BHP People & Culture and Change Management Strategy Implementation Report

This report discusses BHP's strategy implementation on people & culture and change management. It covers their culture of care and trust, extensive training and development, gender equality and LGBT inclusion, and more. The report also provides recommendations for enhancing employee engagement and safety control.

Assessment item 4
Strategy Implementation Group Report
People & culture and change management
Company: BHP
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Implementation
Culture of care and trust
BHP has 62000 employees; company invests intensively on employee growth and culture
development. Key element is trust, freedom to exchange new ideas and creativity. Sustainability
report states, need for enhancing employee engagement. There is lack of smoothness in work
processes (bhp.com, 2018).
Comparatively high compensation
Competitive remuneration strategy is implemented to motivate employees to make more
business. Company aims to develop trustful culture through enhancing leader’s capability and
diverse workforce (bhp.com, 2018).
Extensive training and development
Company invests heavily on developing front line leaders, face to face and digital workshops are
being arranged to improve leadership, process and strategy. Further, in terms of strategic
improvement there is need to improve change management strategies and decision
implementation process by leaders. Company does accept inherent hazards in different business
operations due to its nature, in 2017 two employees died in a tragedy. To overcome such fatal
injuries company formed a team of independent senior leaders to identify different organizational
improvements. Several training programs were held to create awareness; a global risk
improvement plan was also implemented. Further, new strategies are required to reinforce that
safety come before productivity, need to enhance internal investigation process, enhance quality
of safety by removing people from potential danger points. BHP also implemented various field
leadership programs to ensure safe operations; there is a common training and control program to
record field leadership activities (Hubbard, Rice, & Galvin, 2014).
Gender equality and LGBT inclusion
Presently there is 22.4 percent women employee working in BHP (Mackenzie, 2017). Inclusion
and diversity is key cultural factor, it aims to provide safe and supportive environment for all
employee including BHP’s lesbian, gay, bisexual, transgender and others (LGBT+) community
and its allies (bhp.com, 2018). Safety of employees, contractors and communities is another key
element of organization culture. Nature of business in BHP impact employee health adversely,
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there is continuous identification and recording of different diseases, to reduce its impact through
technology. It includes both physical and mental health welfare. To overcome this issue,
resilience program, centralized resource, mental health toolkit and employee assistance program
is being launched to help all employees through Australia and Asia. There is goal to achieve
gender equality in workforce by 2025 (Sanderson, 2018). To improve women participation,
company has included flexible work timings, encourage diversity and inclusion by supply chain
partners. Different awareness campaigns are being organized at different BHP location to
increase awareness and acceptance towards LGBT community.
People
It is crucial to hire right people, company does not focus on hiring best people rather it focus on
the one who fit the culture and organizational needs. It has an in-house recruitment and selection
team.
Recommendation
Enhancing employee engagement
It is advised to provide more face to face workshops, training to global workforce and general
managers. Focus on developing employee capabilities, understanding role and work process to
enhance employee engagement.
Enhancing employee safety control
Company must acknowledge its productivity challenges and implement workplace relation
framework. It aims to optimize without focusing on volume or cost. Need for giving a broader
focus on capital projects and skills (Stevens, 2018).
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Bibliography
bhp.com. (2018). BHP annual report. Retrieved Feb 3, 2019, from www.bhp.com:
https://www.bhp.com/-/media/documents/investors/annual-reports/2018/
bhpannualreport2018.pdf
bhp.com. (2018). BHP sustainability report 2018. Retrieved Feb 3, 2019, from bhp.com:
https://www.bhp.com/-/media/documents/investors/annual-reports/2018/
bhpsustainabilityreport2018.pdf
bhp.com. (2018). Inclusion and diversity. Retrieved Feb 3, 2019, from bhp.com:
https://www.bhp.com/our-approach/work-with-us/inclusion-and-diversity
Hubbard, G., Rice, J., & Galvin, P. (2014). Strategic Managemen. London: Pearson Australia,.
Mackenzie, A. (2017, September 18). No silver bullet but great progress on gender balance.
Retrieved Feb 3, 2019, from www.bhp.com:
https://www.bhp.com/media-and-insights/prospects/2017/09/no-silver-bullet-but-great-
progress-on-gender-balance
Sanderson, H. (2018, October 16). BHP on track to achieve 50% female workforce by 2025.
Retrieved Feb 3, 2019, from www.ft.com: https://www.ft.com/content/063eb6bc-d10f-
11e8-a9f2-7574db66bcd5
Stevens, M. (2018, September 18). How Chairman MacKenzie is changing BHP. Retrieved Feb
3, 2019, from www.afr.com: https://www.afr.com/business/how-chairman-mackenzie-is-
changing-bhp-20180918-h15jur
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