Weekly Topic (10.24-10.31): How the refining and petrochemical industry develops and selects professional talent

It depends: whether it’s about selecting professional operators or professional technical experts! In competitions, if technical experts and operators are pitted against each other in relation to a specific task, such as catalytic cracking alone, it’s not certain that the technical experts will be better than the operators. However, when it comes to theoretical knowledge or analysis, operators simply cannot compare with technical experts, as their areas of expertise are different. If we’re to choose an appropriate approach, then competitions should be organized separately for operators and for technical workers, with different selection criteria and targets. That said, this doesn’t mean they have to be completely separated; a somewhat targeted classification is acceptable. I welcome any feedback. Choose those with actual operational skills; the operators have an advantage, after all, they work there every day. When selecting professional talents (technical or managerial), it is not necessary to focus on operational skills; rather, emphasis should be placed on technical capabilities (problem analysis and problem-solving) as well as managerial skills. It’s still really tricky to know how to compare! ! Or, it’s possible to start cultivating such skills from an early age, beginning on the first day a person enters a chemical company, and gradually determine which role is suitable for them! ! ……………………

The talent development system in the refining industry is currently quite mature; there are established programs for training new employees. It’s possible to progress step by step from being a newcomer to being able to take on responsibilities independently, and as long as one isn’t extremely incompetent, they can handle the job. The question is how to progress from an entry-level position to becoming a more skilled and competent technical professional, or even an expert-level figure; it’s a matter of perspective, different people having different views on it. It is essential to master some basic knowledge and skills, so as to be prepared for further development of those skills and a deeper understanding; for example, it is necessary to know the key points of various unit operations as well as basic operational knowledge. Most of the time, one still has to rely on their own efforts to understand, learn, and study the weaknesses in the entire process; if there are any issues, they can ask the experienced workers for guidance. If that doesn’t work, everyone can get together regularly to discuss how to solve these problems. For testing capabilities, accident handling simulations are a good option; in my opinion, accident handling is the best way to assess abilities.

1. It mainly depends on usual performance and academic performance. 2. Conduct a written examination. 3. Conduct an evaluation of on-site operation skills. 4. Conduct assessments of accident analysis and drills.

1 Process operation capability: (1) Ability to start up, shut down the workstation, and carry out normal production operations in accordance with the process operation standards and requirements specified in the process cards. (2) Be able to adjust the appropriate operating parameters in a timely manner according to changes in the raw material composition. (3) Be able to make process adjustments and controls for various parameters that affect product quality, based on the quality analysis reports. (4) Able to complete solvent regeneration and replenishment as required. (5) Be able to skillfully retrieve images using a computer, and adjust the control loops of the device based on the trend displays. (6) Able to conduct regular inspections of the site as required. 2 Equipment operation and maintenance capabilities: (1) Able to accurately identify the locations of the equipment, instrument control points, important valves, flanges, and pipelines in one’s assigned role. (2) Be able to start, stop, and operate the pump in accordance with the prescribed procedures, regularly add lubricating oil (grease), and carry out maintenance. (3) Be able to use the maintenance tools for this position correctly. (4) Able to complete the emptying of materials before equipment maintenance, as well as purging and replacement, and to carry out supervision during the maintenance process. (5) Capable of carrying out replacement and pressure/leak testing after equipment maintenance. (6) Capable of performing simple equipment maintenance tasks such as general leak sealing, gasket replacement, packing installation and replacement, blind plate removal and installation, and filter screen replacement. (7) Maintain the cleanliness of equipment and the production environment to create a suitable working condition. (8) Be able to properly use and maintain equipment such as towers, vessels, and heat exchangers. (9) Be able to use instruments and electrical equipment correctly. 3 Accident assessment, handling, and response capabilities (1) Ability to promptly detect and address any abnormalities in production processes or equipment operation within one’s role. (2) Be able to correctly determine whether various instruments (flow, pressure, temperature, level, etc.) are operating properly, and be able to distinguish between process fluctuations and instrument-related fluctuations. (3) Be able to handle emergencies such as the interruption of raw materials, water, electricity, steam, fuel, and air supply at the work post in accordance with the operating procedures for that post. (4) Be able to use safety and fire-fighting equipment correctly, and handle various abnormalities and routine accidents in one’s position. 4 Drawing and calculation capabilities: (1) Able to draw process flow diagrams for one’s own position and understand equipment schematics. (2) Able to perform simple calculations such as material balance for this position. (3) It is capable of calculating the key operational data based on the results of analysis reports, such as yield and energy consumption. 5 Technical management and innovation capabilities (1) Ability to correctly fill out operation records and shift handover logs. (2) Able to participate in team-wide total quality management and economic accounting activities. (3) Able to propose suggestions for improving the process technology of this position. (4) Able to participate in various activities related to technological innovation.

