Learning & Development

Meeting Business Needs
Lead Self, Lead Others and Lead Leaders is our framework for success. We take a strategic, multi-pronged approach to organizational learning, which evolves with corporate learning needs and internal/external challenges.

Our approach to learning and development blends online, on-the-job and classroom training with 360 assessments and leadership coaching to help ensure all employees receive the feedback, tools and time they need to reach their fullest potential. Recognizing the cyclical nature of our business and the dynamic talent demands, we conduct a proactive risk analysis as part of our Enterprise Risk Management process, including a multi-year view of any potential talent risks to ensure we’re prepared to respond to the macro-environment while setting ourselves up for long-term success. In 2020, we conducted an enterprise-wide talent assessment to determine development priorities and will be analyzing outcomes in 2021.

In 2020, much of our work on learning, development and engagement was centered on pivoting to virtual tools and experiences. Our Human Resources teams updated all existing learning and development materials and delivery methods, tested new technologies and created new communications plans to update our employees on these changes.

We encourage employees to take charge of their professional development

Lead Self, Lead Others, Lead Leaders

We encourage employees to lead themselves by taking charge of their professional development. Our self-service, on-demand “micro learnings” deliver timely and relevant information to targeted audiences. They’re available on our Development Hub, a one-stop shop where employees can access recommended readings, practical tips and learning guides. The Hub is a convenient way for employees to boost their knowledge and skills in bite-sized increments when they need to, without having to wait for scheduled courses.

Our Leadership Essentials Program provides employees a structured path to hone skills to lead others and the organization. These courses enable employees to reach their professional potential and contribute to the company’s growth, as well as support our succession-planning process. Topics covered include how corporate functions affect the exploration and production business, improving team effectiveness, giving and receiving feedback, recognizing unconscious bias and inclusive leadership.

We review talent across the enterprise, measuring both technical and leadership capabilities. While we don’t have a formal rotational program for high-talent employees due to the size of our organization, we do create intentional and focused plans for all executive succession candidates. These may involve special assignments in various functional areas key to individual development for future company success.

We track participation in training and development opportunities through our Learning Management System (LMS). In 2020, we saw increased engagement in our events and trainings. Employees recorded approximately 10,500 hours of computer-based training (CBT) related to health, environmental and safety (HES) regulatory compliance; ethics compliance; mandatory annual diversity training; petrotechnical skills; information technology; and personalized learning.

Valuing Expertise
Strong leadership support ensures we have the technical capabilities needed to run the business today and in the future

Hours of annual computer-based training

Ensuring a Highly Skilled Petrotechnical Workforce

Employees with strong petrotechnical skills are vital to Marathon Oil’s resource exploration, development and production efforts. To ensure that we have the technical capabilities needed to run the business today and in the future, we continue to leverage the partnership between our Human Resources professionals and senior technical leaders who serve as the chiefs of our technical disciplines. Together, these technical leaders focus on:

  • Improving technical capabilities by identifying strengths and gaps in technical staff, and through mentoring.
  • Improving functional and cross-functional collaboration to promote innovation and collaboration.
  • Partnering with Human Resources on workforce planning and development.

These technical discipline chiefs meet regularly to review the development progress of our petrotech workforce, and in 2021 launched our technical progression framework, which included a refresh of our formal skills assessment and calibration of our entire petrotech workforce. In 2021, we’ve also continued our work with a third-party partner to expand our online micro-learning training opportunities for our petrotech professionals. Beyond that, we’re working to create further targeted proficiency level and discipline specific development opportunities that span the balanced development model (training, coaching/mentoring, on-the-job experiences and exposure).

Increasing the STEM Pipeline

Our future success depends on a robust pipeline of students with degrees in science, technology, engineering and math (STEM) subjects. The company recruits students and graduates in STEM fields primarily on the campuses of Texas A&M University, University of Texas, University of Houston, University of Oklahoma and University of North Dakota. We funded scholarships totaling approximately $200,000 for students at these universities to study core disciplines in 2020.

Because we compete with a variety of companies and industries to attract a diverse workforce, this funding also included scholarships for diverse students studying engineering and geosciences. We also partner with student chapters of the Society of Women Engineers, the National Society of Black Engineers, the Society of Hispanic Professional Engineers, LGBTQ Engineers and other organizations.

In scholarships for STEM-related degrees

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