Schlumberger Technical Talent Management Recognized

Date: 05/08/2012

A global benchmarking organization, one of the world’s leading proponents of process and performance improvement, has recognized Schlumberger’s commitment to technical talent management.


In a study by APQC—an organization providing best practices business research—Schlumberger is among a handful of partner organizations recognized for its special approach to managing technical talent to ensure a strong pipeline of employees with critical skill sets.


The worldwide shortage of technical workers, such as engineers or IT professionals, is expected to increase as the global workforce ages and fewer younger workers are available to meet demand. To address this, organizations must take steps to attract, develop, maintain and transfer the critical business knowledge of their technical workers today in order to ensure a successful tomorrow. Schlumberger has been doing this for years.


APQC is a member-based non-profit body that works with more than 500 organizations worldwide in all industries, focusing on providing firms with the information they need to improve their performance and work smarter, faster and with confidence. The body works to uncover the processes and practices that push organizations from good to great.

Its report found that best-practice organizations such as Schlumberger have focused governance for various aspects of technical talent management—something we’re extremely proud of.

Talent Management

Schlumberger acknowledges its workforce as one of its greatest strengths. And we consider employee diversity a key to success and competitive advantage, employing roughly 113,000 people of 140 nationalities in 85 different countries. We promote from within—welcoming people from operations into the office or vice-versa, resulting in a highly nurtured, insightful and well-rounded workforce rich in knowledge and experience.

Career Flexibility

Schlumberger consciously identifies, assesses and develops leadership talent through succession planning—a talent management tool designed to match plans with business direction. There is also a structured technical professional career path for high-performing technical talent with four key levels ranging from senior, principal, advisor, and fellow—prestigious positions for recognized experts both within the company and externally.

“We are able to guide employees to new positions in which they may like to grow,” says Efundoyin Akinyanju, Schlumberger Limited Recruiting Manager. “This is because our competency management system has mobility built into it: technical employees can climb the technical career ladder or move into management, HR, and other areas not considered technical.”

Borderless careers are available too, meaning employees can work in some of the 85 countries the firm operates in—and they may move in and out of operational and support roles. Schlumberger opportunities are truly boundless.

Knowledge Transfer

Schlumberger also has a committed approach to rewarding, mentoring and retaining technical talent via tools, processes and protocols. Among them is an extensive number of cross-regional, cross-functional ‘Communities of Practice’—available to all employees and serving as a platform for knowledge transfer throughout the organization.

While at the other end of the spectrum when careers are just beginning, Schlumberger focuses on specific schools and disciplines for entry-level recruiting. Offering an alternative to traditional internships, candidates can be offered a week-long program of evaluation and exposure to the organization.

Bright Future

Replacing a retiring workforce with new recruits is not enough to keep ahead of the competition. Instead, we use technical talent management strategies to nurture new hires and enable experienced employees to share their critical knowledge of the energy industry with the bright new sparks joining us today.

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