Sinopec Human Resource Plan Analysis - Essay Example

SINOPEC HR Plan Company Background Sinopec Group is a very large petrochemical and petroleum enterprises that was formed in the year 1998, July. This is after the dissolution of Chinese Petrochemical Corporation. Sinopec Group is a company whose major shares are owned by the government. On this basis, Sinopec Group functions as an investment organization that is managed and controlled by the state. Sinopec group has a working capital of 182 billion RMB, and the headquarters of company is found in Beijing (Wu, 23). Sinopec Group has a variety of trade interests all over the world. It has investments in Africa, Asia, America and Europe. The shares of the company are traded in the New York stock exchange, and that of Hong Kong. These shares are also traded in London, and Shanghai. Sinopec Group is believed to be the fifth largest company in the world, and this is in relation to the revenues the company manages to get (Wu, 26). In a survey conducted in 2007 by Forbes magazine, Sinopec Group was ranked as the best company in China. This is when the company was compared with some 500 companies operating in China. This company is also the largest oil refiner in the continent of Asia, and for purposes of improving its refinery capabilities; Sinopec acquired Shengli Petroleum in 2006 (Wu, 27). This company had oil filed as its main asset. This was beneficial to Sinopec because it could get some sources of crude oil for refinery purposes. Products/Services: The products and services of Sinopec includes gas and oil exploration, marketing, refinery, sales and production of petrochemical products, chemical fertilizers and fibers. Other services include transportation and storage of crude oil, petrochemicals, refined oil products, and other petro-related chemical products (Wu, 29). Objectives: Sinopec Company is a very large organization, and on this basis, it needs an elaborate human resource plan. This human resource plan can guide the company into recruiting the best human resource personnel for the various positions it has to offer (Herholdt, 19). It is important to denote that without a human resource plan, chances are high that the organization will not be able to meet its objectives and mission. This is because chances are high that the organization may recruit human resource personnel who are not skillful enough for the various positions that are offered by the organization (Kanbur, 27). On this note, the objective of the human resource plan is to guide the management on how to recruit talented and highly qualified personnel for the various positions it has. Goals: The goals of this plan are the following; To develop an elaborate human resource strategy that will help the organization to employ highly skilled and talented employees. To help the organization identify the various gaps and weaknesses of its human resource strategy. To help in providing a solution to the various weaknesses of the organizations human resource strategy. To provide a framework in which the organization will create an appraisal system for purposes of identifying the various skills that its employees have. This will help the organization to develop suitable policies aimed at improving the skills under consideration. Strategies Strategies will aid the company in attraction, training, assessment, rewarding and selection of employees through checking on the organizational culture and leadership methodology. They will focus mainly in creation of the organization’s business values through very well defined strategic management of its workforce. They will be strategically initiated to include factors such as; talent management, succession planning, labor relations, diversity, inclusion, mergers and acquisitions and also industrial relations. The human resource management duties are usually performed by competence and very well trained human resource personnel. In colossal companies and organizations, there exists an entirely functional group that is dedicated to the discipline and specialization of various human resource tasks within the company or organization. The human resource management practitioners are usually trained for the profession by higher education institutions, the companies themselves and the various professional associations. These strategies are as follows: The human resource management practices have to be altered so as to suit the social stratification requirements of a given locality or country. The location of the company has to be considered in employment of staff. The HR practitioner should ensure that the services that they provide are effective and timely by starting with the most basic of all things-understanding the customers culture and clientele social norms that seek the services. This will increase the scope of their understanding and result in the majorly using the behaviors nurtured in the HR professionalism program so as to become better and more effective practitioners in any given society. This will allow them to be keener to the requirement of their clientele since some cultures deem slow service as an act of poor human resource management practice. This is taught will make the practitioners more driven to deliver impeccable services and more courageous to take challenges as they are skilled influencers to be good role models. The HR department should ensure that the company’s services are effective and timely by first maintaining HR record systems which are strictly in line with the data protection laws and regulations so as to avoid any other irregularity which could impede provision of the service when the customer actually requires it. Employment of different individuals for various company departments will make the practitioner have to master other basic forms of skills in his practices. In the case of Asia, where the company is based, practitioner should support initiatives that bring about change and also program implementations as it will assist him/her in the easing of the sophistication and high caliber needed to provide services to customers who have a high rate of service performance. This part of the strategy