Develop human capital for oil industry

Mr. Dodji Attiogbe, an Administration and Management Consultant expert, says the nation needs to quicken its human capital development in the oil and gas sector to help lead future government international business negotiations and contracts.

He also urged government to establishment national petrochemical training institutions to broaden the country’s pool of knowledge and expertise for national development.

“The oil and gas sector operates on innovations; we must realise the potential of knowledge as an asset and therefore invest time and resources to maximise knowledge-sharing,” he said.

Mr. Attiogbe made this statement in Accra at a capacity building programme organised by the Chartered Institute of Administration & Management Consultants-Ghana (CIAMC), under the topic “The Role of the Professional Administrator in Building Knowledge Management Culture in an Oil and Gas Economy”.

The programme was part of the CIAMC’s mandatory continuing professional education, aimed at upgrading the knowledge of members and making participants aware of the dynamics in the oil and gas industry.

Professor John Bright Aheto, National Executive Council Member, CIAMC, indicated that for the past nine years the institute has been at the forefront of providing - to the nation and beyond - professional administration and management consultant as strategic change managers.

“Industrialised economies have moved from natural resources to intellectual assets; CIAMC must champion the cause for a development-oriented knowledge management and sharing culture,” he stated.

Mr. Samuel Asafo, Registrar, CIAMC, urged the business executives in the country to continue learning and to acquire new knowledge.

“In an organisation’s infancy, or in small firms comprising a few members, organisational learning can be considered synonymous with individual learning. However, as organisations grow, a clear distinction between individual and organisational learning development must be established.

“Lessons from various learning styles reveal that without motivation, it is unlikely that the individual will have any incentive to learn.”

Mr. Asafo encouraged administrators and managers in various fields to foster learning in the organisation to create learning so as to establish a knowledge-reservoir that becomes a core asset.

“As we learn and re-learn, we must develop strategies whereby people share their mistakes with fellow colleagues. In large organisations, this could prevent costly mistakes from recurring due to blame cultures that may be dominant.

“As knowledge workers, we should be able to harness what we have, ascribe value to our intellectual capital, market it and avail it to organisations and national development.
“We must champion the effective use of knowledge for organisations to sustain competitive advantage,” Mr. Asafo stressed.
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