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Women in Oil & Gas Industry Speaker: EVE SPRUNT, PHD

AUTHOR OF A GUIDE FOR DUAL-CAREER COUPLES: REWRITING THE RULES

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Our Distinguished Speaker - Dr. Eve Sprunt● Author of A Guide for Dual-Career Couples: Rewriting the Rules.

Published by Praeger an imprint of ABC-CLIO May 2016● Current First VP Society of Exploration Geophysicists● 2006 President of the Society of Petroleum Engineers● Founder of the Society of Core Analysts● 2000 - 2013 Executive roles for Chevron (including Manager worldwide

university recruiting and philanthropy), Venture Capital Executive, etc.● 1994 - 2000 Business development roles for Mobil Oil Corporation● 1978 - 1994 Research scientist for Mobil Research and Development● Ph.D. Geophysics - Stanford● BS and MS MIT

Outline• Introduction

• Problems faced by women in the petroleum industry

• Childcare and geographic mobility as dual-career couple issues

• Helping yourself

• Becoming a preferred employer for female talent

• Future vision

Problems Faced by Women• Bias

• Bullying

• Cultural and lifestyle issues

• Conflict with boss or with co-workers

• Male perception that programs to help women are “reverse discrimination”

• Coordination of career with partner’s career

• Equitable sharing of household and child-rearing responsibilities

Growing Female Presence in the Industry

• Higher percentage of younger age groups is female.

• Data shown – Membership of the Society of Exploration Geophysicists

Female Talent Pipeline Leaks

• Emphasis on programs to encourage women to get degrees in STEM

• Enhanced recruiting of early career women

• Mid-career attrition

Work-Life BalanceMany issues impact self-assessment of work-life balance• Opportunity – Insufficient opportunity• Pain – Gain • Risk – Reward

Gain

Reward

Opportunity

Pain

Risk

Critical FactorOpportunity or Insufficient Opportunity are the biggest drivers for people to join or leave an employer

From: Eve Sprunt, Susan Howes and Michael Pyrcz, 2013, Attraction and Retention of Employees, Results of 2013 SPE Talent Council Survey, SPE paper number 168112.

Mid-Career Frustration

• No longer on the fast track

• Lack of opportunity • Series of lateral moves• Staff versus line roles

• Insufficient flexibility

Top 3 reasons women left the petroleum industry• For more meaningful work

• Insufficient opportunity

• To work in a location they liked better

Childcare issues were not in the top 5 reasons women quit the industry

From: Eve Sprunt, Susan Howes and Michael Pyrcz, 2013, Attraction and Retention of Employees, Results of 2013 SPE Talent Council Survey, SPE paper number 168112.

Reasons for Changing Employers BIGGEST DIFFERENCES BETWEEN WOMEN AND MEN UNDER AGE OF 40

WOMEN rank as more important

• Conflict with boss

• Inflexible work schedule

• Follow relocated partner

• Conflict with co-workers

MEN rank as more important

• Lack of recognition

• Self-employment

• Severance pay

From: Eve Sprunt, Susan Howes and Michael Pyrcz, 2013, Attraction and Retention of Employees, Results of 2013 SPE Talent Council Survey, SPE paper number 168112.

ConflictCausedby

• Differences in communication styles• Men may think that a woman rambles and doesn’t get to the point, because she

provides what she considers valuable context.

• Women often think that their ideas are not heard by a group until picked up by a man, who is then credited.

• Women’s sense of isolation and exclusion

• Lifestyle differences

• Perception of dedication to career

• Male perceptions of preferential treatment for women

• Special treatment reinforces second class status

Exclusion from the “fast track”• Lack of a sponsor

• Conflict with supervisor

• Conflict with co-workers

• Communication issues

• Unwillingness to relocate

• Motherhood penalty

• Perceptions of insufficient dedication to career

Shifting Barriers to Women’s Advancement

• Explicit gender restrictions

• Paying women less for the same work

• Different rules for women

Overt Bias

• Women’s voices not heard

• Women’s ideas credited to men

Subtle Bias• Paternalism• Assumptions about

working mothers• Hiring and promotion

in own image

Unconscious Bias

Resume Bias• Multiple studies found that switching the gender of name on a

resume changes relative ranking

• Problem occurs in evaluation of candidates for promotion

• Large cumulative effect over a career

• Unfortunately “blind auditions” don’t work in our industry

Bullying & Limited Opportunities

Bullying• Increases when jobs are scarce

• If you feel your job is at risk, you are more vulnerable

• Damages/destroys your self-confidence

• Downward spiral

Break the Cycle• Recognize bullying

• Go out of the chain of command to get help

• Confidants both inside and outside your organization

• Create a support network for yourself

When times are hard – Your network is your safety netHow good is yours?

Networking• Pay it forward. Help others.

