Individual Management Report

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Individual Management Report

Introduction

A company needs the right employees for it to remain at the top. Sometimes getting these employees is not an easy task, especially if the company has not established the right mechanism. The recruitment process is one that can cause a lot of tension and conflict, within and outside the organization. Although many companies experience this problem, companies that employ many employees sometimes face the most problem. Valuable company resources such as time are usually wasted and in some cases, the recruiters are tempted to show favoritism especially in government institutions (Schuler & Jackson, 2007).

This research looks at the individual management report, focusing on ADNOC Company. it examines the main problem faced by the company, which in this case is the long time spent on the recruitment process. The paper is going to look at the problem in detail and propose the solutions that the company can implement so that they can save time in the recruitment process.

Select one problematic or challenging aspect of HRM in your own organization

The Abu Dhabi National Oil Company (ADNOC) is located in the United Arab Emirates. It is one of the world’s leading oil companies and it has over five thousand employees. The employees are mostly from the region, but the company also has different employees from many parts of the world. In addition to operating close to two hundred service stations, the company also manufactures and markets lubricants, and refuels aircrafts in different stations. Part of the main attractions of the company is that it invests highly in training and developing its employees and this makes it a top choice for many graduates (ADNOC, 2011). Because of this, the company receives many applications, looking for positions in administration, technical, engineering and vocational posts. The process becomes tedious, not only because of the many applications, but also because there are many different positions. Because the company takes pride in its employees and regards them as their most important asset, it usually invests its time in selecting the right people.

One of the most important departments in any organization is the human resource department. This department is responsible for the welfare of its employees and for the recruitment of potential employees. The department has to be careful about the people it chooses to recruit, because if it will be in problems with the management if it fails to recruit qualified and highly efficient people. When the company fails to use the right mechanism during the recruitment process, it ends up hiring the wrong employees and this leads to high cases of resignation, poor performance and low motivation (Vareta, n. d.). It also leads to low morale for the employees and increase in tasks and responsibilities for the other employees (Simpson, 2006). The recruitment process wastes a lot of time and other resources and this is the major problem faced by ADNOC.

Describe the problem or challenge clearly, locating it in its organizational and local context

Recruitment is defined as an activity directed at obtaining the appropriate human resources whose qualifications and skills match functions of the relevant posts in the organization (Vareta, n. d.). The recruitment problem is not unique to ADNOC and other organizations suffer the same problem. Some of the main causes of this problem include a lean human resource department. A small HR department usually has many tasks it needs to fulfill and dividing time between the different tasks becomes a massive problem. Domain knowledge issues regarding the business are also another cause of the recruitment process. Companies spend a lot of time determining the right recruitment methods to use when searching for talent and determining the right compensation. Small organizations face the threat of weak employment branding whereby potential talented and skillful employees are not aware of the company and will therefore tend to avoid it. Larger organizations face similar problems especially if the candidates are misinformed about its operations. Industries in the energy sector are faced with a huge problem determining whom to hire for senior positions and other unique roles (Global Energy Talent, 2011).

ADNOC faces the problem of finding applicants with a suitable background to fill their positions. The technical sector is especially difficult since many people do not have the right knowledge or skills needed in the industry. Many people who begin the training and developing program, which is aimed at improving industrial skills, end up dropping out of the company training institution. The program offered by the institution is tough and many candidates find it difficult. Another problem faced by the company is that, there are relatively few women in this industry. This is despite of their knowledge, skills and talents. Women are considered for administrative positions and rarely are they considered for the more technical side. The company usually focuses on candidates who reside in Abu Dhabi, and sometimes neglects other areas. This is a major problem because the company loses potential talented candidates from other regions, who can contribute a lot to the organization.

Critically analyze the root causes of the problem

Problems encountered in the recruitment process can originate from the company’s culture. The company’s way of doing things also determines how it recruits the potential employees. If the company is used to following procedure and staying within the confines of the set procedures, then the process will take a long time before examining all the candidates. The problem can also originate from the industries requirement. The industry might require the candidates to be vetted using many procedures and follow-ups and this might take a long time. The company’s human resource department might not be qualified enough to handle the task and this might delay the process. The HR personnel might also be few in number compared to the number of candidates they have to examine and this will cause delays. It is also possible that the job description in advertisements is not done right and not all requirements are included.

