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6 Posts authored by: kimberly.wilson Advocate

I ran across some information today and got to thinking.  So many people are looking to enhance their skills and there are so many different online courses.  I was wondering what courses are out there and thought I would share some I have seen.  I cannot endorse them because I have not taken any of them, but I was hopeful this would provide useful information and that others would share the online courses they may have taken.

 

Energy 101: The Big Picture

About this course: As a society and individually, we use energy every moment of our lives to improve our quality of life. Energy 101 will develop the big picture and connect the details of our energy use, technology, infrastructure, impact, and future.

Created by:   Georgia Institute of Technology

https://www.coursera.org/learn/energy-101#ratings

 

Fundamentals of Global Energy Business (FREE MOOC)

About this course: Learn about diverse and integrated markets for primary energy, and the essential considerations driving business leaders and policy makers in development of global energy resources.

Created by:   University of Colorado System

https://www.coursera.org/learn/energy-business

 

Politics and Economics of International Energy

About this course:

Energy issues have always been important in international relations, but in recent years may have become even more important than in the past due to the widespread awareness of existing limits to energy sources and negative climate impacts. The course discusses global trends in energy consumption and production, various available scenarios for potential developments in the coming decades, the availability of oil reserves and the evolution of the oil industry. It then discusses natural gas and highlights the differences between oil and gas. It will also discuss renewable energy sources, nuclear energy and EU energy policy. The course aims at providing students whose main interest is in international relations a background on energy resources, technology and economic realities to allow them to correctly interpret the political impact of current developments. It also aims at providing students, who already have a technical background in energy science or engineering, with the broad global view of energy issues that will allow them to better understand the social, economic and political impact of their technical knowledge.

 

Created by:   Sciences Po

https://www.coursera.org/learn/global-energy

 

images?q=tbn:ANd9GcTtmh9-WZhnxX4nWsdlmsjhMpB7AhSMsNAAY_RtZREsQsVFid3nIntroduction to Thermodynamics: Transferring Energy from Here to There

About this course:

COURSE DESCRIPTION This course provides an introduction to the most powerful engineering principles you will ever learn - Thermodynamics: the science of transferring energy from one place or form to another place or form. We will introduce the tools you need to analyze energy systems from solar panels, to engines, to insulated coffee mugs. More specifically, we will cover the topics of mass and energy conservation principles; first law analysis of control mass and control volume systems; properties and behavior of pure substances; and applications to thermodynamic systems operating at steady state conditions.

 

Created by:   University of Michigan

https://www.coursera.org/learn/thermodynamics-intro

 

The International Human Resources Development Corporation also has several e-learning courses found at:

Online Training, Online Courses, Web-based Learning Management System - Learning Management Express(LMX) - NexLearn

 

Their classes are as follows:

  • Industry overviews of the different sectors (upstream, midstream, downstream)
  • Upstream technology (petroleum geology, petroleum geophysics, drilling engineering, well completions, production operations, facilities design, reservoir engineering, well testing, offshore operations, wireline well logging, rock and fluid sampling, topics for non-engineers.
  • Operations and Maintenance (process operations, health, safety & environment, maintenance, control systems)

 

Another place to mention:

Lynda.com is not an energy classroom, but a great place to learn about areas you have interest or want to enhance skills like marketing, sales, HR, software, etc.

NEWS  |  OTC 2016: Sponsors Offer A Gateway to Career Advancement  |  Rigzone

 

As a general rule of thumb, in any business, relationships are vital – connecting with people and continuing to foster relationships as one progresses in their career can be significant as to how far a person goes in a company.

 

The bottom line: no worker can climb the ranks alone. Even the savviest of professionals had someone – whether they’re aware of it or not – who vouched for them and helped them become successful. While mentors will lend their time to guide workers in their career paths, a sponsor is the person who sticks their neck out for an employee they deem worthy of it. A sponsor is talking about a worker behind closed doors to the executives making the hiring decisions. A sponsor is an individual who is invaluable. 

 

Coming off the heels of a straightforward and spirited OTC panel discussion about the prevalence and need for more sponsorship of women in the energy sector, Pink Petro founder and CEO Katie Mehnert took a moment to continue the dialogue with Rigzone.

 

Check out the video to see what she had to say.