• Join one or more relevant professional societies• Be more than a passive member

• If you are active you get much more from the membership

• Join and/or create women’s groups• Lean-in circles

• Professional society women’s group

• Society of Women Engineers and/or Association for Women in Science

• Keep your LinkedIn profile up to date

• When it is time to look for a job, a strong network is a huge advantage

Beyond Super Woman

Dual-Career Couples

Eve Sprunt, Susan Howes and Michael Pyrcz, 2013, Attraction and Retention of Employees, Results of 2013 SPE Talent Council Survey, SPE paper number 168112, http://dx.doi.org/10.2118/168112-MS

Equal-Earning Dual-Career Couples

From Eve Sprunt, Nancy House and Maria Angela Capello, 2014, SEG survey on Dual-Career Couples and Women: The Hidden Diversity of Dual-Career Couples, The Leading Edge, v. 33, No. 7, pp. 812 - 816.

Dual-Career Couples Around the World From:

Eve Sprunt and Susan Howes, Results of Dual Career Couple Survey, JPT, v. 63, No. 10, October 2011, pp. 60 – 62 Eve Sprunt and Susan Howes, 2011, Dual Career Couple Survey Results, 151971-MS, Society of Petroleum Engineers, OnePetro http://www.onepetro.org/mslib/app/Preview.do?paperNumber=SPE-151971-MS&societyCode=SPE

Dual-Career Couples – Form of Diversity

• Equal earner households have different constraints than households with one dominant “breadwinner”

• Follow the money

• Different lifestyle and priorities

• Source of misunderstanding and friction

Discrimination Against Women

In many countries

But no rules against discrimination of members of dual-career couples

Whose career is more important?% All Dual-career Women

% Equal Earner Dual-career Women

% All Dual-career Men

% Equal Earner Dual-career Men

NowMy career 13 4 39 16My partner’s career

11 10 3 4

Equally important

76 86 58 80

In the Long RunMy career 14 5 46 34My partner’s career

20 19 3 2

Equally important 66 76 51 64From: Eve Sprunt, Susan Howes and Maria Angela Capello, Bridging the Generation Gap, JPT, v.64, No. 5, May 2012, pp. 80 - 81.

Who gets asked about career priority?Have you been asked by your employer, “Whose career is more important?”

% of females responding that they have been asked

% of males responding that they have been asked

Dual-career couples  12 8Equal earners 12 12Member of dual-career couple with children 18 9

Member of dual-career couple with children and partner working for the same employer

29 17

Member of dual-career couple with children and partner working for a different employer

14 7

From: Eve Sprunt, Susan Howes and Maria Angela Capello, Bridging the Generation Gap, JPT, v.64, No. 5, May 2012, pp. 80 - 81.

Common Managerial Perspective•One career must lead and the other follow•Idea of equally important careers considered unrealistic

•Top management needs a spouse providing domestic support

Male Members of Dual-Career CouplesSingle breadwinner may have difficulty understanding the lifestyle and priorities of dual career couples

Men under age 40:

• Dual career men more likely to quit because of working too many hours or conflict with their boss

• Other men more likely to quit for better pay and benefits

Eve Sprunt, Susan Howes and Michael Pyrcz, 2013, Attraction and Retention of Employees, Results of 2013 SPE Talent Council Survey, SPE paper number 168112, http://dx.doi.org/10.2118/168112-MS

Sharing an employer with your partnerPOSITIVES

• Coordinate relocation

• Ease in picking home location

• Easier childcare

• Coordinate travel

• Coordinate daily schedule

NEGATIVES

• Employer requires that one career leads and the other follows

• Benefits reduced

• Employer coordinates careers as a couple

• Job security

Child-rearing• When both parents are equal earners, childcare should not be

viewed as woman’s responsibility

• Paternity leave • Makes men more likely to be co-parents

• Reduces or eliminates the additional cost of employing a woman of child-bearing age

• Access to flexible work arrangements should be not be viewed as gender-related

• Employees should be able to make use of existing policies

Help Yourself• Communicate your priorities strategically

• Network

• Document your competencies and achievements

• Put a financial value on your achievements

• Negotiate with your employer

• Negotiate with your husband/domestic partner

• Secure flexible work arrangements

• Support equal access and use of flexibility for everyone

What employers should do to improve• Organizational culture and policy of no tolerance for bias or bullying

• Establish an independent contact for employees to report concerns• Process for employees to raise concerns outside of the chain-of-command• Ombuds program for employees who think they are dealing with bias or bullying

• Compensation• Allow employees to discuss their compensation (Job Titles ≠ Compensation)• Publish annual report on gender pay equity at all compensation levels

• Performance assessment• Monitor barriers to women’s advancement on an on-going basis• Identify and address virtual “glass ceilings” beyond which women tend not to advance

• Monitor mid-career attrition and take appropriate corrective actions• Relocation• Don’t ask for open-ended commitments• Allow more time and support for relocation• Provide employment and/or job search support for trailing spouse

• When physical presence is not essential, offer work flexibility without penalty with focus on performance

What Employers Should do to Improve (continued)

Future Vision• Gender-neutral assessment of performance

• Readily accessible information on compensation and promotions

• Leveraging of technology to enable greater work flexibility

• Parental leave enabling parents to equally split child-rearing duties

• Domestic partners evenly share household responsibilities

For more career advice read my book – A Guide for Dual-Career Couples: Rewriting the Rules

(Available on Amazon and from Praeger ABC-CLIO)

Please feel free to email me additional questions after the webinar – evesprunt@aol.com