Propose a suitable and realistic solution to the problem

Although the company might have created the policies that would guide the recruitment process, they failed to revise these policies to reflect the changing times. The environment is constantly changing and the company management needs to be aware of these changes. When placing job advertisements it is imperative that all the criteria regarding the job are included so that the right candidate can apply (Berman et al., 2009). The job description should include the qualification requirements, specify the experience needed and indicate the tasks and responsibilities that the person will be expected to undertake. The company should consider employing more women in its technical departments. Women’s role should not just be limited to administrative positions such as secretary. This will enable the management to get the right people on time without worrying about lack of disparity.

When selecting the recruitment and selection method, it is important to consider the nature of the job, the impact the method will have on the candidate and the management, the costs, resources, skills and time required, and the likelihood of achieving the desired results (Dale, 2004). When these factors are considered, the process of selection will then be done with ease. The company should consider using the internet to recruit potential candidates. E-recruitments save on costs and reduce the time taken to recruit the right candidate. The process also attracts many candidates and therefore the employers have a wide range of choices (Wuttke, 2009). Using the internet allows the management to sort through many applications at one time through screening and testing tools. These tools allow the managers to focus on the candidates who are more likely to get the job (Reynolds & Weiner, 2009).

Explain how and when this solution should be implemented

Time is important when introducing any changes in a company (Dervitsiotis, 2010). Some of the solutions proposed will take considerable length of time to implement. For instance, moving to a digital mode of selection will mean that the company has to take some time to develop an effective program and this will take some time. However, some of the solutions can be implemented sooner. For instance, changing the job advert can be done immediately. Doing this will enable the management to gauge the effectiveness of its projects. Some of the people in the human resource team who are charged with the duty o selecting the right candidates might not have the necessary skills needed. This means that the company will have to invest more time and resources.

Assess the likely obstacles to successfully implementing the solution

People are opposed to change especially if they do not know how that change will affect their positions at the company. Some of the people in the human resource department might object to changing the system used for the recruitment process. The management might be reluctant to change the company culture, which is familiar to them. However, this can be corrected by ensuring the employees on how the changes will affect them and asking for their contribution before implementing these changes (Holmes, 2010; Stranks, 2005). Senior people in organizations tend to concentrate more on physical attributes such as gender other than ability (Ballafkih, 2010). They are therefore more likely to oppose the inclusion of women in the technical areas.

 

References:

ADNOC (2011). Careers at ADNOC. Retrieved from http://www.adnoc.ae/content.aspx?mid=156

Ballafkih, H. A. (2010). How to cement a diversity policy. Human Resource Management International Digest, 18 (7), 3

Berman, M. E., Bowman, S. J., West, P. J., & Wart, R. M. (2009). Human resources management in public service: Paradoxes, processes, and problems. Thousand Oaks, CA: SAGE

Dale, M. (2004). Manager’s guide to recruitment and selection. United Kingdom: Kogan Page Publishers

Dervitsiotis, N. K. (2010). A framework for the assessment of an organization’s innovation excellence. Total Quality Management & Business Excellence, 21 (9), 903

Global Energy Talent (2011). Recruitment Challenges. Retrieved from http://www.globalenergytalent.com/recruitment.html

Holmes, E. T. (2010). The outcome of an organization overhaul. Black Enterprise, 41 (5) 40

Ployhart, E. R., Schneider, B., & Schmitt, N. (2006). Staffing organizations: Contemporary practice and theory. New York, NY: Routledge

Reynolds, H. D., & Weiner, A. J. (2009). Online recruiting and selection: Innovations in talent acquisition. Hoboken, NJ: John Wiley and Sons

Schuler, S. R., & Jackson, E. S. (2007). Strategic human resource management. Wiley-Blackwell

Simpson, B. (2006). A hire calling. Intelligencer Journal

Stranks, W. J. (2005). Stress at work: Management and prevention. United Kingdom: Butterworth-Heinemann

Vareta, N. Recruitment process: The ‘heart’ of human resources management. Retrieved from hrera.com/contributions1/recruitment_and_process.doc

Wuttke, F. (2009). E-recruitment Vs. traditional recruitment: A descriptive analysis. Germany: GRIN Verlag

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