Retention of Competent Human Resources - Research Proposal Example

1 Employee Recruitment and Retention in Khafji Joint Operations (KJO) and Interventions to Improve Hiring and Retention of Competent Human Resources Introduction With today's extreme dynamic job market, industries continue to review and amend policies to ensure competitiveness and equity of resources, although there may be diverse issues and concerns expressed by the stakeholders such as inflexibilities of their current compensation. This scenario is also evident in petrochemical industries where International firms manufacture and trade several feedstock, intermediates, and other product chemicals which are derived from petrochemicals. Oil and gas are still considered as one of the most important primary sources of energy all throughout 2020. Considering this worldwide demands, labor force also needs to acquire more broad skills as well as continuous learning in order to utilize technology efficiently. Understandably, building, operating, and maintaining the petrochemical plants, marketing and distributing of different products, require technical expertise (Dolan, 2004; p 117) critical in the recruitment and retention procedures in a company. As oil and gas companies continuously expand, they are also confronted with labor crisis which brought about by the layoffs made previous years ago and the labor force has continued to shrink according to various petrochemical companies (Parry, Davidson & Clark, 2006; p 2, par 1). The Human Resource Departments of different Oil & Gas Producers added (2005; par 1-2 ) that they are facing one of the greatest challenges companies have encountered in the recent years. Undeniably, pool of engineers in the industry is aging. In United Arab Emirates for example, the mean age of production engineers is around 48. Therefore, HR departments are 2 quite pressured to prepare for the replacement of their aging workforce by the young professionals within the coming years (AME Info, 2005; par 1-2). Besides, competition in the labor market these days is very tight. Khafji Joint Operations (KJO), an oil and gas company of the jointed Saudi Government and Arabian Oil Company (AOC) in accordance with JPPOA or Joint Petroleum Production Operations Agreement operates consistently. The company prioritizes Saudi & Kuwaiti nationals to fill in vacant positions either through worker internal transfer within KJO, or via the Internal Training Program such as KJO training center. In the event that vacant posts are not filled in, Executive Management may announce and seek the assistance of accredited employment agencies to invite applicants outside Saudi Arabia; accommodate them schedule them for panel interviews, oral and written examinations and if they qualify, may undergo a comprehensive medical examination prior to employment. The above stated scenarios suggest for a review of current practices in Human Resources management; thereby challenging HR managers to formulate better agenda. This study will be an offshoot to the future human resource issues that have been forecast in most researches; and may be confronted within KJO on skilled labor shortages and dissatisfaction of their employees. Objectives This study primarily aims to assess the employee recruitment and retention process of Khafji Joint Operations (KJO) and shall achieve these objectives below: 1. Determine the recruitment and retention models adapted by Khafji Joint Operations (KJO). 3 2. Review the evidences on effectiveness of recruitment and retention policies in Khafji Joint Operations (KJO). 3. Describe the characteristics of individuals who enter in in Khafji Joint Operations (KJO) in terms of: a. Age g. Career Philosophy b. Gender h. Educational & Professional Achievements c. Citizenship i. Highest Position Desired d. Educational Background j. Skills e. Family Income k. Specific Seminars/Trainings attended f. Marital Status l. Other Interests 4. What are the motivational factors of individuals who enter in Khafji Joint Operations (KJO). 5. Find out if there available programs or interventions formulated by the HR Management in Khafji Joint Operations (KJO) to improve recruitment and retention of qualified workers 6. Measure the recruitment and retention rates in in Khafji Joint Operations (KJO) during the year 2000 until present. 7. Design an intervention programs can be designed to improve recruitment and retention of qualified workers in Khafji Joint Operations (KJO). Research Questions 1. What recruitment and retention models are being adapted by Khafji Joint Operations (KJO) 4 2. Are there available evidences on the effectiveness of the different recruitment and retention policies in Khafji Joint Operations (KJO) 3. Describe the characteristics of individuals who enter in in Khafji Joint Operations (KJO) in terms of: a. Age g. Career Philosophy b. Gender h. Educational & Professional Achievements c. Citizenship i. Highest Position Desired d. Educational Background j. Skills e. Family Income k. Specific Seminars/Trainings attended f. Marital Status l. Other Interests 4. What are the motivational factors of individuals who enter in Khafji Joint Operations (KJO). 