HR Strategies and Practices at Royal Dutch Shell

HUMAN RESOURCES
MANAGEMENT

Table of Contents
Introduction......................................................................................................................................1
A: Concepts of HR strategies use by firm...................................................................................1
B impact of regional and national culture on the practises of HRM of Royal Dutch..................2
C: Organisations modal of employment and the organisational levers. .....................................3
D Storey's 27 points of differences between HRM and Personnel Management........................4
E Hiring and firing in local culture and transnational culture ....................................................5
F Differences in terms of employment lows ...............................................................................6
G Corporate example of firms using good HR practises.............................................................7
H:Recommendations or suggestions to employer on HRM practices to ensure organisational
performance.................................................................................................................................7
Conclusion.......................................................................................................................................8
REFERENCES................................................................................................................................9

Introduction
Human resource management refers to the approach and strategy, by which they effectively
manage the people in the company so that the company can earn the competitive edge (Alosani
and et.al, 2020). In short, Human resource management, manages the people who are working in
any organisation. This report speaks about the company called, Royal Dutch shell which is a
British Dutch Multinational oil and gas company, whos headquarters is situated in the Hague ,
Netherlands who deals in providing oil &gases etc. under its own brand. Royal Dutch shell has
strong presence in Asia & Africa as well. This report states about the HR strategies of Royal
Dutch shell which is used in the company for recruiting people and providing them appropriate
training. However, the impact of regional and national culture on HRM of Royal Dutch shell.
Storey's 27 points of difference between HRM and Personnel management is explained in this
report. Except this, organisation's model of employment is being described in this report. The
importance of local culture in hiring and firing has elaborated in this report. Besides this,
employment lows of different countries are also being considered in this report. Various
examples of corporate firms who are using good HR practises has been mentioned in this report.
A: Concepts of HR strategies use by firm.
Strategic HR build connection between company and its goals and objectives. The aim of
strategic HR is to make improvement in performance of business and develop a purpose of
organisation. Following are the strategies of HR that M&S used:
Incentives and Training
Performance management is used in Royal Dutch Shell company to identify high performance
in areas like productivity, growth and satisfaction of customer. In order to maintain high
performance management practices then Royal Dutch Shell make sure that they include precise
recruitment and selection procedures, extensive training and development activities and system
of incentives pays. For example, Royal Dutch Shell provide recognition to employees according
to performance (Saha, Gregar and Sáha, 2017). Additionally, Royal Dutch Shell make and
review plan to measure its productivity.
Recruitment
Hiring process can be hectic or critical for HR, but its essential for them to carefully look into
hiring process before company start implementing anything. HR need to acknowledge types of
employees a company wants in order to achieve its overall objectives. Therefore, its essential for
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Royal Dutch Shell that its recruitment process is effective and HR manager know what to look
out for. For example, Royal Dutch Shell believe that aligning recruitment with values is initial
step towards assuring a workplace of potential candidates with common goals.
Healthy communication
It's important for M&S to engage with its employees regularly that will help them to motivate.
It will create transparency and build a strong forum of discussion. Employees also want to
engage and share their thoughts (Ahammad, Glaister,and Gomes, 2020). Their issues can be
voiced and addressed by leaders. For example, M&S openly share its information with its
employees and try to involve them in their decision making process.
Competitive Salaries
When it comes to hiring desired candidate in company, market is highly competitive. Hence,
an attractive package will do wonders in bringing new talent in M&S. For instance, if employees
are well paid in M&S then they feel more secured and valued. As a result, company increase its
retention rate and growth. On the other hand, salaried employees don't get paid more for their
overtime work in the company and it might decrease their efficiency.
B impact of regional and national culture on the practises of HRM of Royal Dutch shell
The human resources practise is dominated by the regional and national culture. The
norms, rules, values and beliefs of national culture is totally different from the regional culture.
So the differences between the regional and national culture impacts the recruitment process of
Royal Dutch shell.
Recruitment
People living in the same country also follow the different culture(Pääkkö and et.al, 2018).
The impact of culture influence the recruitment process of the company. HR has to provide
different training and eduction on both the levels whether it is on regional and national.
Technology
At regional or local level HR don't use advanced technologies, but when it comes to national
level HR has to use modern technology for educating and providing training to the employees.
They use – video based training which is the buzz in this pandemic.Before providing training at
national level, HR has to gather data from the Managers and employees to find out the gap in the
skills of employees. When the HR provides training at national level they have to spend high
amount but in local level they don't need to spend so much money to educate the employees. In
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