Employer Attractiveness in Oman's Oil & Gas: A PDO Case Study Analysis

This case study examines employer attractiveness within Oman's oil and gas industry, using Petroleum Development Oman (PDO) as a central example. It addresses the significance of attracting skilled job applicants in a competitive labor market and how employer branding initiatives contribute to this goal. The study acknowledges the challenges posed by new generations entering the workforce, particularly millennials, and their differing workplace preferences. It investigates the factors that influence employer attractiveness across different generations in the Omani oil and gas sector. The analysis incorporates change management models, specifically Lewin’s Change Management Model and Kotter’s Change Management Theory, to understand how organizations adapt to evolving workforce dynamics. The research also includes a Fishbone analysis to identify potential issues affecting employer attractiveness and provides recommendations for improvement, emphasizing the importance of adapting people management practices to attract and retain talent in the Omani oil and gas industry.

Employer Attractiveness in Oman Oil and Gas Industry 1
EMPLOYER ATTRACTIVENESS IN OMAN OIL AND GAS INDUSTRY: PETROLEUM
DEVELOPMENT OMAN, LLC CASE STUDY
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Table of Contents
1.0 Introduction................................................................................................................................3
2.0 Oman Oil and Gas Industry.......................................................................................................3
3.0 Company Overview of Petroleum Development Oman, LLC..................................................4
4.0 Problem Statement.....................................................................................................................4
5.0 Applicable Change Management Models..................................................................................4
5.1 Lewin’s Change Management Model....................................................................................5
5.2 Kotter’s Change Management theory....................................................................................6
6.0 Fishbone Analysis......................................................................................................................6
7.0 Recommendations......................................................................................................................9
Reference List................................................................................................................................10

Employer Attractiveness in Oman Oil and Gas Industry 3
Employer Attractiveness in Oman Oil and Gas Industry: Petroleum Development Oman, LLC
Case Study
1.0 Introduction
Attracting job applicants is an important issue in the process of recruitment because it
entails how organizations compete for skills in the labor market, which is often in short supply
(Oman Society of Petroleum Services 2017). In this regard, companies may attract potential
employees through employer branding initiatives. Employer branding initiative may increase the
competitiveness of companies by attaining differentiation (Figurska 2013). When employers
communicate their positive and unique aspects and the corresponding employment value
proposition effectively, employer branding initiatives lead to increased employer attractiveness
in the labor market, particularly, among potential candidates who are skilled (Janine, 2016).
Therefore, one of the main contributions of this research paper will be to evaluate the
attractiveness dimensions of Petroleum Development Oman (PDO). The increase in new
generations of employers in companies presents challenges to the practices and policies that are
concerned with people management (Jonze & Öster, 2017). A new generation of millennials is
entering the job market, and their preferences in the workplace may be different from previous
generations (Braga 2016). This may need rethinking and adjusting people practices of people
management in organizations, specifically, in the processes of recruitment and retention (Rösler
2016).
Many studies have reported that different employee generations usually prioritize
different things in the workplace. This appears to be true for millennials, for instance, more
interest in new technology and their desire for quick career development (Jonze & Öster 2017).

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Further, other generations also have their expectations with regards to potential employers. There
are limited research studies regarding the factors that influence the attractiveness of employers
and what different generations prefer (Jonze & Öster 2017). Therefore, this research will address
this limitation by investigating employer attractiveness characteristics that different generations
prioritize in the oil and gas industry in Oman. For the researcher to achieve this goal, a case
study of PDO will be appropriate.
2.0 Oman Oil and Gas Industry
Oil and gas industry plays a significant role in the economy of Oman. For instance, oil
and gas revenue accounted for over 27 percent of Gross Domestic Product in 2017 (Alami 2017).
Although the government of Oman is trying to diversify its economy, the oil and gas industry is
still the most significant contributor to the economy of Oman, and it is still growing (Rahman
2017). The industry is still growing because the government of Oman has come up with new
strategies to improve the output of oil to meet rising demand. Oman is focusing on enhanced oil
recovery (EOR), techniques that may account for over 22 percent of oil output in the next four
years (Rahman 2017). Presently, EOR accounts for a significant share of gas consumption in
Oman (Alami 2018). The total production of condensate and crude oil in Oman reached 29.03
million barrels in April 2018 (Sultan, 2018). This resulted from an average daily output of
967,750 barrels daily during April according to the monthly report by the Ministry of Oil and gas
(Sultan 2018).
It is worth noting that Oman is the largest natural gas and oil producer in the Middle East
that is not a member of the Organization of the Petroleum Exporting Countries (Sultan, 2018).
Since Oman is at the Arabian Peninsula, its proximity to the Gulf of Oman, Persian Gulf, and the