Work enthusiasm, problem-analysis and solving skills, coordination ability!

In every industry, there is a probationary period for joining the field (or in other words, a probationary period for a particular position). During this time, equal opportunities are provided to all those who apply: including fair training, fair treatment, and fair evaluation. Whether the selected individuals have experience or not, they will learn to adapt to the industry on their own during this process. It is the degree of adaptation, as well as their ability to handle problems and deal with situations related to interactions with others and various operations during this time, that determines the quality of the selection.

It is a very tragic issue. No matter how good a selection system is, it will still have its drawbacks. The company has many tests, such as those for skilled operators. The HR department cannot be familiar with all devices; if the examination is to be very specific, it is difficult to determine the appropriate level of depth and difficulty. Furthermore, things like examination venues and interviews involve many subjective factors, which can easily lead to questions about their fairness and impartiality. So one can only take the general knowledge exam; it is reflected on the test paper for reference. However, such exams often rely on memorization to do well, and they do not reflect true ability. In reality, many experienced teachers are ashamed of rote memorization and copying from books, which puts them at a disadvantage in written tests. Where there are conflicts of interest, there are often hidden hands at work.

Let me talk about a tragic selection process: the workshop planned to identify its most skilled workers, with the requirement that candidates pass both written tests and on-site assessments. The workshop prepared questions; it was the first time such questions were prepared, and no answers were provided. As a result, the exam was extremely confusing. The employees said that without answers, how could one take the exam? Experienced workers had a huge advantage – using their existing knowledge and experience, they could answer at least 70-80% of the questions correctly. As for new employees… on-site, they had even less of an advantage ； The second time, the supervisor said that the reference answers (which are not the standard answers) should also be given to the employees first. As a result, a few girls from the workshop, who had graduated from university just two years earlier, showed an amazing memory capacity – they managed to write down the reference answers word for word. You might think that’s not correct, but they were right; so how can we grade them? On site, the more experienced workers still had the upper hand. However, as for determining the final scores, if we divide them 40/60, then the newer employees still have a significant advantage. But when it comes to dealing with actual problems, you can’t rely on these newer employees, let alone those new female workers. It’s not that I’m discriminating against them; just take a practical example: when it came to operating the heating furnace under negative pressure, the newer employees ended up creating positive pressure, causing flames to shoot out through the vents. They didn’t know what to do, while the more experienced workers knew how to handle it. So how should we assess performance and establish a proper evaluation system? Who should be named a role expert, the veteran colleagues? The exam results (on-site plus written test) aren’t good, new comrade? The actual ability to solve problems isn’t good enough; in the end, it was the manager who made the decision – it had to be “him”. Ugh, I spent so many days working hard: creating questions, organizing exams, supervising them, grading papers, conducting on-site tests, assigning scores, and compiling statistics… In the end, it was still the manager who decided. I guess I can complain a bit, hehe… But I’m not here to criticize the manager; after all, he has no choice but to make a decision based on the actual situation, and then pick a few people from among those candidates……

Considered from the perspectives of leadership and execution.

In my opinion, there is a problem with the current education system; the professionals trained under it are almost no different from those who aren’t specialized in a particular field. It depends on one’s actual thinking abilities. In our companies, it’s clear that as long as a person has healthy limbs, they can take on any job. It’s not clear what knowledge they actually possess or whether they are capable of handling the tasks at hand. When problems arise, things get chaotic. In a chemical plant, what’s important is a person’s practical skills and ability to handle emergencies, and all of this ultimately depends on the amount of theoretical knowledge they have. Regardless of the industry, I believe it is essential to be fair, just, and transparent when selecting talent, considering all aspects to determine whether a person is capable of taking on such an important responsibility. It is a society full of talented people; do not keep these talents hidden. Give them a platform to showcase their abilities, so that they can create value for companies and increase their own incomes.