC)
Training Program Overview The figure (on next page) shows an overview of the training programs within SIS.
These programs strengthen the ‘Foundation’ of our Fixed Step Training Programs (usually for employees
below G11) and continue with high performing ‘Mastery’ training programs (usually for employees at or
above G11). Training programs in the ‘Foundation’ phase consist the BUILD IT Program (Business Impact
Through Local Development and Integrated Training), which is designed for new fresh-out hires in the SIS
field operations; ADVANCE Program and Commercialization Engineer Training Program, which are for new
fresh-out hires in the SIS Technology Centers. To continue arming the experienced employees’ (post-G11)
knowledge, the ‘Mastery’ phase focuses on sales, management, technical and cross domain knowledge
enhancement. Management training is also provided in this phase. In the SIS Tech. Centers, an
experienced employee continuously develops technical skills through Schlumberger Competency
Management Initiative (SCMi). Depending on the employee’s practicing profession and career aspirations,
SCMi supports competency management for Petro-Technical Expert domains (PTE) and for over 15
Métiers. Majority of the software development population in SIS Technology Centers participate in PTE or
Software Métier.
This guideline illustrates the training programs related to the SIS Tech. Centers, which are framed by the
‘orange dash line’ in the figure. Please note that ‘Management’, ‘SCMi’ and ‘Onboarding Program’ are not
exclusive for the Tech. Center employees, they are also applied to the SIS field operations.
Training Programs are targeting various groups of employees. The matrix on the following page shows
‘Which program is designed for whom’ in the SIS Tech. Centers:
Note: Commercialization Engineer positions with required specialties in Petroleum or Geoscience
Engineering are ideally for experienced PTEs at G11 or above. Currently in each SIS Tech. Center, there
are a few fresh-out CMZ Engineers in the fixed-step training. New hires into this population are to be
reduced through other staffing (internal transfers or mid-career recruiting) efforts. The ‘SIS CMZ Training
Program’ is for the existing G09, G10 or G11 CMZ Engineers in the fixed-step training phases and it is for
short term use.
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Job Code is assigned in SAP when an employee is hired by the company. An employee can see it in their
LDAP record.
Fresh-out graduate, as defined by ‘REMS ADVANCE Guideline’: Fresh-out graduates are defined as those
with university degrees at BSc level or higher and less than three years working experience in the specific
field or discipline for which Schlumberger has hired them.
Experienced Professional is defined as those with university degrees at BSc level or higher and more than
three years working experience in the specific field or discipline for which Schlumberger has hired them.
Petroleum or Geoscience includes Petroleum Engineering, Production engineering, Reservoir engineering,
Geophysics, Geology, Geomechanics, Petrophysics, etc.
Petro-Technical Expert (PTE): someone who spends more than 50% of their time as a practicing
professional in a petrotechnical domain, such as the domains listed under above (point 4).
Foundation Phase - Fixed Step Training Program
There are two Fixed Step Training Programs in SIS Tech. Centers: SIS ADVANCE Program and SIS CMZ
Program (for Commercialization Engineers specialize in Petroleum or Geoscience Engineering).
Both of these programs are three-year and self-paced. Learning is achieved through formal classroom
training, training project, and on the job training. Each program is divided into three ‘Steps’, with
approximately 12 months in each ‘Step’. Each ‘Step’ contains learning on Schlumberger, Technical Skills
and Functional Skills.
Training and Reward The Fixed Step Training participants are eligible for pay raise or promotion according to the schedule below
and will not participate in the annual merit raise process until completion of the program.
Terms & Conditions:
Pay raise or promotion is not automatic upon completion of a training step. The participant
becomes eligible for pay raise or promotion upon completion of a training step, but requires the
nomination of the participant’s direct manager. The Manager needs to take into account the
participant’s job performance - ‘Meeting Expectations’ or above.
Pay raise or promotion should not happen within less than 9 months of the last salary increase or
promotion (or hire date). This means a step shall last 9 months or more.