5. Is there available intervention programs formulated by the HR Management in Khafji Joint Operations (KJO) to improve recruitment and retention of qualified workers 6. How is the recruitment and retention rates in in Khafji Joint Operations (KJO) during the year 2000 until present 7. What intervention programs can be designed to improve recruitment and retention of qualified workers in Khafji Joint Operations (KJO) Review of Related Literature The identification of suitable numbers of adequate skilled as well as competent workers to apply for a certain position which is made available within the organization is involve in the 5 process of recruitment (Cook 1998). The absence of reliable data on hiring may result to the perception of unnecessary need to diversify pool of applicants. Search committees may be needed to aggressively quest for applicants, instead of passively hoping to reach an excellent at the same time diverse applicant pool. Diverse hiring is one effective model (University of Michigan, 2005). The National Oil Companies (Marsh Inc., 2007) have identified specific risks in enterprise management and recruitment and retention of qualified workers: specifically the inability to recruit, develop, and retain them was identified as the second major risk. Some small business, have insufficient system of recruitment as compared to big business (Carroll, Marchington, Earnshaw and Taylor 1999), may be because larger organizations have structured Human Resource departments, responsible for dealing with the concerns and maintain control over issues of the personnel. On the opposite side, self-managed or family owned small business, limited funds and time may result to the lack of formal processes in recruitment. Note that attracting the precise employee is the first stage in establishing the employer and employee relationship. From this point, is it most possible to determine the characteristics of the existing business recruitment processes which contribute to the effective attraction outcomes. Other than recruitment process, retention is very essential factor in any business. The overall aim of a retention program is to make sure that a company is able to hold the most qualified personnel or staff (University of Michigan, 2005). The Task Force Federation of Public Employees (2002) suggested some very essential model in recruitment and retention. First is the Monetary Scheme like the following categories: 6 Regional Differential of Salary that can be used in locations which are perceived to be "hard-to-recruit". This criteria should not be seen as the final solution and should also be solidified by statute. Next is the Referral Bonus, which is given to an incumbent employee as he or she recommends an applicant and was hired. Another is through Internships, whereby college students are being introduced to the public sector mission; then provides them ideas related to the job. Other strategies which are also applicable include: Loan Forgiveness, Home Loans , Traineeships, Training existing employees, Moving expenses, Parking expenses, Easing the application/hiring process, Mentoring, Flextime and nonstandard work weeks, College recruitment, Business Casual Workday, Telecommuting, Spot Bonuses, Cafeteria Benefit Plans, Job Rotation, Professional Development/Continuous Training, Leave for School Conferences, Recognition/Awards, Educational Leave and many others. Retention can be enhanced by implementing development programs by matching of employee, the employer as well as organizational needs and expectations established by the the employer and employees (Kram 1985). Methodology This research will employ the descriptive research design and will gather data using validated survey questionnaire as the main research instrument. The said tool needs to be answered by all all employees of KJO in their area of work assignments Both primary and secondary data will be utilized in the study, whereby respondents (employees and employers) will have to respond to questions which will be addressed to them. The sampling procedures as well as the characteristics of the research participants are both significant to the interpretation of 7 the results and needed to be described. Secondary data which will be shared by the employers will also be useful, particularly in the computation of recruitment and retention rates. Important statistical analysis include weighted mean and percentage. Works Cited AFT.Sekaran, U. (1992). Research methods for business: A skill building approach. Brisbane, John Wiley & Sons Inc. AME Info. (2005). "Getting the right human resources for middle east's oil & gas industry: The next decade's challenge" Accessed July 23, 2008 Carroll, M., Marchington, M., Earnshaw, J. and Taylor, S. (1999). "Recruitment in small firms: Processes, methods and problems." Employer Relations 21(3): 236-250. Cook, R. (1998). Recruitment, selection & induction in australia & new zealand: A work and case-based learning guide. sydney, prentice hall. Dolan, M. J. (2004) The Chemical Engineer of the Future in the Oil and Petrochemical Industry Exxon Mobile Corporation, USA. Ehrenhalt, S. M. (2002) "The quiet crisis recruitment and retention in the public sector". Report of the Recruitment and Retention Task Force Federation of Public Employees/. 8 Kram, K. E. (1985). Mentoring at work: Developmental relationships in organisational life. Glenview Ill, Scott, Foresman. Marsh Inc. (2007) "The impact of risk on national oil companies national oil companies". A Report on Marsh's Conference in Dubai. Pavelchek, D. and Mann, C. (2007) Interventions to improve recruitment and retention: Summary of results for the washington state home care quality authority. Social & Economic Sciences Research Center-Puget Sound Division 203 E. 4th Avenue, Suite 521 P.O. Box 43170 Olympia, WA . Society for Industrial and Organizational Psychology, Inc. (2003) Principles for the Validation and Use of Personnel Selection Procedures. 520 Ordway Avenue Bowling Green OH Southern Cross University (2000) Enhancing HRM practice in SMEs using the concept of relationship marketing. Graduate College of Management, Melbourne, Australia. .U.S. Office of Personnel Management (1999) The 3Rs: Lessons Learned from Recruitment, Relocation, and Retention IncentivesOffice of Merit Systems Oversight and Effectiveness. Report of a Special Study, USA. University of Michigan (2007) Report of the subcommittee on faculty recruitment, retention and leadership, faculty recruitment handbook, Retrieved from http://www.umich.edu/advproj/handbook.pdf Read More