NEWS  |  OTC 2016: Sponsors Offer A Gateway to Career Advancement  |  Rigzone

Saudi Aramco, Wipro launch technology park for women - via Telecompaper

 

Saudi Aramco, Princess Nourah University (PNU) and Wipro Arabia, a subsidiary of Wipro, have inaugurated Saudi Arabia's first all women Business & Technology Park. The project is expected to create nearly 21,000 jobs for Saudi women over a period of ten years. The Women's Business Park (WBP) is a result of a joint venture between Princess Nourah University (PNU), the largest women's university in the world, and Wipro Arabia.

 

The Women's Business Park is envisioned to be the largest engineering drafting services, business process services and IT hub in the region for a number of industry sectors including Oil & Gas, Manufacturing, Government, Healthcare, Telecom and Construction. Wipro joined the partnership because of its experience in managing talent and providing IT services to a multi-industry customer base.

 

The joint venture will be responsible for developing the park's facilities and infrastructure as well as training and employing up to 21,000 Saudi women.

The Best Reason Yet To Increase Women In Business Leadership

 

You can make all kinds of emotional arguments about the need to increase women in business leadership. I just came across the most compelling logical argument.

 

It’s a new, large global study that shows a strong link between “the presence of women in corporate leadership positions” and positive “firm performance.”

 

Released earlier this month, the study is called “Is Gender Diversity Profitable? Evidence from a Global Survey.” The survey, which analyzed 21,980 firms in 91 countries, was conducted by the Peterson Institute for International Economics, a Washington-based think tank. The study’s authors are Marcus Noland, Tyler Moran and Barbara Kotschwar; financial support for the study came from Ernst & Young.

Mary Barra, General Motors CEO, at no. 5 is the highest-ranking corporate leader on Forbes’ “100 Most Powerful Women” list. (Photo: Mark Wilson/Getty Images)

 

It’s 35 pages of fascinating if rather dense reading. At the heart of it, however, is the basic core notion of the “positive correlation between the proportion of women in corporate leadership and firm profitability.”

 

Whether that increased profitability results from the quality of female leadership, the benefits that accrue from more diverse thinking, or other factors, isn’t clear. What is clear, however, is a statistical link.  The report notes that the link could reflect, “the existence of discrimination against women executives (which gives nondiscriminating firms an edge) or the fact that the presence of women contributes to skill diversity (to the benefit of the firm).”

 

The report also makes an important point about the value of an organic “pipeline” of female managers throughout an organization, as opposed to simply installing a female CEO at the top. “The largest gains [in company performance] are for the proportion of female executives, followed by the proportion of female board members; the presence of females CEOs has no noticeable effect on firm performance. This pattern underscores the importance of creating a pipeline of female managers and not simply getting lone women to the top.”

 

The report emphasizes that the amount of profitability shown by the data is significant. “The estimated magnitudes of these correlations are not small,” the report concludes. “For profitable firms, a move from no female leaders to 30% representation is associated with a 15% increase in the net revenue margin. This estimate, derived from a cross-section, may well diminish if re-estimated in a panel setting and is surely subject to diminishing returns. Nevertheless, the robustness of this result from a global dataset warrants further study.”

 

Indeed it does. Of the 21,980 companies studied, nearly 60% have no female board members, over 50% have no female C-suite executives, and less than 5% have a female CEO. The report dryly states, “Women do not participate in the global economy to the same extent as men do.”

 

How do I personally feel about this research? How does it fit with my own experience? Well, over the four decades of my own career I’ve worked with and observed great female leaders and awful female leaders.  Compared with men? Well, in that same time span I’ve worked with and observed great male leaders and awful male leaders. In short, in my own small world it’s hard to know. As we might say down on the farm, it’s a horse apiece.

 

Which is why, for big important uncertain issues like this one, it makes great business sense to get broad data.

Results from such studies may not always be popular, especially among some male business leaders. It’s just data, one can always argue. Perhaps. But if you’re not willing to listen to the data, then why ask the questions?

 

Source: Forbes

Amazing article about supporting youth to learn about STEM and an entrepreneur who saw a way to create an impact.  In return, she built a multi-million dollar business!