A promotion to G12 for PhD does not indicate a promotion to SETC Senior.
Completion of the Fixed Step Training program is a pre-requisite for SETC Senior application
See details in section 5 ‘Linking Training and Reward’ in REMS ADVANCE Training Program Guidelines.
Please note: the participants of the SIS Commercialization Engineering Training Program will need to
follow the same matrix for pay raise or promotion.
Training Delay Calculation Because each training Step is expected to last 365 days. Training delay is calculated as follows:
If [Today’s Date] – [Date of last pay raise or promotion] < 365,
then Delay = 0
If [Today’s Date] – [Date of last pay raise or promotion] > 365, then
Delay = Number of days over 365
Any individual delay greater than three months should be investigated by Personnel and a development
plan jointly created by Personnel and the Manager.
Training Completion - Review and Control At the end of the Fixed Step Training Program, an employee will need to go through a review by a senior
management panel to prove that he/she is ready to graduate from the program and ready for higher levels
of responsibility and further challenges.
Participants of the ADVANCE Program need to take SIS ADVANCE Review. See SIS ADVANCE
Review Guideline.
Participants of the SIS CMZ Program need to take G11 Control. See the information on G11
Control Portal.
This also applies to an MSc or PhD hire who might be already at G11 before the Control. In such a
case, the ‘G11 Control’ result supports a decision on a pay raise (for MSc holder) or a promotion to
G12 (for PhD holder).
Comparisons of the SIS ADVANCE Review and G11 Control process, and the review preparation
materials are available at: ADVANCE Review & G11 Control TeamSpace
Mastery Phase - Management Training Program: Management Training Program is designed for those who have chosen a management path after
completing the fixed-step training. The courses in this program are useful for Team Lead, Project Lead,
Project Manager, Product Line Manager, etc.
Management Essentials I (MEI, 2 days) is for front line managers from Grade 12 to 13. Participants are
taught how to practically implement intangible people skills through effective communication. See details
online at: Management Essentials I
Management Essentials II (MEII, 4.5 days) is for Managers of Managers from Grade 14 to Band 6.
Participants learn how to handle higher levels of internal and customer interactions and higher levels of
expectation. Topics covered are team maturity, diversity, coaching and feedback, employee motivation and
polarity management. See details online at: Management Essentials II
SIS Front Line Manager Seminar (5 days) is a SIS specific seminar complements MEI and is for first-level
managers at grade 12 and above, with 5 -10 years experience. Generally, the participants have people
management and financial responsibilities. In the seminar, participants receive an introduction to
management with an orientation towards SIS. Topics covered are SIS vision and strategy, sales and
marketing, finance, legal and human resource management. See details online at: Front Line Manager
Training. Participation in this seminar is by invitation only. An employee should discuss with his/her
Manager if wants to attend.
SCMi (Schlumberger Competency Management Initiative)
SCMi is a key competency management tool for experienced employees’ training and career development.
It provides a systematic approach to develop employees’ competencies. Using this tool, employees can
create self-awareness of job competency requirements and get customized training and development
plans. These will also support their promotion along the Schlumberger Eureka Technical Career (SETC)
path.
SCMi includes:
A competency matrix for each employee that lists their detailed technical competencies and
proficiencies levels
List of jobs and careers supported by each discipline
Job competency profiles, providing the level of technical proficiency in specific competencies
required to efficiently perform each job
A competency assessment methodology for assessing each employee’s technical competency
Custom made training and development plans for employees to build their competencies
Competency reporting and search capabilities with controlled access
A range of disciplines is supported by SCMi. The main ones for employees in the SIS Tech. Centers are
PTE (Petro-Technical Expert), Software Métier and Modeling & Simulation Métier. Information on how
SCMi supports these disciplines is available from the links below:
PTE Guide
Métier Competency Management (Software Metier, Modeling & Simulation Métier)
SCMi process starts from the selection of discipline and registration into the system. PTE and Métier
registrations are completely independent:
PTE registration: https://www.personnel.slb.com/people/PTE.cfm
Metier registration: https://www.personnel.slb.com/people/Metier.cfm
An employee can refer to this FAQ document or consult the Manager if he/she has any doubt on which
SCMi to register into.
