HR Planning and Recruitment - Shell - Case Study Example

Name: Lecturer: Course and Code: Date: HR planning and recruitment Introduction The future Shell structure as planned by Peter Voser on May 27, was accomplished on June 8 when the EC-1 organizational structure across all the businesses and functions was announced. The organizational structure of Shell’s Upstream International was drawn showing the head of the structure, the extent of control and the position reporting to the head. The organizational structure also showed the type of structure Shell’s Upstream International was. Concerning the head of the structure, Shell’s Upstream International was to be headed by Malcolm Brinded, who was to be the Executive Director. The Executive Director who was expected to design, develop and implement deliberate plans of the Shell’s Upstream International in a cost effective and time efficient manner. As a key role of executive directors, Malcolm Brinded, in his position as the Executive Director, was also supposed to manage committees and staff in developing business plans. All the activities of Malcolm Brinded in his position as the Executive Director was to enable Shell’s Upstream International business to adopt power, Gas, production and exploration business activities outside the Americas. Gilbert claims that the main role of an executive director is to manage the company’s operations in such a way that new technologies can assist the organization in attaining its intended goal (2). With regard to the extent of control and the position reporting to the head, Shell’s upstream international had the following positions that involved direct report to the director. One of the positions was the EVP Exploration which was to be responsible for all Upstream International exploration activities, with leading being countries that deal with exploration activities only such Saudi Arabia, Ukraine and Algeria. The second position was the EVP Commercial, New Business and LNG. These were to be responsible for overseeing New Business Development, LNG customer relationships, the global LNG business and the Upstream Commercial function. The position was also responsible for the selective analysis which includes hydrocarbon maturation oversight. The task involved a dynamic function in all major commercial negotiations and being functional head of global upstream. The third position was EVP Europe which had to manage integrated business unit that include EP and GP European operations and JVs. It was planned that Shell Energy Europe be moved to downstream to have the capability for the development of wells, minor projects, production and asset management and stakeholder management. The fourth position was the EVP Sub-Saharan Africa which was to manage an integrated business unit of EP and GP Africa operations and JVs. The position was to have the potential for development of wells, minor projects, production and asset management and stake holder management. The fifth position was the EVP Middle East or North Africa which was to govern a range of Joint Ventures and Shell operated assets. The position was also expected to combine EP and GP regional operations and JVs except Qatar for the Joint Venture governance and value delivery. A long term stakeholder relationship was also expected to be carried out. The sixth position was the EVP Russia or Caspian which was to govern a collection of Joint ventures that comprises EP and GP regional operations with the aim of joint value delivery and Venture control. Kashagan project stakeholder relationships and over-sight were also expected to be performed by this position. The seventh position was the EVP Qatar which was to supervise a mixture of EP and GP operations that comprised Pearl GtL and QG4 LNG JV, with a focus on the delivery of ongoing projects, production and asset management. Finally the position was to build long-term stakeholder relationships. The eighth position was the EVP Asia which was to manage an integrated business unit that included EP and GP Asian operations and JVs including India and NZ but excluding Australia. The position was also expected to have the ability for development, wells, minor projects, production and asset management. The ninth position was the EVP Australia which was to manage an integrated business unit that included EP and GP Australia operations on the purpose of JV governance. Development of the resource range and long- term stakeholder relationships was also the function of this position. The last position was the leader of Environment, Safety, and SD for Upstream international which was also to be the Group Head of Sustainable Development. Shell’s Upstream International showed a divisional Organization structure where the departments were divided according to geographical areas, markets, products and services. Every position in the organization operated as an autonomous business. Shell’s upstream International had; exploration, Commercial, new business and LNG, Europe, Sub-Saharan Africa, Middle East and North Africa, Qatar, Russia or Caspian, Asia, Australia, Safety Environment and SD divisions. Using this structure the division heads of Shell’s Upstream International structure had the power of decision making which they quickly relied on to respond to changes in their markets. Shell’s upstream International considered having divisional organizational structure. In divisional organizational structure, divisions are normally arranged geographically or through product line. Every division normally entails individuals from each business area (Magloff 3). It is believed that Shell’s upstream International considered having divisional organizational structure due to