 

Former Teacher Builds A Multimillion-Dollar Global Business 'Engineering For Kids'

Source: Forbes

Contributor: Kathy Caprino

 

Recent research has explored this important question: In an era when women are increasingly prominent in medicine, law, and business, why are there so few female scientists and engineers? Compelling evidence suggests there are key environmental and social barriers, including stereotypes, gender bias, and the climate of science and engineering departments in colleges and universities — that continue to block women’s progress in STEM.

 

As an example of what young women hear on a daily basis about why they can’t be scientists and engineers, Sarah Peters, an Engineering for Kids teacher, shared this with me:

One of my teachers in middle school once told me that she wanted to be an astronaut growing up, but was told that she couldn’t. And my mom was told that ‘girls aren’t good at math.’ Even though that was many years ago, things don’t seem too far off today. When I started taking engineering classes as a freshman in high school, I was often the only girl in the class. Even now, as a student at Virginia Commonwealth University, I am still one of few females pursuing engineering, and they’ll often assume by looking at me that I couldn’t be one. I’ve had males in the computer lab tell me that ‘only engineers can log into these computers.’ Organizations like Engineering For Kids are so important because they provide the unique opportunity to inspire young women to get into these technical fields, and we need more of that.

 

To help young women overcome these barriers, and more children leverage their natural STEM interests, former high school engineering teacher Dori Roberts took matters into her own hands. Dori taught high school engineering for 11 years and saw a real void in quality STEM education, for both girls and boys. The mother of two started an afterschool club that participated in various STEM-based competitions. After membership hit 180 students and the group won multiple state championships, she expanded the program and devoted 100% of her time to develop Engineering For Kids (EFK).

Dori Roberts (Photo by Karen Presecan, Courtesy of Engineering For Kids)

Dori Roberts (Photo by Karen Presecan, Courtesy of Engineering For Kids)

Engineering For Kids began operating out of Dori’s Virginia home as she introduced her programs to local recreation centers. As demand for the programs increased, along with Dori’s desire to impact as many youth as possible, she began franchising Engineering For Kids in 2012. Today, the company operates over 140 franchises in 32 states and 19 countries. Sales have doubled from $5 million in 2014 to $10 million in 2015, with 25 new franchises planned for 2016.

 

I caught up with Dori to learn more about her powerful vision to fill a need for high-quality STEM education and to explore how she grew that vision in a multimillion-dollar business impacting youth worldwide.

 

Kathy Caprino: Dori, can you share about your engineering training and teaching background and how that spurred your idea for Engineering for Kids?

 

Dori Roberts: I received both my Bachelor of Science degree in Math and Science Elementary/Middle School Education and Master of Science degree in Technology Education from Old Dominion University. Prior to starting Engineering For Kids (EFK), I taught engineering at the high school level for 11 years in a traditional classroom setting. I was also an advisor through the Technology Student Association, which allowed me to travel to engineering competitions all over the United States with my students as they competed in different engineering categories. I started EFK after noticing a real lack of math, science and engineering programs to enroll my own kids in. Based on EFK’s early success and positive responses from parents and administrators, I made the decision to dedicate 100% of my time to EFK, and what started as an afterschool club has since turned into a multinational franchise with 145 locations in 22 different countries, reaching more than 250,000 students across the world.

 

Caprino: What do you see that’s disturbing to you about how kids (particularly girls) perceive engineering and are taught?

 

Roberts: When I first started teaching, there were mostly males in all my classes. The longer I was there, the more girls I was able to bring in. A lot of the girls I came across have since said to me, “I didn’t know what engineering was.” There really aren’t many girls introduced to the term. The types of fields that women are traditionally drawn to tend to be more focused on human interest; they pull at the heartstrings. Our programs are designed to teach engineering concepts with real-world applications, and the social aspect of engineering is very appealing to women — the fact that engineers improve lives and can save lives.

 

Caprino: What do your programs do differently?

 

Roberts: We encourage parents to enroll their children in EFK programs as early as four years old. Between the ages of four to six, kids have not developed that “boys play with this, girls play with that” thought process. They do not yet know about stereotypes or gender roles, and if we can reach them at an age where do not have preconceived notions of gender roles, we can inspire them to continue their journeys in learning more about math and science.

