Desert Promotions: Is Your Workforce Ready for the Next Step?
Most people who have worked on a drilling rig have seen it happen.
A capable Leasehand works hard, demonstrates initiative, learns quickly and earns the respect of the crew. A vacancy opens, and the Rig Manager promotes them to Floorman. Later, a Floorman may progress to Motorman. It’s a common and often necessary part of workforce development within the drilling industry.
Traditionally, this process has been known as a “Desert Promotion” – promoting a worker into a higher position based on demonstrated capability, operational need and potential.
There is nothing wrong with recognising talent.
The question is whether the worker has the required competency and qualifications to support that promotion.
Queensland’s petroleum and gas industry operates under competency requirements that outline the skills and qualifications expected for various positions within drilling and well servicing operations. While many Rig Managers focus on operational competence, there can sometimes be a gap between workplace capability and formal qualification requirements.
This creates a challenge for operators, drilling contractors and supervisors.
A Leasehand may be performing Floorman duties. A Floorman may be ready to step into a Motorman role. The operational need may be clear, but has the individual’s competency been formally recognised and documented?
The drilling industry has always developed its workforce through progression. Leasehand to Floorman. Floorman to Motorman. Motorman to Derrickhand. Derrickhand to Driller.
However, modern workforce expectations require organisations to demonstrate not only that personnel are capable, but that they are appropriately trained and qualified for the role they perform.
This is where proactive workforce development becomes critical.
At Australian Well Control Centre (AWCC), the Turbo Program was designed to help bridge the gap between operational experience and recognised industry qualifications. Rather than waiting until a promotion opportunity arises, companies can ensure personnel have already completed the training and competency requirements that support career progression within the drilling industry.
By developing workers early, organisations create a stronger workforce pipeline while reducing the administrative and compliance challenges that can arise when personnel move into higher responsibilities.
The result is simple.
Workers are better prepared for advancement. Supervisors have greater confidence in their crews. Employers have documented evidence of training and competence. Most importantly, promotions can occur because the individual is both operationally capable and appropriately qualified.
The drilling industry will always need experienced leaders to identify and develop future talent.
The most successful organisations don’t wait until a promotion is required.
They prepare their people before the opportunity arrives.
Because workforce development isn’t about filling positions.
It’s about building competent people ready for the next one.
Leave a Reply