Employer Attractiveness in Oman Oil and Gas Industry 5
Arabian Sea gives it access to essential corridors of energy in the world (Christensen &
Schneider 2015). This improves the position of Oman in the world energy supply chain. To take
advantage of this strategic position, Oman plans to construct a state of the art storage and oil
refining complex at Ad Duqm, which lies near Hormuz Strait (Li 2017).
3.0 Company Overview of Petroleum Development Oman, LLC
PDO is the largest oil and gas production and exploration company in Oman. The
company was founded in 1925 and is headquartered in Muscat, Oman. PDO business interest is
in Exploration, development, production, transportation, and storage of hydrocarbons in Oman
(Braga 2016). The company was known as Petroleum Development (Oman) Limited until 1980
when it changes its name to Petroleum Development Oman, LLC. Oil production of PDO
accounts for over 70 percent of Oman’s crude oil production, and almost all of the country’s gas
supply (Rahman 2017). The government of Oman owns PDO with 60 percent stake, Royal Dutch
Shell has 34 percent stake, TOTAL has 4 percent stake, and Partex 2 percent (Oman Society of
Petroleum Services 2017).
With more than 8,000 employees and over 45,000 contractors, PDO can operate in an
area of around 100,000 kilometers squared (Alami, 2016). The company has about 130 fields of
production and almost 6000 production wells. The company does its best to be a good corporate
citizen (Oman Society of Petroleum Services 2017). For this reason, PDO operations are
environmentally friendly and in a sustainable manner. The company also deals honestly and
transparently on the basis of competitive and open bidding with suppliers and contractors. Also,
the company invests in community and social projects (Alami 2016).

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4.0 Problem Statement
This research will investigate employer attractiveness issues in the oil and gas industry in
Oman. It will analyze the different matters that different generations prioritize in the workplace.
The research will also identify the reasons why PDO attracts more employees, using the
company as a case study.
5.0 Applicable Change Management Models
Change in organizations is inevitable, but not everyone in organizations knows how to
deal with change (Davis 2017). Change management and learning how to handle it takes time,
effort, training, and energy (Goksoy 2017). This is why there are theories and models for change
management. Some of the change management models that are related to the problem stated
above are Lewin's Change Management Model and Kotter's Change Management theory. These
change management models have been successfully and effectively applied to industries and
businesses with the objective of dealing with change and transition (Clegg & Matos 2017). Since
a new generation of employees is joining the workforce, PDO needs to deal with this change to
ensure that they become attractive to the new generation of employees.
Change management refers to the transitioning or change of people, companies, project,
and groups from one state to another (Goksoy 2017). When the term change management is
applied to projects and organizations, it refers to the process of changing or transitioning the
scope of the project to meet changing objectives and needs (Christensen & Schneider 2015).
After some time, an organization may need to make changes regarding operations, finance, and
marketing or human resource management to boost the chances of a business to achieve its goals
(Dawson 2013).

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The main advantage of change management is that it increases the chances of a company
staying within its budget and higher return on investment (Baxi 2014). The two change models
mentioned above are discussed below.
5.1 Lewin’s Change Management Model
Lewin's Change Management model is a useful model that makes it possible for
organizations to understand structured and organizational change (Cummings et al., 2016). This
model was developed in the 1950s by Kurt Lewin and is still valid today. This change model
consists of three stages.
 Unfreeze. This is the first stage of change management process according to this model.
It entails the organizational preparation for the change (Cummings et al., 2016). At this
stage, the company must be prepared for the change and appreciate the fact that change is
needed and vital. This stage is crucial because people are always resistant to change, and
it is essential in breaking the current state of affairs. The primary objective in this stage is
to explain to people that the status quo needs to change, and it is essential that it changes
because it can result in it better performance and high profits (Cummings et al., 2016).
An organization also examines its core at this stage (Cummings et al., 2016).
 Change. This is the stage where the real change or transition takes place. The process of
change may take time because people take time to embrace change, new developments,
and new occurrences (Cummings et al., 2016). Reassurance and good leadership are
important at this stage to make the process easier for individuals involved in the process
and steer the organization forward towards the right direction. Therefore, time and proper
communication are essential for change to happen successfully (Cummings et al., 2016).

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 Refreeze. Since the people involved have accepted, implemented, and embraced change,
the organization is required to begin becoming stable again (Cummings et al., 2016). This
is the time when everyone in the company starts to refreeze, and things become standard
and routine is achieved. This stage of the Kurt Lewin’s Change management model
requires the assistance of everyone in the organization to ensure that the made changes
are applied throughout and implemented even after the goals of the organization have
been achieved (Cummings et al., 2016). With the stability brought in this stage,
employees get confident of the realized change and comfortable. Other stakeholders of
the company and the entire society notice this change. If potential employees see a
change, it may help attract them to the company (Clegg & Matos 2017).
5.2 Kotter’s Change Management theory
John Kotter developed the Kotter's Change Management theory. He divided the change
management theory into eight stages. Each of these eight stages focuses on a central principle
related to the how people respond to change (Galvin & Clark 2015).
 Increase urgency. Here, a sense of urgency is created among everyone in the organization
to drive them to move towards the company’s objectives (Galvin & Clark 2015).
 Build the team. This Kotter’s change management theory step entails getting the right
people to join the team by selecting people with different skills, commitment, and
knowledge (Galvin & Clark 2015). Since there is a new generation getting into the job
market, PDO would need people with skills to know the needs of this new generation of
workers to be attractive to them.