 

EFK offers a proprietary curriculum that is extremely diverse with many opportunities to learn S.T.E.M. through content and technology based programs. Some examples of content-based programs include aerospace, mechanical, environmental, civil and chemical engineering. Technology-based programs include robotics, electronic game design, software and hardware engineering. While other programs in our space focus on LEGO kits, students enrolled in EFK’s aerospace engineering programs design and build rockets, parachutes and lunar landers. Students enrolled in mechanical engineering programs design and build rollercoasters, sails and catapults.

 

Caprino: How did you build your franchise, and what are your top five entrepreneurial tips/advice for other entrepreneurs with similar ideas?

 

Roberts: I started running EFK out of my home in the summer of 2009, using local organizations like the YMCA to conduct programs in. We opened our first brick and mortar corporate location a year later, and two years after that we began franchising. Now, our franchisees have the option of running programs through partnerships with local school districts and organizations, or opening their own traditional locations. The flexibility is great for our franchisees, because it allows them to grow as necessary in every market.

 

My top five tips for others to make their dream a reality would be:

 

Go for it.

It may seem simple, but my biggest piece of advice is to just go for it. Follow your heart and realize that your dream is your dream for a reason. If you feel led to dream it, why not make it a reality? This is especially true for young women who wish to make an impact in the business world.

 

Develop your leadership strength.

Remember that it is important to wear many different leadership hats. Being an entrepreneur has taught me to be a leader for myself and others; someone who continually reaches my goals and sets new ones.

 

Love what you do.

Starting your own business is a very difficult thing to do, but it’s lot easier when you’re passionate about your purpose; that’s the best way to stay motivated.

 

Make everything a learning experience.

As an entrepreneur you have to solve problems and learn on the go. Even failure can be a good thing if it helps you to grow.

 

Work smarter.

Everyone’s heard the adage, “work smarter not harder,” but it’s especially true for entrepreneurs. I learned early on that I wouldn’t be able to thrive if I tried to do everything myself. Instead, I surrounded myself with the right people and took advantage of every available resource I could.

 

Caprino: What were/are the biggest challenges to scaling your business that you’ve overcome?

 

Roberts: The most challenging part of my role has been letting go of some control. As the founder and original owner of EFK, I have been heavily involved from day one. But my role has changed as the business has grown. As a result, I now have to rely on my amazing staff to take on many of the tasks that I once did myself because it is no longer possible for me to “do it all.”

 

As we have grown, we have maintained placing a high value on finding franchisees who truly align with our mission instead of just partnering with everyone for the numbers. We look for longevity in our franchisees, and we never want to lose sight of the importance of staying connected, and giving back to, our communities.

 

One way we are striving to do this, and allow more students to participate in our programs who cannot afford to, is by creating the Engineering For Kids Foundation as a bridge to reach at-risk youth. Through the foundation, kids are sponsored and partnered with a student mentor from a local high school for a six to eight week program, during which the franchisee heavily donates much of his or her time.

 

We’ve been able to scale our business so successfully (for example, we’ve seen 73.45% growth in overall gross sales from 2014-2015) over the years thanks to a solid foundation. We remain focused on constantly developing countless resources for our franchisees so that they can get their business up and running faster than ever. Additionally, we work alongside our veteran owners to develop systems that allow our newer owners to have the knowledge and resources they need to run a successful operation.

 

Caprino: What are the results you’ve seen from children participating in your programs, and what is your ultimate dream for Engineering for Kids?

 

Roberts: My dream is that Engineering For Kids reaches as many communities as possible, inspiring the next generation of young and inquiring minds. In 2016, we expect to add 30 franchises in target markets across the country and internationally as well.

 

Additionally, since the start of our Engineering For Kids Foundation, we have had the chance to see our mentors benefit from the rewarding experience of helping a child gain confidence and knowledge while having a good time. These mentors are juniors and seniors in high school, and already are shaping the future of the generation that will follow them. That is an empowering opportunity, and a joy to watch.

 

Caprino: What is your hope for both young women and men becoming more involved in engineering and what that would that mean for the world?

 

Roberts: My hope is that we can introduce children to S.T.E.M. -related fields at a young age and encourage them that an integrated, cooperative approach to learning from our failures is vitally important to their education and the future success of our nation. It has always been my goal to inspire the next generation of engineers. Children are our future, and by giving them the tools and the passion for S.T.E.M., we equip them to not only develop fulfilling and successful careers, but set them up to find solutions for both the problems we struggle with today, and the ones we will encounter down the road.