will have to ensure that services are timely and effective by the identification of key skills, knowledge and the behaviors that will make the working environment a little bit easier for instance keeping proper customer records in a systematic filing way so as to save on time when it comes to servicing customers and checking on information. The human resource department will also have to take into consideration religious factors when it comes to staff employment. Religious differences are one of the major differences that divide the entire world apart from the political boundaries that exist between countries. Religion usually has a strong influencing power on the culture of people. This means that if certain people observe a different religious cult from others, their culture will be very different from that of the other denomination and the human resource management cannot incorporate the use of the same practices in both cases. Globalization is the new norm and it has taken on the world at a great scale. Since the company is international it will be taking it businesses into foreign land as investments and there is need for newly strategized human resource managements. This is because the culture for example in the Middle East is very different as that in America or the Latin world. This is because people in the Middle East are hugely Muslims and they observe a different religion from the Christians in for example the US. The cultures of these two different people are differentiated in religious lines and this influences the human resource management practices on a great scale. The Muslims will require women for example to cover their heads while in the Latin world or the US and European countries that are non-Muslims; women can work without covering their heads. The company will also focus its practices depending on the developed level of some given societies when setting up branches in different locations (Bohlander, 2009). This basically means that some cultures are retrogressive when it comes to the human resource criteria as they would still allow mattes of job levels to affect the prioritizing aspects of working or the normal protocol to be followed for instance when a human resource practitioner is faced with three services that are urgent and he/she needs to attend to all of them. For instance, the cultural difference can be seen if three different customers (senior manager, line manager and a general employee) within a given globally established organization approached the human resource practitioner in the company. As a HR practitioner; the senior manager’s requests that he/she wishes to speak to the specific line manager alone while the line manager wants to view his phone bill records as he/she believes there is an overcharge in one of the bills from the telephone company while the general employee wants to connect and subscribe to the telephone company’s services, it would require effective consideration and prioritizing in the part of the HR practitioner. These human resource management aspects will be handled very different in different places and the reason behind it is the cultural differences that exist among people. The HR practitioner would be forced to start by first taking the order that is of most importance and will be required to delegate any of the work if deemed necessary to do so. That is if there existed no cultural differences. The next part of the strategy should perform by redefining the purposes of the conventional human resource professional map. The human resource professional map should be developed using a clearly laid down design principles that were as a result of extensive research that outlined the results in distinct formal presentations. It basically covers behaviors with also additional technical elements associated with professional competence. The company will have a detailed description of what needs to be done, what knowledge one must acquire in order to do it and how it needs to be done. It encompasses on the domain that revolves around areas that are associated with professional competence and not the organizational structures, business domain or any other element associated with job levels or roles that come about with job occupations. The diversity seen in the cultural differences have a way of influencing the way this human resource professional map dictates that human resource personnel should function. This goes a long way in changing the way they carry out their respective departmental practices. In the employment process the company covers the depth and breadth of professional competence from large multibillion dollar worth organizations to small sole proprietorship entities, basic to more complex and sophisticated practices, consulting to corporate, traditional to progressive and also charity to the public sector that is well known to all and sundry. Cultural differences in the societal levels have the most influence in changing the elements of this human resource professional map and this has a way of changing the way the practices of the employed personnel function. This is because company’s branches from example the Middle East will not be willing to use the human resource professional map since it was hugely developed by westerners and even though it is the universal acceptable standard, the Middle East branch will change some aspects of the human resource professional map in order to relate to their respective cultures that are very different from those of westerners. Implementation Schedule The implementation schedule for the strategies will enable the company to take into effect and use the strategies in employment of staff. Under the human resource professional map, there are four bands that clearly outline the professionalism level of competence that is required to achieve maximum output in the HR criteria. It helps in the data and information management and ensures that it is customer focused. It assists in the management of HR related issues and ensures that the evolution process helps in the provision of solutions to a given HR team or towards a specific individual. The behaviors are the attributes that