Recruitment and Selection Policy at Shell Petroleum

Recruitment and Selection Policy at Shell Petroleum

  1. OVERVIEW

Policies at the workplace are created, developed, and implemented to serve the best interests of all stakeholders involved in an organization. Policies control the operation of an organization and are required to follow both the internal code of conducts and also the national legislation on matters that the policy is designed to address. This assignment entails the overview of the recruitment and selection policy at Shell Petroleum. The area addressed in the paper include its origins, what it is trying to achieve, how helpful it is to the managers, if it serves its purpose for the organization, how it fits the culture of the organization, the current issues around implementing it, the level of commitment and awareness, impacts on business, and its contribution to organizational development.

All policies have their own origins that explain why it exists. The business or legislative origins are the most prominent in policy development. The recruitment and selection policy exists because of the Equality Act 2010 that offers precise guidelines for employers (ACAS. 2014). The employers are requested to follow the guidelines effectively to guide their recruitment and selection processes. The law requires employers to take care of their obligations in ensuring that the workplace is fair for the coexistence of all employees. The Act addresses age, disability, gender, religion, race, sexual orientation, pregnancy, marriage, and belief issues to which all individual subscribe. It is evident that different individuals have different characteristics and opinions toward others, but no one should be subjected to harassment of unfair treatment as a result of their characteristics or opinions. Since organizations desire diversity at the workplace, then the recruitment and selection policy seems to be the best outcome of the Equality Act 2010.

The policy is trying to achieve equality at the workplace by offering all employees equal opportunities irrespective of their race, gender, age, religion, beliefs, sexual orientations, and disability, among others (Dessler & Teicher, Dessler & Teicher, 2004). At Shell Petroleum, the recruitment and selection policy, as provided in the Equality Act 2010, is aimed at ensuring that employees are recruited irrespective of their nature. The policy is aimed at helping Shell Petroleum to recruit and select its employees by giving them equal chances and opportunities. Therefore, the company shall have employees that have equal opportunities to be recruited. The policy will help Shell Petroleum to recruit the qualified applicants irrespective of the physical or social factors named above.

The recruitment and selection policy is helpful to managers because it achieves the organizational goals are regards the promotion of diversity. Managers can easily recruit and select their employees by following the guidelines (Noe 2013). Ultimately, if a manager follows the policy appropriately, then there would be no instances of accusations of facing legal liabilities for contravention of the Equality Act 2010. Additionally, the policy helps managers to develop a group of employees with strong personalities and cohesive in nature. As a result, the management process becomes easier due to the developed organizational culture that strengthens workplace cohesion.

The recruitment and selection policy is aimed at serving its purpose for the organization of ensuring that individuals are employed based only on their qualifications as per the job specifications and expectations. At Shell, the policy serves its purpose for the organization, apart from a few instances of distress that have taken place in the past. However, the organization, with the help of the policy, has enhanced cohesion at the organization.

The recruitment and selection policy should also fit the culture, values, and purposes of BP. Regarding the extent to which it fits the above factors, it can be noted that the policy has really improved the internal human resource operations. Shell is a global company; therefore, its culture is in tandem with the global cultural perspective. To emulate this, the policy ensures that the organizational culture that promotes diversity is readily upheld.

The current issues around implementing the policy entail the conflicts of interests between balancing the qualifications of an individual and the physical, social, or cultural characteristics of that individual. Hence, most of the people who do not qualify for the employment opportunities, due to various genuine reasons, may still think that they have been discriminated. Additionally, as much as the policy requires employers to recruit the disabled, then it poses challenges in task completion as some disabilities genuinely render an individual unfit for a certain position. The other issue identified by Oil & Gas Academy of Scotland (OGAS) is that gender balance is below par in the UK oil and gas industry (Camps 2017). Therefore, it implies that Shell might be employing more male than female applicants.

The awareness of the policy among the stakeholders cannot be termed fruitful as only a few are fully aware of, and can implement it. The policy has also been accepted at BP because it has been proved to build a diverse employee population that is oriented towards the fulfilment of organizational goals. However, the managers are aware of the policy and are hence committed to implement it.

The recruitment and selection policy is relevant to Shell Petroleum organization because it promotes its goals, with the help of the culture of diversity. The company has since enhanced diversity, and through it, different people with different characteristics contribute different skills to an organization. This is why Shell have been able to easily carry out its operations in different parts of the world where oil and gas is being extracted.

The policy directly contributes to the development of Shell as it could further develop the business in the future. The development will be measured by how the policy will make the company more efficient, profitable, and attractive to staff. For instance, the main theme of diversity adds more value to an organization. Similarly, having people from different groups triggers organizational growth. Additionally, by offering adequate workplace conditions and inclusive environment, Shell Petroleum will attract highly skilled labour.

METHODOLOGY

Primary Research

Primary research is the process of collecting data from primary sources. It entails the participation of individuals within the interested area of study (Creswell & Plano-Clark 2011). The individuals then provide data that can be synthesized and analysed by the researcher to arrive at conclusions and inferences. To collect the data, two primary research tools will be applied and they will be the questionnaire approach and the interview technique (Cooper and Schindler, 2014). The choice of the two primary data collection techniques has been influenced by their feasibility, credibility, cost-effectiveness, and the potency to grant the researcher the capability to engage with the participants on a one-on-one basis.

Questionnaire

The participants in this case will be colleagues and managers at Shell Petroleum. They will be 30 in total. To collect data from them regarding their perceptions of the recruitment and selection policy, 50 questions will be designed and presented through the questionnaire. The researcher will then present the questionnaires to the participants to be filled within the allocated time and setting. Most of the sessions will take place within the organizational settings to save time and influence participation in the research process. The data will then be collected and presented for analysis to determine the issues that have been addressed by the research participants.

Interviews

The interview approach will also be used alongside the questionnaire approach. The interview approach is cost effective, fast, cheaper, and capable of collecting additional explanations from the participants (Creswell & Plano-Clark 2011). In this case, only the Shell HR manager will be subjected to the interview to determine his perceptions of about the policy. Additionally, the interview will also try to find and fill the gaps existing and that can be filled by the legislation. The setting of the interview will be in the HR manager’s office. All the issues addressed in the interview will be presented for analysis to determine the extent to which the managers perceive the relevance of the policy to the achievement of the company’s organizational goals.

 

 

 

 

 

 

 

 

 

 

References

ACAS, 2014. The Equality Act 2010 – guidance for employers. Available at http://www.acas.org.uk/media/pdf/8/a/Equality-Act-2010-guide-for-employers.pdf [accessed 20 April, 2017]

Camps, N. 2017. Gender balance as a business issue in the oil and gas industry – why it matters? Available from http://ogas.co.uk/ogas-blog/gender-balance-as-a-business-issue-in-the-oil-and-gas-industry-spe-9th-annual-women-engineer-seminar-2016/ [accessed 20 April 2017]

Cooper, D. and Schindler, P. 2014. Business research methods. 1st ed. SAGE.

Creswell, J. W., and Plano-Clark, V. L. 2011. Designing and conducting mixed methods

Dessler & Teicher., Dessler, G. and Teicher, J. 2004. Recruitment & selection. 1st ed. Frenchs Forest, N.S.W.: Pearson Education Australia.

Noe, R, 2013. Human resource management. 1st ed. New York: McGraw-Hill/Irwin.research. London: SAGE.

 

 

 

 

 

 

 

 

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