Shell's Upstream International Human Resources Planning and Recruitment - Case Study Example

Student’s Name Instructor/ Professor’s Name Course Date of Submission 1. Organizational Structure of Shell’s Upstream International Upstream International Limited is a global business company that is led by Malcolm Brinded who is the Executive Director. The company has other global affiliate companies that are located in various summarized graphical locations among them: America, Asia, Africa, Europe, Middle East and Australia. The business line focuses mainly in the production of gas, oil, power, exploration and sales. There are eleven divisions each with a head who is subordinate and reports directly to the executive director. The span of control for this specific business line has been greatly considered mainly due to the various departments as well as the vast geographical locations of the affiliate companies that are widespread all over globally. The company employs divisional structure in its organization. This kind of organization gives the company the capability to separate its large departments into semi-independent parallel units each focusing on its specialty, with a leadership structure that helps and supports the units’ goals and objectives. With each department having its Senior Operations Head (SOH), it is more likely that the resources needed from the company’s executive level will be received. SOH’s are most likely to typically manage own hiring, advertising and budgeting. This is detrimental in having dedicated staffs and accounts that emphasis on key customers. Another concrete reason for this kind of organization is that it will allow the growth and upholding of a collective culture as well as esprit de corps, which adds to both greater morale as well as an enhanced understanding of the division's portfolio and protocol. This kind of organization is preferable to having its services or products circulated in several divisions in the organization. This kind of organization has its fair share of problems that might arise from the management level. For example, onshore gas and oil divisions may let office politics as an alternative to comprehensive strategic thinking to have an impact on its view, for instance, distribution of a firm’s resources. Therefore, one segment will at times act to emasculate another. Correspondingly, divisions can lead to compartmentalization, which can lead to inharmoniousness. To avoid this kind of challenges to occur and to be successful as a global company, Upstream International Company has clearly understood that executive leadership is the most imperative cause of achievement for a firm that makes use of a divisional structure. Company’s top management ought to comprehend what all divisions are doing as well as offer leadership to the division chiefs, for instance, on accommodating newfangled strategic directions or effectively partner in divisions. This way, supervision is highly effected and spaces by creating management loopholes in the company are greatly minimized. Additionally, executives ought to be in possession of understanding of resource use. Sharing a pool of resources that are centrally managed, for example, office equipment or administrative support can ease costs as well as organizational complexity. 2. Asia Organizational Representation Structure 3. Asia Organization Structure The total number of managerial positions amounts to twelve whereas the supervisory positions totals to forty-two (Marchington and Wilkinson 103). The total number of staffs that Upstream International Limited has based in Asia is five thousand, three hundred and ninety seven employees. The span of control is set in such a way that the specialty, skills and abilities of each employee is put into consideration. The proximity of the subordinate has much emphasis when this kind of divisional structure was considered. 4. Tasks of HR Strategy & Internal Communications Department According to (Sónia et al. 92) the tasks and responsibilities of strategy and communications department vary depending to the kind of organization the department rise from but not limited to the following tasks. The main task is to implement the communication strategy, including the proposal of adjustments. This will provide components to and support the communication and media work of this international organization. The department is also responsible for conceptualizing and developing creative communication actions and tools for overseeing internal and external communication to reach out more effectively to their target clients and suppliers. Volujevica (16-19) research outlines some of the key success factors that are brought about by having a clear and clean channel, which allows vital communications in any organization. For a person heading this department, hiring three other employees to report directly to him/ her will be detrimental in the channelling of the necessary information. The first person to incorporate into the department would be a Communications and Media Officer (CMO). This person will be responsible for strengthening company’s media relations, engage the affiliates, and promote partnerships across the organization and beyond, representing the company on all relevant communication networks within company. Volujevica extensively explored the role of CMO in any given institution (263).His presence in the department will be of importance because he will represent the company in all internal and external meetings stakeholders as well as at conferences, seminars and other media or policy events. Secondly, the other person to be in the communication department would be an Online Communications Officer (OCO) who will be responsible entirely on the online media platforms. He will developing and managing the company’s’ intranet site, including design, content and technical functions, to ensure that it is useful for staff, and content is up-to-date, accurate and consistent with the style guide . He will be vital to the company for developing and managing production of the company’s monthly staff newsletter, Informer, ensuring it is credible, informative and well received by staff, produced on time and to a high standard (Sónia et al. 92). The third personnel to joint this great team would be a Senior Clerical Officer (SCO). He/she will have a duty of establishing basic facts in situations, which require further investigation and inform others if necessary before submitting to the OCO or the CMO. The SCO will analyses routine data or information using pre-determined procedures and gathering the information from standard sources; work accurately to complete the task precisely as specified (Caruth, Caruth and Pane 54). The SCO will be vital to the department for identifying appropriate existing methods of analysis or investigation according to the data and objectives; recognize and interpret trends or patterns in data; identify or source additional information, which could potentially help the investigation as the analysis progresses for a specific task. In this kind of arrangement the strategy and internal communication department will surely deliver the assigned responsibilities (Volujevica, 16-19). Works Cited Caruth Donald, Caruth Gail, and Pane Stephanie. Staffing the Contemporary Organization: A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals Third Edition: A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals Third Edition, 3rd Ed. London: ABC-CLIO, 2008. Print. Marchington Mick, and Wilkinson Adrian. Human Resource Management at Work: People Management and Development. New York: CIPD Publishing, 2005. Print. Sónia, Pedro Sebastião, et al. Internal Communication: Proceedings of the 18th International Public Relations Research Symposium. Ljubljana, Slovenia: Pristop d.o.o, 2012. Print. Volujevica, Antra. Role of internal and external communication, case of the Citadele Bank. Latvia: Aarhus University: 2012. Print. Read More

 

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