References ADVANCE Review & G11 Control TeamSpace:
http://teamspace.slb.com/sites/SIStechcentertraining/ReviewControl/default.aspx
Front Line Manager Training:
http://www.hub.slb.com/display/index.do?id=id2594935
G11 Control Portal:
http://www.hub.slb.com/display/index.do?id=id2703925
Onboarding Program:
http://www.hub.slb.com/display/index.do?id=id2511378
PTE Guide:
http://www.hub.slb.com/display/index.do?id=id2585907
Management Essentials I:
http://www.hub.slb.com/display/index.do?id=id2766632
Management Essentials II:
http://www.hub.slb.com/display/index.do?id=id2766690
Métier Competency Management:
http://www.hub.slb.com/display/index.do?id=id2793884
Métier Competency Management FAQs:
http://www.hub.slb.com/Docs/comm/EMS/metiers/Competency_Management/SCMI-FAQs.htm
Modeling & Simulation Métier:
http://www.hub.slb.com/display/index.do?id=id2985536
REMS ADVANCE Training Program Guidelines:
http://www.hub.slb.com/Docs/ofs/OFS_RDM_Training/ADVANCE__Guidelines__v1_4__11_March_2010_.
SIS ADVANCE Review Guideline:
http://teamspace.slb.com/sites/SIStechcentertraining/ADVANCE/Shared%20Documents/SIS_ADVANCE_R
eview.pdf
Software Métier:
http://www.hub.slb.com/display/index.do?id=id279848
SIS ADVANCE Training Program SIS ADVANCE Training Program is divided into three steps, each of which contains training applicable to
all participants: ADVANCE Common Training, Métier Training and SIS Training.
The program structure is shown below. SIS ADVANCE Engineers are required to fulfill all the training
requirements before moving to a new training step and graduating from the ADVANCE Program.
At the end of Step I and II, an employee needs to pass the technical assessment to demonstrate a good
understanding of the domain knowledge and the software applications he/she works on. Individual’s
manager or technical mentor is responsible for the assessment.
ADVANCE Common Training and Métier Training:
See section 8 ‘Training Progress & Qualification Curriculum Training’ in REMS ADVANCE
Training Program Guidelines
Software Métier Training:
Software Engineer should follow this roadmap: ADVANCE Program for Software
Engineering
Commercialization Engineer specialize in software engineering should follow this roadmap: ADVANCE
Program for Software Commercialization
SIS Training
This part of training is in addition to the REMS ADVANCE Program. The purpose of it is to bridge the
training gap on the domain elements which are critical to engineers in the SIS Tech Centers.
1) Segment & Soft Skills Training (non-technical training, all mandatory)
The non-technical training covers: SIS Introduction; Presentation Skills, Effective Meeting, Introduction to
Sales & Marketing.
In Step I:
SIS Introduction (1 day): this course covers overviews of the SIS segment, SIS products and services,
market share, SIS clients and competitors. Presentations on selected portfolio(s) to target the audience are
included. SIS vision, strategy and quality management systems are addressed in this course too. SIS
segment representatives are invited to present in this course.
In Step II:
Presentation Skills Training (2 days): depending on individual’s skill level, an employee may choose a
Basic Presentation Skills Training or an Advanced Presentation Skills Training. These courses are usually
organized by various organizations in SLB and open for employee to register in iLearn.
Effective Meeting (1 day class or WBT): this course covers identifying the roles and responsibilities of
those involved in a meeting, explaining the ingredients of an effective meeting, demonstrating the skills of
chairing a meeting effectively and making a constructive contribution at meetings. The course is provided
by an external training company.