Trailblazing Women: Katrine Sharp, VP Group Head of Sustainable Development and Gender Diversity, Technip

Source: Huffington Post Business

2016-02-08-1454961750-3443672-KatrineSharpphoto.JPG

"Invest in yourself, so that you are ready to take off again when the time is right. Be creative, and above all, keep your confidence level high - learn something new, study something, push yourself out of your comfort zone. I like the idea of leaving regrets on the last wave - let's be ready to ride the next wave and surf it!"

 

Katrine Sharp is Vice President Group Head of Sustainable Development and Gender Diversity for Technip, a world leader in project management, engineering and construction for the energy industry. Based in Technip's corporate office in Paris, she is responsible for leading the Group's strategy and action plan for Sustainable Development as well as Gender Diversity. She initially moved to Paris in 2012 to take up a global Talent Management role before assuming her current responsibilities.

With extensive HR management and leadership experience in the Oil and Gas industry and the Higher Education sector, Katrine first joined Technip in 2006 as HR and Communications Director for the North Sea Canada region, based in the UK. Before joining Technip, she was Deputy Human Resources Director for the Robert Gordon University in the UK.

Katrine has an Honours degree in Modern Languages from Aberdeen University and a Masters in Employment Law and Practice from the Robert Gordon University. She is a Fellow of the Chartered Institute of Personnel and Development.

Learn more about Technip at www.technip.com and see Katrine's Linked In Profile


(Disclosure: I did some external consulting work for Katrine Sharp/Technip)

Who is your role model as a leader?

There are 3 key women leaders I particularly admire. The common thing I admire in all 3 women is that they are serious about being role models.

The first is Mary Barra, CEO of General Motors. I like the fact that she got to where she is by knowing the job, working hard, and most importantly, staying herself through it all. I also really admire Mary Robinson, former President of Ireland and UN High Commissioner for Human Rights who now leads her own Foundation for Climate Change. She has such dignity and intelligence when you hear her speaking.

When looking for leadership role models, we tend to look at people on the international stage, either key business people or politicians but my third role model is a leader in her field as opposed to on the world stage. I find the story of Dame Jocelyn Bell Burnell very inspirational. She has confidence in herself, yet is very modest. She talks about how she started by failing a state exam and how her family firmly supported and fought for her to study science at a time when girls were discouraged from doing so. She went on to get a PhD in physics and discover Pulsar stars. So many people were frustrated that she didn't get to share the Nobel Prize which was given to her Professor instead. She herself is always very gracious about it, saying she was glad that her discovery opened up the Nobel Prize to Astrophysics. However she does also talk about the sexism she encountered at the time. I admire how she has campaigned to raise the number and profile of women in professional and academic science posts. She has helped to develop the Scottish strategy for women in science, technology, engineering and mathematics (STEM) and encouraged women through her teaching at the Open University. It is not surprising that she is referred to as the most inspiring living woman scientist and the most outstanding astrophysicist and prominent science communicator.

What is your greatest achievement to date?

On a personal level, I am most proud of running the Paris Marathon in 2015. It was a very different challenge for me and crossing the finish line was a big achievement. It was very tough and it taught me the real meaning of 'dig deep'. I learned that if you really set your heart and mind on a goal, you can achieve it. The training is important, as is the support of your friends and family. To me it was important that my daughter ran the marathon with me, it spurred me on. I realised that achieving a goal has far less to do with achieving the goal itself and a lot more to do with the routine you develop to support that goal. That was a huge learning. As I've heard many sports people say, 'the actual day will take care of itself, it's all about the preparation beforehand'. It's a sports analogy that I lived and which you can apply to lots of other situations.

In a work context, one thing I really feel proud of happened at an early stage of my career. I joined a company at the beginning of its HR maturity and got the company involved in the UK national 'Investors in People' certification process. It was hard and I had to convince a lot of people that it was important and good for the business. The organisation was the first to get the accreditation in the oil & gas industry. It provided the framework to enable the company to move to a whole new level of people management and better performance. I am now in a parallel situation with Technip, where we are the first company in the energy sector to achieve EDGE (Economic Dividends for Gender Equality) certification, with 8 countries certified to date, thanks to real commitment from the top and support from colleagues. I did not achieve this on my own, yet they are the 2 achievements I am proudest to have lead and been involved in.

