HR Services within an Organization Brouj in ADNOC - Case Study Example

HRP: Assignment 1 Name : Saif Al Mansoori Institution Date 11-11-2011 Table of Contents Table of Contents 2 HRP: Assignment 1 3 Activity A 3 HR Services within an Organization 6 Activity B 6 Leading and Managing the Function 6 Strategy, Insights and Solutions 7 Employee Engagement 7 Methods of Communication 7 Staff Forums 7 Employee Achievement 8 Leadership Forums 8 Components of Effective Service Delivery 8 Identify the Target Customer 8 Understanding Customer Needs 9 Handling Complaints and Difficult Customers 9 Implementation of an Internally Oriented Strategic Service Concept 10 Activity C 11 A self-assessment of capabilities as an HR against the CIPD Associate Membership requirements 11 Options to meet the development needs 12 A plan to meet personal development objectives 12 References 13 HRP: Assignment 1 Activity A Introduction Brouj in ADNOC is a worldwide leading company exploiting vast and gas reserves within the emirate of Abu Dhabi. It has a big number of administrations in addition to technical employees. Since the company’s employees are important asset, the company needs major investment in developing highly qualified and committed personnel which entail not just a comprehensive program of training the employees but also Continuing Professional Development for the staff members (Van der, 2008). Continuing Professional Development (CPD) refers to the process of continually enhancing skills as well as ability within a chosen professional sphere and it is important for both career development and professional distinction. In order to achieve CPD, one needs to set targets to get experience and skills in specific areas within a given period. This is normally done through practical experience and is tracked through excellent record maintenance and also documentation. According to Chartered Institute of Personnel and Development, CPD should: Be constant: the professionals ought to always looks for means of improving performance The learner should have the responsibility of owning and managing the CPD Be determined by the learning requirements and development of the person Be evaluative instead of being descriptive regarding what has happened. Be a fundamental element of professional and individual life, never an optional additional (Van der, 2008). The oil industries are always changing and technology is always developing and hence Continuing Professional Development should be a major part within the company’s plan. The employees who perform excellently and remain in regular employment are normally those who embrace change and advance their skills. Therefore, for the employees to engage in Continuing Professional Development, they are called to keep up with: New developments within oil production technology New consumer products in addition to their abilities Changes in the way individuals perceive and utilize oil products Industry trends: being aware of who is making what and the time and the products in demand Innovative products are being provided by competitors to stay ahead The innovative technologies that are winning awards and attracting publicity Business, financial and legal matters, for example changes within tax breaks within the oil industry that have an effect on production, production designs, training funds and such issues (Van der, 2008). The means to accomplish this is not just through training, but also reading the oil industry technologies and innovation as well as networking efficiently; the more individuals one meets, the more they pick about the industry and job role might be changing (Thomas, 2007). Why is Continuing Professional Development important for Brouj in ADNOC? Continuing Professional Development plays important roles within the modern professional world and is valuable to the professional as well as to the customer within equivalent measures. The significance to the professional is many fold: Continuing Professional Development improves skills and capabilities on a continuous basis A Continuing Professional Development record maintains the professional advancement in regard to learning Continuing Professional Development enables one to keep up with changes within professional procedures or regulations In regard to the customer, the entire above points are valuable to the customer in that the customers are assured of professionalism being fully up to speed (Thomas, 2007). Continuing Professional Development can improve career of the employees in Brouj in ADNOC because all energy evaluation schemes encourage a Continuing Professional Development program to be taken on by the professional. Through Continuing Professional Development the employees can add value to their professional service offerings and in turn increase their earning potential. Further than that, a Continuing Professional Development Program is essential in order to ensure that an employee is updated regarding the current procedures, technologies and innovations along with any changes within procedures/technologies and also guides an employees towards improving their skills and knowledge within areas they perceive that they are their weaker points (Thomas, 2007). HR Services within an Organization The HR map has been informed by a wide-ranging program of consultation with senior HR professionals including other leaders within the company and management education. For the HR practitioners to deliver sustainable capability, they should: Know the company well and this implies effectively understanding the drivers of sustainable business performance as well as the hindrances to accomplishing it. Be aware of the key ways in which HR expertise can impact the company and contribute further than the confines of the traditional role Possess the behavior skill to convert knowledge into productive action (Grant, 2010). Activity B Leading and Managing the Function This is a user of HR services since after the identification of the business challenge, it is important to design an HR function to fulfill the needs and priorities of the business. The HR director leads procedures of identifying, articulating and reinforcing the main values and behavioral expectations of the company. The HR also impacts leadership at all levels to behave within a way that is constant with them. The HR also establishes ongoing communications and engagement plans to make sure that workers and other stakeholders comprehend and respect the values and behavioral expectations of the company, and behave according to them. The HR also makes sure that the company’s values and behavioral expectations infuse through the procedures, rules, policies, intranet of the company. Additionally, the organizational HR also advises the employees and the managers regarding the values and behavioral expectations of the company (Grant, 2010). Strategy, Insights and Solutions The HR practitioners develop their understanding regarding the goals of the company and how HR activity assists to deliver them. The HR feed ideas and observations to senior workmates, to find methods of supporting line managers more efficiently and to examine the effect of their work. Consequently, the entry-level professionals gain experience of the strategies they will require as senior professionals (Grant, 2010). Employee Engagement Under this map, one of the role of the HR in regard to the values and behaviors of the company is to engage the employees within the company’s activities. This offers a good illustration of how activities change at different levels of responsibility. Additionally, the HR advises the employees on what they should know, information about the company’s activities, and their behaviors (Grant, 2010). Methods of Communication Staff Forums Also referred to as “Town Halls”; staff forums provide opportunities for the HR and