HR Strategies and Training for the Introductory Process of the Company Rio Tinto

HUMAN RESOURCE MANAGEMENT

TABLE OF CONTENT
INTRODUCTION...........................................................................................................................1
Background of the company........................................................................................................1
Company objectives.....................................................................................................................1
Current business performance.....................................................................................................1
BODY OF DISCUSSION...............................................................................................................1
HR Strategies...............................................................................................................................1
Training........................................................................................................................................4
CONCLUSION................................................................................................................................5
Conclusive thoughts on case study’s practice.............................................................................5
Critical analysis in comparison with another case.......................................................................5
Recommendations for future application.....................................................................................6
REFERENCES................................................................................................................................8

INTRODUCTION
Background of the company
Rio Tinto is an Anglo-Australian, metal and mineral producing industry aimed at providing
beneficial elements for human survival. It was established in the year 1873 with it headquarter in
Melbourne, having about 47,000 employees presently.
Company objectives
The objective of company lies into a proper and effective management of workforce at the same
time safeguarding them and other components of environment. It also tends to support and
provide employment to local communities by delivery of effective training and development
options.
Current business performance
Currently, the company has been actively performing to increase its iron ore shipment and
working on Koodaideri Iron ore project to support local aboriginal. The company is currently
developing its portfolio and people management functions by engaging itself into various
community, training and development programs.
BODY OF DISCUSSION
HR Strategies
Human resource strategies of the company have been framed based on four principle Ps-
portfolio, performance, people and partners. The company has specified its human resources as
one of its priorities and is strategically managing all the HR practices effectively.
Recruitment and Selection
The recruitment process of Rio Tinto varies for national and local applicants’ proceeds
with acknowledgement of receipts that are being preselected because of qualifications. The
process of recruitment includes written test which becomes the parameter of accepting the
application. The accepted application then sorted out and candidate would be informed through
calls or emails (Onik, Miraz and Kim, 2018). The applicants are selected through specific
interview sessions that can either be face to face or telephonic. The candidate then needs to go
through a validation process involving the certain pre-employment tests such medical history,
fitness etc.
1

Figure 1: Selection and hiring process
(Source: Mineral, Mining and Metal Company job preparation, 2019)
Performance management
The performance of any organization’s employees can be effectively managed by application of
certain suitable model and steps that should be directly linked with the organization’s values and
objectives. The performance management of Rio Tinto has designed in a way to achieve the most
productive outcomes from its employees (Haas and Yorio, 2016). With the inclusion of direct
focus on performances of employees, the company also pay attention to achieve the least
injuries, illness and all other type of damages to environment as well as property and quality
within the premises. The employees’ performance is managed by in-house HSE management
system of the company (Farrell, J., 2017). With the principle of fair competition, accurate
attention is paid towards employees’ performance. The company also tend to manage the
performances of shareholder, investors by developing transparent communication to gain desired
competitive advantage.
Employee benefits
Reward management within the company is done by proper segmentation to its components like
remuneration, allowances and travelling, medical insurances and other benefits. Rio Tinto
Company has managed the segment of employee benefits through remuneration including a
competitive base salary based on performance of individual and other financial components
(Voordijk, Walker and Lloyd-Walker, 2016). In terms of the allowances, the “Superannuation
funds” provide different investment choices to workforces (Schwartz, 2019). These allowances
also involve housing assistances and different site allowances for the residents of Dampier, Port
Hedland and Carnarvon. The company also provide other benefits to its employees such as
medical assurances, gym memberships, incentive schemes and purchase share programs like Rio
Tinto Share Scheme. Apart from this, there are certain salary sacrifice options and wellness
2