Upstream International - Reducing Losses Arising from the Poor Employee Turnover - Case Study Example

HR Planning & Recruitment Name Institution HR Planning & Recruitment Upstream International presents an overview of a modern multinational organization. The company is headed by an Executive Director. The name of the Director is Brinded Malcolm. The company has very many outlets specializing in different product lines. The various functional units are headed by individuals who report to the Executive Director. These functional units constitute the span of control of the Director of the organization. In every functional unit, there are many employees in different positions reporting to various managers. In relation to the same, these managers report to the Executive Director of the company. Shell organizational plan can be classified on the grounds of function or geographical basis. It is functional because most of the units have been classified on the basis of the work they discharge. At the same time, the classification can be done on the basis of geographical distribution. The operation of the organization is divided into three countries. The three countries include New Zealand, India and East Asia. There is every Senior Operations Head leading the operations of every country. The company has different products that are marketed in the various market outlets. Such market outlets are represented by three main operations in the three countries. The organizational chart below is a representation of the chain of command in the three main outlets of the organization. It highlights the flow of power and authority throughout the organization. The number of staff or the subordinate is directly determined by the nature the tasks involved. This is basically in terms of complexity and quantity. Managers, Supervisors and Staff in Asia The chain of command that has been designed in this company makes it possible to understand the flow of authority in this company. From the management to the ordinary employees, each has their responsibilities at specific centers. Such centers have been allocated to various regions around the world. In this case, the centers are in three major countries: New Zealand, East Asia and India. Each country has 4 Operational Managers. This implies that the total number of Operational Managers in all the countries is 12. Therefore, the total number of managerial positions in this organization is 12. On the other hand, the number of supervisors in this organization is 4 for Technical Supervisors, 2 for Supplies Supervisors, 5 for Logistics Supervisors and 3 for Maintenance and Safety Supervisors. From the above information, the total number of supervisors in a country is 14. Considering that there are 3 countries represented in this organization, the total number of supervisors is 42. In essence, the total number of supervisory positions is 42. In relation to the staff, every country has been staffed according to its staffing needs. From the information that has been provided, the number of staff in India is 525. This is equivalent to the number of staff in South Asia which is also 525. On the other hand, the number of staff in New Zealand is 365. In essence, New Zealand has the lowest number of staff in comparison with other branches that have been evaluated. In relation to the span of control, it can be seen that different number of staff has been assigned to various supervisors. At the same time, supervisors are answerable to the managers. From each country, the business is led by one Senior Operations Head. After the SOH, there are 4 Operations Managers. These are answerable directly to the Senior Operations Head. Up to this point, the management structure is uniform across the various outlets. Below the Operations Managers, there are Supervisors. Then the Supervisors are in charge of different numbers of staff depending on the nature of responsibilities. From the information provided, this can be assessed as wide span of control. This is because a manager seems to oversee a large number of subordinate staff. This highlights the complexity of the assignment in the various dockets that have been represented in this organizational chart. In this organizational structure, there are 4 levels of superiority. The 4 levels point to the chain of command from the top to the bottom that has been seen in this organizational structure. One of the factors that contribute to a wide organizational structure is the nature. For instance, when the nature of work being undertaken is similar across the entire level of command, then the organization will have a wide span of control. HR Strategy and Internal Communications HR strategies explain where the organization is headed in relation to the human resources within. Communication aspect of it enables the mission of the HR department to be made known to the stakeholders in the organization. The holder of this position will be entitled a number of tasks to execute. One of them is to ensure that the HR goals are in alignment with the business goals (Boxall & Purcell, 2001). This is to ensure that they work together for the success of the organization. Having understood the alignment between the business goals and the HR goals, this unit will seek to establish the kind of behaviors that support the said objectives. Therefore, this unit of the organization will work to ensure that the required behaviors are cultivated so as to stimulate the business to the required level. The reason a lot of emphasis is laid on the behaviors is because behaviors determine long term success (Bratton & Gold, 2001). The internal communications will ensure that every member of the organization understands where the organization is headed and makes the required contribution to facilitate the achievement of the set goals. Job Positions One of the positions in this department is the Strategic Planning Manager. This manager will spearhead the organization in designing the human resource strategic plan that is responsible for driving the organization. Through this position, the organization is meant to operate in line with the plan that is laid upon. Since this role affects the entire organization, the manager will be expected to communicate the desired strategy to the other managers in order to fully understand how different functional units will work together to achieve this mission ((Bratton & Gold, 2001)). Another possible position is the Internal Communications Director. While the Strategic Planning Manager is aiming at designing strategic plans, Communications Director will be directly involved in ensuring that the entire organization fully understands these plans. This may be through organization of forum where members can be enlightened on key aspects that the organization is focusing on. Lastly, this department can also have the Progress Evaluation Officer. This is responsible for assessing the progress of the department in line with achievement of the goals that have been set. It is very important for the organization to understand its progress over time. Where the organization has not achieved as set, the variance will be assessed in order to make the required adjustments. Conclusion Human resource planning is a very important function unit in any organization. The Upstream Company is indeed a very large Multinational Corporation. It has very many outlets all over the country. It is clear that in every section of this company have huge responsibilities. In this regard, the organization needs a very strong HR planning function to ensure that indeed it is successful in its operations. Planning will ensure that the human resource demand and supply is appropriately satisfied in the organization. This will ensure that the various branches are operating effectively. HR planning will not only ensure that labor supply is consistent, but also reduce the losses that are likely to arise from the poor employee turnover. All these functions are embedded in human resource management role of the organization. References Belcourt, M. & McBey, K. (2009).Strategic Human Resource Planning. New York: Nelson College Indigenous. Boxall, P. & Purcell, J.(2001).Strategy and Human Resource Management, 3rd Ed. Hampshire: Palgrave Macmillan. Bratton, J. & Gold, J.(2001).Human Resource Management: Theory and Practice. Hampshire: Psychology Press. Read More