senior management team to visit workers in all locations and tackle the real matters and concerns of the employees and also communication of the big picture. Employee communication tips comprise giving out cards to those who attend to facilitate tackling of questions after a break within proceedings and following up any questions that cannot be answered during this forum (Marchington, 2006). Employee Achievement The management can also communicate to the employees through encouraging the staff personally for their accomplishments. These can be directly allied to the matter and through taking time out to acknowledge high achievers or those who instill positive changes. This sends an effective message to all the workers that the management will always reward those who are adequately productive (Grant, 2010). Leadership Forums The management should communicate with his/her leadership team. The regional managers, state managers as well as frontline supervisors can have a face to face communication with the leadership team that has employee representative regarding what they expect. An employee communication tip is that face to face meetings be held with direct reports from the senior managers and the CEO and the next level down: it is an extremely strong tool and has a maximum effect (Marchington, 2006). Components of Effective Service Delivery Identify the Target Customer The first things is to identify the target customers and take into account the purchase point, point of service delivery in addition to consumption point. Group the target customers based of their general behaviors and consider that targeting the wrong customers impacts the company negatively. If possible, it is important to focus on clients with high present/future value (Marchington, 2006). Understanding Customer Needs The organizational management should review and analyze the needs of its customers. The main aim of this component is to define a system that effectively meets the organizational customer needs as well as the key performance indicators of the company (Marchington, 2006). Establish an Organizational Culture Supportive of Customer Service Using the collected information, set up the company’s client-focused vision; the company should strive to live up its promises through parallel development and application of externally and internally oriented planned service models that reflect the vision. Constantly reflect on the vision and goals and the method of service delivery to the clients (Thomas, 2007). Implement an Externally Oriented Strategic Service Concept The externally oriented planned service model sets up the way in which the products of the company are designed, marketed and delivered to the targeted clients. The cost budget of providing the services and means of reducing these costs whereas implementing quality control should be considered. Additionally, the essential financial, human and technological resources required should be determined. During planning, it is important to acknowledge that control information can replace assets (Chase, 2008). Handling Complaints and Difficult Customers A feedback loop should be provided for incorporating the comments from the customers as well as their complaints within the planning processes. Customer complaints are a very useful resource and source of information. In addition, the difficult customers can be tackled by numerous service leaders by interviewing such customers and trying to enquire the root cause of their complications. Again other alternatives are holding customer meeting, holding social vents as well as holding seminars where all company’s clients are present. The strategy of handling the difficult clients and resolving the complaints should be supported but the customer-focused vision. According to Barlow 2006, if clients see that their complaints are welcomed and responded to, they are likely to repurchase. Implementation of an Internally Oriented Strategic Service Concept The leaders in the learning organization should display the values of the company. Leaders should foster the development and testing of new ideas and be ready to change existing practice to incorporate developments and improvements as well. The employee groups valuable to the implementation of the externally oriented service model should be identified. Finally, the elements and requirements of the employee group(s) and how well the requirements are met should be identified. Again, the company should also focus on enlisting workers who support the customer service vision since the costs of recruiting employees who do not support the customer service vision are substantial (Barlow, 2006). Activity C A self-assessment of capabilities as an HR against the CIPD Associate Membership requirements There has been registration for CPD and this indicates the commitment of HR to leaning and hence enables the HR to consider best practice in the working place. HR identifies top three organizational main concerns to be management of the costs, growing the present business as well as focusing on the needs of the customers. Other professional HR capabilities for HR function include management of the change and cultural transformation, engaging the workers and improvement of performance management and reward. As a HR professional working in a large organization, improvement of performance management as well as reward and training are important key HR functions. However, there are skills/capability gaps within the HR function. These gaps will be addressed through through-on-the-job training, coaching and CIPD qualifications (Armstrong, 2006). Strengths Weaknesses Opportunities Threats Reputation within marketplace Shortage of consultants at operating level Well established position with a well defined market role Large firms operating at a minor level Proficiency at partner level in HRM consultancy Unable to deal with multi-disciplinary assignments Identified market for consultancy in areas Other firms looking to enter in the marketplace Options to meet the development needs Environmental scanning: This will encompass evaluation of the current situation in addition to portfolio of products and services appraisal. As well, it will also include assessment of the life cycle of the organizational products and services. Analysis of existing strategies: This will establish relevance from both external and internal appraisal. This can consist of gap analysis which will tackle environmental factors. Monitoring outcomes: This includes mapping against plans, taking corrective action which might imply amendment of the organizational goals and strategies (Armstrong, 2006). A plan to meet personal development objectives Implementation: Implementation of the individual plan. Learning diary: This is important for recording the efforts and evaluating the benefits of planned activities. Annual review: At the end of 12 month duration, after reviewing the individual activities, a complete summary sheet will be completed (Armstrong, 2006). References Armstrong, M. (2006). A handbook of Human Resource Management Practice. London: Kogan Page. Barlow, S. (2006). Driving Customer Equity: How Customer Lifetime Value Is Reshaping Corporate Strategy. New York (NY): The Free Press. Chase, B. (2008). Service Operation? Harvard Business Review. Vol. 8/1. Grant, J. (2010). The effectiveness of continuing professional development. Postgraduate Business Journal. Vol. 77/910. Marchington, M. (2006). Human Resource Management at Work (People Management & Development). CIPD: London. Thomas, S. (2007). Strategy and the New Economics of Information," Harvard Business Review. Vol. 2/4. Van der, M. (2008). Online Continuing Professional Development: tensions impacting on the reflective use of a mathematics-friendly forum environment. South African Computer Journal. Vol. 42/1. Read More