July 2015


A data-driven, experience-based approach to workforce optimization

There are alternatives for implementing successful and sustainable staffing changes. Staffing changes for the purpose of improving profitability should be viewed as an optimization process rather than a reduction process.

Glasscock, B., Solomon Associates

In recent years, many energy-intensive companies have sought to “cut costs at all cost.” Frequently, the decision is made to arbitrarily reduce staffing levels as a primary vehicle for reducing costs. Rather than viewing facility staff as a key asset that leads to higher performance and profitability, these organizations focus on reducing the cost of staffing by decreasing cost per staff member, the number of staff, or both. Organizations utilizing this approach also tend to use changes in organizational structure to solve business problems, only to find that another structural change is required two to three years later. Through this approach, organizational health and competency

Log in to view this article.

Not Yet A Subscriber? Here are Your Options.

1) Start a FREE TRIAL SUBSCRIPTION and gain access to all articles in the current issue of Hydrocarbon Processing magazine.

2) SUBSCRIBE to Hydrocarbon Processing magazine in print or digital format and gain ACCESS to the current issue as well as to 3 articles from the HP archives per month. $409 for an annual subscription*.

3) Start a FULL ACCESS PLAN SUBSCRIPTION and regain ACCESS to this article, the current issue, all past issues in the HP Archive, the HP Process Handbooks, HP Market Data, and more. $1,995 for an annual subscription.  For information about group rates or multi-year terms, contact email Peter Ramsay or call +44 20 3409 2240*.

*Access will be granted the next business day.

Related Articles

From the Archive



{{ error }}
{{ comment.comment.Name }} • {{ comment.timeAgo }}
{{ comment.comment.Text }}