What has been your biggest challenge as a woman leader?

For me it has been keeping my career on a steady forward path even if it was not always on a steady upward trajectory. I had to have short breaks in my career on two occasions: the first when starting a family coincided with a geographical move from Aberdeen to London, and second when we moved to Indonesia when my husband was offered a new position there. That was a challenge for me, as my career had really started to take off again. What I learned is, whatever the circumstances, you can always keep moving forward by developing new skills or acquiring new qualifications. You can always make the most of the situation. During the first career break, I got my CIPD qualification. During the second period I became an independent consultant, allowing me to work more flexibly and learn a lot while working with different organisations.

My key learnings were:

Invest in yourself, so that you are ready to take off again when the time is right. Be creative, and above all, keep your confidence level high - learn something new, study something, push yourself out of your comfort zone.

How do you grow people in your organization?

By giving people responsibility as early as we can and then supporting them. In French there is a saying "Il faut l'accompagner", which is not the same thing as simply supporting someone - you are 'by their side' during the process. At Technip we like to put people in new positions and actively support 'non-obvious moves', where we give people responsibility in something different and support them to help them succeed. When I was HR Director of the North Sea Canada region, the graduate scheme motto was 'Get Stuck In', and we put our graduates onto the vessels and gave them real responsibilities very early on, while making sure they were supported. Technip is a great company with a lot of different opportunities. When I got my first management position, I quickly realised that the people on my team were very capable and had very good ideas. It was important for me to nurture that creativity. I am very open to creativity and am not threatened by talented people. I like to support people who demonstrate passion, commitment and energy.

If you could do 1 thing differently, what would it be?

I am not the kind of person to have regrets. My father, who I really loved, admired and respected, taught me how to approach big decisions in my life. You weigh up the pros and cons - and the thing with big decisions, is that they tend to be harder because the pros and cons are evenly balanced. Once you've made your decision, you need to concentrate on making it the right decision (unless of course you really have made a mistake and need to start again!). I remember hearing an inspirational speaker once, who had sailed around the world with a team in the wrong direction. He said it's particularly dangerous to think about regrets when you are on the open water. The expression he used was "Any mistakes or regrets need to be left on the last wave", meaning don't look back. That resonated with me ever since, because it's much more important to focus on negotiating the next wave, rather worrying about the last one. I am who I am because of the decisions I made. I try to learn from my mistakes rather than regret them.

I like the idea of leaving regrets on the last wave- let's be ready to ride the next wave and surf it!

 

What differences do you notice between men and women's leadership styles?

It's all about tendencies, rather than differences and it's certainly not black and white. I think that the progress of women in the workplace has not been served by not accepting the fact that men and women do tend to have differences in leadership style. Research has shown that women tend to be more collaborative, interactive, give praise more and show empathy. Men do tend to be more transactional, hierarchical and unilateral. However, what is more important than any differences, is recognising that there is no right or wrong leadership style. We need to move away from valuing only one model of leadership by:

Acknowledging that there is no right or wrong leadership style - we need complementary approaches in this complex world

Encouraging talent developers and managers to have a much more open mind when identifying leadership talent

When someone says something about a person not demonstrating leadership, I ask them 'what do you mean by that?' Once you explore it, you realise that they may only be looking for traits that fit a narrow view of leadership.

 

How would you describe your leadership style?

I have had the opportunity to be involved in Management Development programmes and do a lot of reading. What strikes a chord with me about leadership is centred around 3 questions: 

  1. Why should anyone follow me? True leadership has to been earned, and is not 'given'.
  2. What have I done to inspire my team today? (This is the true difference between management and leadership)
  3. Do my team members trust me to develop them?

  I regularly ask myself those 3 questions and use them more as a leadership philosophy and code of conduct for myself, than a leadership style, which is always situational. Those 3 questions keep you on your toes if you ask them of yourself on a regular basis.

  • Positive
  • Integrity

Find your own touchstones. Decide what they are and be the person you want others to think you are. The women I admire the most show authentic leadership and have achieved things on their own terms. Find your own way.