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 Getting the vision right. At this stage, the right vision is created by considering creativity,
strategy, objectives, and emotional connect (Galvin & Clark 2015).
 Communication. It is essential to communicate with people at this stage concerning the
change and why the change is needed. This helps in getting support.
 Getting things moving. For the organization to start moving forward, the organization
will need support, get rid of the impediments, and use feedback constructively.
 Emphasize on short-term objectives. Emphasizing on short-term objectives and divide the
final goal achievable into small parts (Sivertzen et al., 2016). This is the right way of
achieving success without unnecessary pressure.
 Persist. The key to success in creating the needed change in the organization will depend
on persistence by everyone involved. This is important no matter how hard it sometimes
seems to attain change.
 The last step is to incorporate change (Galvin & Clark 2015). Apart from managing
change efficiently, it is critical to reinforce the change and make it part of the
organizational culture.
Advantages of the Kotter’s Change Management Model
 The model is presented in step by step fashion which makes it easy to follow.
 The primary idea behind the model is to welcome and prepare for the change rather than
change itself.
Disadvantages
 It may be difficult to skip one step since the model is a step by step model.
 The process of change using this model can be time-consuming.

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6.0 Fishbone Analysis
Fishbone analysis, also known as cause and effect analysis is the right way for finding
and analyzing the affecting aspects significantly in the identification of characteristics of work
output quality (Ilmu 2016). For instance, the steps that should be taken to attract employees by
PDO by carrying out fishbone analysis. Also, whether the program to attract new generation
employees are efficient and effective in meeting the objectives of PDO.
Fishbone analysis attempts to identify the root cause or causes of a problem, which if
eliminated will lead to a significant reduction or elimination of the problem (Andersen &
Fagerhaug 2006). Root causes of problems are not always easy to detect. That is why an
organization needs to dig deep to find the root cause (Andersen & Fagerhaug 2006). Companies
like PDO are complex. For this reason, it is in many cases hard to isolate the root causes of
problems. Also, it is possible that different causes combine to bring about a problem. Hence,
fishbone analysis will be appropriate for this research. During a fishbone analysis, it is possible
that by isolating and solving one of many root causes, the problem can be reduced or eliminated
altogether (Andersen & Fagerhaug 2006). The researcher will carry out a fishbone analysis
because it may present an opportunity to solve a problem by dissolving just one root cause
(Andersen & Fagerhaug 2006). Since PDO is also one of the companies in Oman that attracts
many employees, it would be important to use the fishbone analysis to study the root cause of
this success this far. This may help to come up with strategies to solve employee attractiveness
issues in future. When problems arise, symptoms are often what draws attention to the problems
(Andersen & Fagerhaug 2006).

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A symptom is often a noticeable gap between reality and expectations. Fishbone analysis
helps us to dissolve the problem at the root rather than quick fixes that may not solve the
problem permanently (Andersen & Fagerhaug 2006). Once the root cause of an issue is
dissolved, the problem will go away permanently. In complex organizations like PDO, it may be
difficult to identify the root cause or causes as mentioned previously. In many instances, there
are numerous root causes that contribute to a problem. Below are some of the concepts that can
help in identifying the root cause of a problem. There are three criteria that can help in
determining whether a cause is a root cause or a contributing cause.
Had the cause not have been present, would the problem have occurred? If the answer to
this question is no, then it is not a root cause but a contributing cause. Another criterion is by
asking the question, will the issue occur again because of the same cause if the cause is
dissolved? If no, then the cause is a root cause. If yes, the cause is a contributing cause. Finally,
will the dissolution of the cause result in the same events? If no, it is a root cause. If yes, the
cause is a contributing cause (Andersen & Fagerhaug 2006). Other indicators of the root cause
are that one runs into a dead end when they ask what caused the problem, everyone agrees that it
is a root cause, the cause makes sense, is logical and gives clarity to the issue (Andersen &
Fagerhaug 2006). The cause of a problem can be dissolved which implies that the problem can
be reduced or avoided in future. Teams in organizations using the fishbone analysis in many
circumstances do not know when to stop looking for the root cause. They find it difficult to
decide that the root cause has been determined and that enough information has been gathered.
This is often a judgment call that requires experience to muster.

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Also, insufficient data and time constraints deter fishbone analysis efforts hence halting
the analysis at a lower level. Using the guideline above a team can arrive at an approximate root
cause that may be able to solve an underlying problem (Andersen & Fagerhaug 2006). Below is
a fishbone analysis of the employment attractiveness issues in the oil and gas industry of Oman
based on PDO. Effect is employer unattractiveness while the causes are PDO trying to solve an
industry wide problem alone, young Omanis see careers in oil and gas as blue collar, belief that
young Omanis are after money and big job titles, and inflexible work schedules.