Classroom training on Effective Meeting is recommended. If it is not available, an employee can also
choose to take this web-based training in iLearn:
- Participating Effectively in a Business Meeting (iLearn#: 36703)
In Step III:
Introduction to Sales and Marketing (2 days): this course covers basic marketing concepts and
marketing development process. Portfolio Management and Opportunity Management in the Oil & Gas
industry are introduced. Participants will also learn and practice the customer communication skills in this
course. This is an elective course.
2) Domain & Technical Skills Training:
Domain and Technical Skills Training are structured into ‘Training Roadmap’ under a certain domain.
Based on the domain nature of the SIS products, existing active SIS software development projects are
categorized into five domains, they are: Geology & Geophysics & Petrophysics, Reservoir Engineering,
Production, Information Management, Economics (Merak).
Both domain and software application training are introduced into each ADVANCE step, with progressive
depth into the knowledge area: general domain introduction and software application training are provided
in Step I; specific domain and software application training are in Step II; further specific domain topics
involving workflow and software application suite are in Step III.
Training items in each roadmap are correlated with the project domain in which an individual is working. For
instance, an ECLIPSE product development engineer will need to follow the Reservoir Engineering Training
Roadmap.
Training roadmaps of all the domains and their applicability are listed on the SIS Technology Center
Training website: http://teamspace.slb.com/sites/SIStechcentertraining/ADVANCE/default.aspx. They were
prepared by consulting the SIS domain experts and product development groups.
Depending on the scale of a training demand, SIS Training Group will organize technical classes for the
Technology Centers. Class schedules will be available on the SIS Technology Center Training page:
http://teamspace.slb.com/sites/SIStechcentertraining/ADVANCE/default.aspx
To take Training Roadmap – Production Engineering as an example:
This training roadmap is for these product groups: PIPESIM, AVOCET (Stingray, Pisces), OFM, DECIDE!,
AVOCET IAM, Gas Lift Optimizer, AVOCET Volumes Manager, RRT Production. A Software Engineer
working on any one of these projects needs to follow this roadmap.
Pre-requisite:
NExT Petroleum Exploration & Production is a fundamental course which provides basic knowledge of the
oil & gas industry. An employee needs to complete this course before starting the training in the roadmap.
This course is currently included in the ADVANCE Common IntroREMS course. If there an employee has
any problem on getting this course from the ADVANCE Common training, please discuss the manager to
arrange separately.
Some courses in the roadmap have ‘pre-requisite eLearnings’. An employee must study these pre-
requisites and complete the online assessment/quiz before taking the related classroom training.
Mandatory/Elective
‘M’ means ‘mandatory’: these are the courses an employee must to take in order to complete each
ADVANCE Step.
‘E (select 1)’ means ‘select one course from the group’. Depending on the specific project an employee is
working on, he/she must complete one course from the given options. For example, in Step III, an
employee must select and complete either Production Optimization Workflow Course or Production Asset
Management Course.
‘E’ (with no specific number remarked), means ‘Elective’, the course is additional and does not count
towards the enhancement training requirements for completing a certain training Step. The listed training is
available to take to support individual’s learning, if chosen.
The selection of the elective training should be discussed and agreed between the employee and the
Manager. If appropriate, the Manager can select more items than it is required in the roadmap.
ADVANCE Personal Project:
see Guidelines on Personal Project
ADVANCE Review:
see SIS ADVANCE Review Guideline
ADVANCE Training implementation in iLearn:
Job code: 82140213-Software Engineer:
Software Engineer is in ‘REMS-Software Engineer’ role in iLearn, with defined fixed-step training of OFS
COMMON Training and REMS-Software Engineer (Step 1, 2, 3).
The learning items of ‘SIS Training’ are added under ‘Additional Training’. An employee can add them by
him/herself, the Manager can also add it for the employee.
To complete an ADVANCE training step, an employee needs to show that all the required ADVANCE
Common, Métier and Additional Training have been ‘completed’. The Manager and Personnel Manager
should check the employee’s record in iLearn to support a decision on pay raise or promotion.