are required to be possessed by a given HR practitioner. They include curiosity, role model, decisive thinker, skilled influencer, personality credibility, courage to challenge, driven to deliver and collaborative. Also, the role of the HR professionalism is the management and the giving of basic advice to the HR related problems and issues so as to produce solutions that are more viable and result oriented. This is through proper evaluation process that is accompanied but thorough thinking so as to build the HR personnel and make the work together towards a proper goal of provision of professional competent services. This is the most important band as it works within the ensuring of the HR efficiency in whatever the process is so as to be carried out since if there are problems within the structures of the HR management, then the whole point of human resource would be futile. It can be seen that the cultural differences alter the way the established human resource practices are applied since the behaviors needed for a given HR practitioner can be influenced by the culture of a given people. The decisive thinker, skilled influencer, personality credibility, courage to challenge, driven to deliver and collaborative attributes may not be the type of human resource practice attributes needed in areas where the people have the culture of not noticing such exemplary attributes of human resource personnel. This makes the cultural differences that exist between people to be very different and this makes it very difficult to employ the same human resource practices as the culture between these two societies is very different. The human resource professional map requirements will require the services and not care about the mode of delivery or the recommended attributes for the human resource personnel and the channel of practice choice. The procedures and human resource practices can be influenced by the cultural differences that occur in different parts of the world due to distance, technology or the difference in the communication views of people (Proctor, 2011). This all depends on a given human resource personnel individual. He/she could use three different levels of communication depending on the company or organization and this usually has a huge connection to the societal enlightenment on the human resource professionalism in management and its practices. The forms which are horizontal, vertical and diagonal levels are vital in human resource communication. Horizontal is the type of communication between the same levels of the HR practitioner. Its advantages are that it is better placed in bringing unity among the HR team and ensuring working together effectively and it also fosters unity and respect among the colleagues. Its disadvantages are for example it is prone to cause arguments within the different levels of the HR team since it involves them and it is not easy to control as it is between practitioners of the same level. This form of communication is unnecessary when it comes to some cultures that do not have a strong sense of human resource value. This means that horizontal communication cannot apply is such cultural backgrounds and this makes it hard to use this form of communication since it not appreciated or deemed necessary. Conclusion The SINOPEC Company, through this plan, is able to influence the normal and conventional human resource practices since there are aspects of culture that between from individuals. Some are due to the advancement in technology that has led to some people changing to newly adapted cultures such as the internet age while others are still retrogressive and cannot be using the human resource management professionalism map since they have not come to appreciate its usefulness. Culture can also be due to the stability of certain countries that end up influencing the way people view human resource managements and this will end up to change the practices of human resource managements as this influence the way the human resource personnel function. This basically means that culture as a single element has a way of dictating the way the human resource management resource functions since it the world followed same form of culture, there would be no need to change the human resource management practices. This has led to the universal standards of human resource management to be altered entirely or partially so as to meet the requirements of different cultures. This is in the hope of retaining and acquiring more customers or sales for companies and organizations or reaching more people and this can be done by respecting the cultural disparities that are there among the different people of the world. Daily customer turnout usually depends on the level of relation with human resource personnel of an organization or company. Human resource management does not have to follow the norms and regulations of a given culture but has to respect its existence. This means that the cultural differences have a way of influencing the way human resource management defines its goal and plans and this eventually has a way of influencing the practices of the HRM. It is true that cultural differences however minimal will influence the way human resource personnel functions and this is the truth of the matter. The world is filled with differentiated cultures and it’s ethical for the all human resource managements to change its practices once in a while to form a respectable connection with its customers and people it related to on a daily basis. This will make it easy and workable. Works Cited Herholdt, Johan. Managing performance in organisations: articles from Human capital review. Randburg, South Africa: Knowres Pub., 2012. Print. Kanbur, S. M. Ravi. Spatial disparities in human development perspectives from Asia. Tokyo: United Nations University Press, 2006. Print. Bohlander, Gordon. Managing Human Resources with Infotrac Available Titles Aplia Series. Boston: Cengage Learning publisher. 2009. Print. Wu, Kang. Energy Economy in China Policy Imperatives, Market Dynamics, and Regional Developments.. Singapore: World Scientific Publishing Company, 2012. Print. Read More