the following reasons. First, divisional organization structure allows the members to focus upon a single product or service which supports its major strategic objectives. It also allows the division to focus on how to build a common culture that promotes esprit de corps which contributes to higher morale of the members. This kind of the organization structure allows the performance of each division to be measured directly and there is more efficient and effective ability in coordinating activities among divisions. Considering these advantages, it was advantageous for Shell’s upstream International to have divisional organizational structure. Focusing on the Human Resources and Corporate, HR Strategy and internal Communications department in an organization has the following duties to accomplish. First it has to plan and execute effective internal communication, second it has to protect and champion the desired corporate culture, third it has to enhance internal relationships and lastly it has to develop learning environment in which teamwork and flexibility can grow. Being the head of the HR Strategy and Internal Communications department, the following are the tasks and responsibilities which the department will do. First the department will provide a range of services which encourages the attaining of corporate objectives, second it will help the organization to balance and attain the needs of its stakeholders, third it will help the organization to recruit and maintain the skilled workforce in the organization, fourth it will improve and maintain the physical and mental well being of the employees, fifth it will govern a various workforce, putting into consideration group and individual distinctions in the requirements of employment lastly it will ensure that equal opportunities are available at every time (Sinčić and Vokić 8). Examples of job positions or titles that falls under this department are as follows; Internal communications manager Job description The internal communication manager will help the head of communications in the development, enhancement and application of the internal communication strategy. Second the internal communication manager will work well with the communications team to ensure successful integration with the external communications. Third the internal communication manager will effectively and timely manage of all internal communication issues that arise. Fourth the internal communication manger will advertise and teach more senior managers on the effective means of communication. Importance and function of the job The internal communication manager manages the internal communications. The manager implements communication strategy and coordinates multiple communications initiatives. According to Doukakis and Proctor, internal communication is essential integral part of employee enhancement practice. It is among the essential elements of establishing the development of workers (276). Internal communication specialist Job description The Internal communication specialist contributes to global communications projects as needed. Second, the internal communication specialist will check and gauge internal communications tools to determine effectiveness. Lastly the Internal communication specialist will work with stakeholders to generate successful communications security and align to a suitable communications medium. Importance and function of the job  The Internal communication Specialist assists in providing communications solutions to internal stakeholders for corporation reports. The specialist also helps in providing marketing and sales initiatives and proceedings.  Communications Associate   Job description The communication associate will be expected to develop research, write and edit internal communications. The communication associates will also be expected to oversight the department operations, demonstrate appropriate judgment and participate in decision-making. Importance and function of the job The communication associate recommends constant improvements to current communication medium and suggests the kind of new methods which should be incorporated. The communication associate will also assist in crisis communication and distribution. The clear organizational structure of Asia is shown below Asia EVP India New Zealand East Asia SOH SOH SOH OMS OMMS OMS OML OMS OML 2SS 3MSS 2SS 5LS 2SS 5LS OML OMT OMT OMMS 5LS 3MSS OMT OMMS 4TS 4TS 4TS 3MSS The total number of Managerial positions, Supervisory positions, and Staffs in Asia are as follows; there are 12 managers, 42 supervisors and 1615 staffs. In Asia it is clearly shown that the span of control is extremely large. The organization structure shows a divisional type of structure. This kind of structure is basically good for large organizations and it facilitates decision making and better control of operations in the organization. Works Cited Doukakis Ioanna & Proctor Tony. Change management: The role of internal communication and employee development. Retrieved on October 7, 2013 from < http://postgradicm.wikispaces.com/file/view/Change+management+the+role+of+internal +communiation+-+Proctor+Doukakis.pdf> Michael, Gilbert C .(2013).The role of the Executive Directive in Non profit Technology. Retrieved on 7 October 2013 from < news.gilbert.org/RoleEDNPTech‎ > Magloff, Lisa. (2013). Advantages & Disadvantages of the Structure of an Organization. Retrieved on 6 October 2013 from Sinčić Dubravka, & Vokić Pološki. Integrating internal communications, human resource management and marketing concepts into the new internal marketing philosophy. Retrieved on October 7, 2013 from < http://web.efzg.hr/repec/pdf/Clanak%2007-12.pdf > Read More