Job Code: 82140235- Commercialization Engineer (specialize in Software Engineering)
Currently, there is no default ‘Training Roadmap’ assigned to Commercialization Engineer in iLearn. All the
learning items have to be manually added under ‘Additional Training’.
Training Manager set up the training program for an employee in iLearn. Commercialization Engineer will
follow the roadmap and complete the learning items accordingly.
Responsibilities in iLearn:
Employee:
o (Software Engineer) add ‘SIS Training’ items under ‘Additional Training’, with the Training
Manager’s assistance if necessary
o Sign up for training courses
o Complete required Web-based Training (WBT) and On the Job Training (OJT). Present the
OJT deliverables to the Manager or Mentor for assessment
Manager:
o Approve or reject an employee’s training enrollment
o If applicable, delegate a Mentor for the employee in iLearn
o Update or confirm OJT training completion after an assessment. For example, mark
completions on Field Task or ADVANCE Review Local Screening. This can also be done
by a Mentor if there is a delegation by the Manager in iLearn.
SIS Commercialization Engineer Training Program
(SIS CMZ Training Program)
We associate this training program closely with the SIS BUILDIT program. BUILDIT is an equivalent Fixed
Step Training Program for SIS field engineers. A participant in SIS CMZ Training Program takes most of
the training courses in the TECHEDGE Schools (as illustrated below under ‘Technical School’ section),
however he/she should follow the SIS Commercialization Engineer Training Roadmap (SIS CMZ
Training Roadmap), not the ‘BUILDIT Roadmap’.
The SIS CMZ Roadmap has many learning elements and the technical part differs from domain to domain.
It is difficult to show a complete roadmap in this document. Below is the main structure of the roadmap, with
examples of some learning items in Step 1:
The complete SIS CMZ Training Roadmaps are available at: SIS Commercialization Engineer Training
Roadmap Teamspace.
The Training Program is divided into three steps, each of which is approximately 12 months. It contains
SLB Skills Training, Domain Technical Training, Software Testing Skills and Functional Skills Training.
Engineers are required to fulfill all the training requirements before moving to a new training step and
graduating from this Training Program.
The learning objects in each step are grouped in these categories (columns titles in the roadmap):
Pre-school:
This is only applicable to Domain Technical Training in Step 1. The learning items in this group are mainly
Web-Based Training (WBT) or On the Job Training (OJT*). A student must complete all these items before
registering into the Step 1 School, which is the BUILDIT 1 School.
*OJTs are not only in the ‘Pre-school’ in the training roadmap, they are also under ‘Technical Curriculum’,
’Qualifications’ and ‘Manager Review’. Each ‘OJT’ has a ’Task Sheet’, which often lists series of learning
steps and evaluation criteria. A learner needs to follow the steps in the Task Sheet to complete all the
requirements and show the task completion evidence to the Manager or Mentor for evaluation (if it is
required). The Manager or Mentor can mark the OJT as ‘completed’ in iLearn with solid evidence or
successful assessment on the learner.
An example: the OJT of ‘Introduction to Petroleum Exploration & Production’ is defined by Task Sheet ‘SIS-
RES-025’ with Title: Introduction to E&P. It defines the ‘Objective’, ‘Prerequisite’, ‘Tasks’ and ‘Reference’ of
this task.
Technical Curriculum:
Items in this column define ‘what to learn’. In another word, they are the knowledge and skills to master
within a Step.
Most of the OJTs under ‘Technical Curriculum’ are to be completed after a learner taking the courses under
‘Technical School’. They are to ensure the learner can actually master the knowledge and skills taught in
the ‘School’ and acquire them as ‘competencies’’.
For example, in ‘Software Testing Skills’: after taking the ‘Software Tester – Foundation’ course, a student
should follow an OJT Task Sheet - ‘Fundamental Black Box Testing Techniques’, to show that he/she is
able to identify various testing activities and has participated various testing activities.
Technical School:
This lists the classes or WBTs to take within a Step. In the SIS CMZ Training Program, a participant should
take these courses:
SLB Skills: e.g. Introduction to REMS in Step 1, OFS2 in Step 2, OFS3 in Step 3. These courses
should be taken at the beginning of each Step, prior taking other courses.
Domain Technical Skills: Commercialization Engineer participates the SIS BUILDIT Schools for
most of the domain and software application courses. An engineer should choose a school which is
related to his/her domain. For example, an engineer working in Reservoir Engineering should to
take TECHEDGE Reservoir Simulation Schools; one working in Geology & Geophysics should
take TECHEDGE Geology, Geophysics & Petrophysics schools, etc.
Several technical and functional courses which are specific for SIS field engineers are NOT
mandatory for a Commercialization Engineer to take:
o In TECHEDGE 1: SSPA Training: Customer Support and Troubleshooting, Presentation
Skills/ Demo Skills
o In TECHEDGE 2 and 3: if choose to take Software Project Management course, a
Commercialization Engineer can exempt the ‘Effective Project Team Member’ course in
TECHEDGE 2 and the ‘Project Management’ course in TECHEDGE 3
o Certain BUILDIT technical courses which are approved by the Curriculum Director to
exempt for the Commercialization Engineers. For example, ‘Production Operations
Fundamentals’ course in TECHEDGE ProdEng.1.
Software Testing Skills: these courses are mostly organized by the Software Métier, or are
available to take externally, e.g. SQE Training.
Functional Skills: these courses are self-learning (WBTs) or classes arranged in an employee’s
location.
Qualifications:
Some qualifications are required before finishing a training step. There are two types of qualifications to
acquire:
Domain Technical Qualifications: these can be acquired by completing the series of OJT tasks
defined in a Qualification requirement;
Software Testing Qualifications: these are acquired by passing external exams. For example, at or
after the completion of the 3-day SQE ‘Software Tester Foundation’ course in Step 1, a
Commercialization Engineer can take an exam to obtain the qualification of ISTQB™ Certified
Tester - Foundation Level.
Manager Review:
These are listed as OJTs. A Manager needs to meet the employee at the end of a Step to review his/her
training progress to make sure that all the required learning objects, including classes, WBTs and OJTs are
completed. If the review at the end of Step 1 or 2 is satisfactory, the Manager will propose a pay
raise/promotion by following the matrix in 3.2 Training & Reward.
A promotion at the end of Step 3 will be granted after the employee completes all the learning objects in
Step 3 and passes the G11 Control successfully.
G11 Project:
see SIS Grade 11 Project Definition Guidelines
G11 Control:
see G11 Control
Note: a Commercialization Engineer might be at G11 already (if with an MSc or PhD degree) when working
on the ‘G11 Project’ and attending the ‘G11 Control’. Here ‘G11 xxx’ is used by following the G11 Control
process defined by the OFS. A Commercialization Engineer will need to go through the same Control as
other Geomarket G11 candidates at the end of the Step 3. However the Commercialization Engineer’s
grade and salary progression will follow the matrix in 3.2 Training & Reward.
SIS CMZ Training Program implementation in iLearn:
Job Code: 82140235- Commercialization Engineer
(specialize in Petroleum or Geoscience Engineering)
Currently, there is no default ‘Training Roadmap’ assigned to Commercialization Engineer in iLearn. All the
learning items have to be manually added under ‘Additional Training’.
Training Manager set up the training program for a Commercialization Engineer in iLearn. The engineer
needs to follow the roadmap and complete the learning items accordingly. OJTs items are also included in
Commercialization Engineer Training Program in iLearn, linking to the corresponding Task Sheets.
Responsibilities in iLearn:
Employee:
o Sign up for training courses
o Complete required WBTs and OJTs. Present the OJT deliverables to the Manager or
Mentor for assessment
Manager:
o Approve or reject an employee’s training enrollment
o If applicable, delegate a Mentor for the employee in iLearn
o Update or confirm OJT training completion after an assessment. This can also be done by
a Mentor if there is a delegation by the Manager in iLearn.