Greenergy Ltd: HR Strategies for Employee Development and Retention

This report provides an overview of Greenergy Ltd's human resource strategies, focusing on employee retention and development through various training models. It highlights how HR initiatives support the company's goals, including expanding its global business operations and increasing profitability. The report assesses the effectiveness of different learning initiatives and training programs, emphasizing the importance of aligning employee skills with organizational objectives. It also addresses the gap between current and potential performance, suggesting ways to improve employee capabilities and overall business outcomes through strategic HR practices and continuous development programs. The conclusion emphasizes the importance of investing in employees to realize new opportunities and improve marginal profit in a financial year.

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GREENERGY INTERNATIONAL LTD
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Introduction
Human resource organization provides the wide range of promotion services to support
the potential growth of a firm. Operations of human resources cover the global business to
enhance common measures of providing jobs. HR supports many UK businesses by promoting
employees programs in overseas blocs and domestic system (Bratton and Gold, 2017). Many
business fields are supported with necessary skills that help the individual to play the vital role in
the organization. Human resource organization provides promotional programs that aim at
developing employee's abilities and experiences. As such, the organization will achieve
organizational goals based on self-development and employee's supports.
Greenergy Company is among the best performing industries in the UK. It is well known
for distribution of diesel and petrol to more than quarter of UK market system. Human resources
organization provides some promotional programs that help the organization structure of the
Greenergy International Ltd to be successful (Brewster, Chung, & Sparrow, 2016). The human
resource provides development programs in the establishment of petrol stations, transport
companies, and supermarkets to increase operations of Greenergy in global business. The
industry aims at bringing together all the global market to provide better operations grounds to
increase marginal profit. Human resource organization offers better resolutions for the training
on employees by increasing profession skills and knowledge. Training models are increased in
the Greenergy organization to ensure adequate services of distributing fuel diesel and petrol
across the world (Bratton and Gold, 2017). Organizational goals of Greenegy Ltd are initiated by
human resource programs in UK business system. With different training models, there is
effective delivering of services, therefore, increasing marginal profits in the industry.

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Employee Retention and Development on Training
The Greenergy industry is focused on involving committed, productive and effective
employees in the workforce system. Human resource operations are initiating better planning in
the workforce system to help employees' commitments go along with strategies and policies of
the Greenergy Ltd. The development programs are involving different tools of empowering
employees to increase the productivity of the firm (Guest 2011). Different training models help
in building workforce system by clearly defining competencies. The aim of providing
development paths is initiated through challenging potential opportunities with employees and
building their potential capabilities and confidence in the work. Additionally, training models
help different managers to realise their interpersonal skills in the organisation. Human resource
helps in increasing different channel of distributing petroleum products to help improve gross
profit in a financial year. This goal is initiated by enhancing continuous career growth to all
employees and stimulating skill development programs.
Human resource organisation is encouraging various training programs by unleashing
team to have a collaborative effort in different operations (Brewster, Chung, & Sparrow, 2016).
Employees in the Greenery Company are encouraged to have the continuous development of
personal opportunities to improve their career and skills. Human resource organisation is
encouraging strategies for investing with employees to help achieve great retention in the
corporation. It is continuous development of the employee that increases productivity if the fuel
facility and enables employees to earn loyalty at long last. Human resource helps in maintaining
a competent team in both difficult times and good times of Greenergy Ltd. A significant return in
the investment plan of Greenergy Company is achieved when employees create effective
development plan of their role. Importantly development of training models in the Greenergy Ltd

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is done through workshops; seminars and classes help realize opportunities. Greenergy has a
good plan of training new distribution channel to enhance effective delivery of petroleum
products (Guest 2011). Equally, the corporation has different tools for training new technology
to bits of help achieve organizations goals. The Greenergy management system requires some
compliances programs and legal practices in the corporation.
Organizations goals of Greenergy Ltd
The industry is developing the different strategic plan that involves Information
Technology to help allocates resources and capabilities accordingly (Grant 2016). The primary
objectives are to realise common risk and gaps of realising new channel of distributing petroleum
products. The services delivery projects are supported by IT skills to enable fast methods of
initiating communications channel by allowing professional interests. Goals and objectives are
formed to help the organisation justifies its activities in the international platforms. The
Greenergy Ltd is initiating different goals and objectives based on human resources provisions in
the UK business. Firstly, there is operative and official goals that aim at developing public
statements to review their performances (Huang, Kuo and Huang, 2016). The firm seeks to
generate better reports of petroleum product and successful ways of establishing the new channel
of distribution. This objective is developed by different officials that generate public statements
on various operations of the industry.
Secondly, the organisation aims at designing nonprofit volunteer corporations to focus on
the main activities of distributing petroleum products. The operative goals are encouraged since
they create a better system of engaging employees in the decisions making (Marchington et al.,
2016). The corporation aims at developing social responsibility goals, market share goals,
innovation goals, profitability goals, productivity goals, and management and performance goals.

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Human resource organisation encourages different methods of training the corporate purposes.
Two training methods are implemented in the Greenergy firm to help increase marginal profit in
a financial year. Operational objectives are trained with new technology to enable all employees
to have a good understanding of all operating system. These training models quantitatively
measure every opportunity in all departments for the organisation to become successful in all
operations. Additionally, employees are trained on productivity goals to influence quality,
profitable and productive performance in distributing products (Matek, 2016). The primary focus
of the Greenergy industry is to increase the sale of diesel and petrol in the international
platforms.
The Effectiveness of Learning Initiatives and Training Models
The development of training model helps in establishing performing workforce in the
Greenergy organization. The assessment methods of different training model employed in
distribution and sales of petroleum product are developed by reviewing overall gains. The
corporation has demonstrated adequate levels of initiating multilevel and multidisciplinary
development in the global business (Oates and Melia, 2016). Training models create essential
benefits in the performance of employees. The corporation is having established positive changes
in the individual acquisitions of new skills. These personal experiences have helped the
Greenergy organization in the establishment of new distributing channel. The human resources
organization enhances different training models to enable individual into interpersonal and
cognitive skills. High performance in the organisation is achieved when employees are trained on
operational and official goals. It is such awareness of organisational goals that have lifted
Greenergy Ltd among the top performing UK business.

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Learning initiatives of the operational goals enhance different behaviours of innovations
and modelling of different skills. The effectiveness of informal learning involves activities of
holding classes to train on new procedures of doing business (Tseng, Green, and Greenergy
Group Inc, 2017). An innovation in the Greenergy Ltd is trained through classes, workshops, and
seminars. These learning initiatives have helped to improve employees' skills. As a result, there
is career development for employees involved in distributing petroleum productions into the new
channel. Equally, different learning initiatives are encouraging training on new technology in the
marketing of petroleum products. With this training model, the Greenergy's services have been
properly aligned with the skills of new technology. The new technology is enabling effective
methods of distributing petroleum products in remote areas (Versteegh and Greenergy India Pte
Ltd, 2009). Additionally, the transformations leadership system has allowed development of new
products apart from diesel and petrol. As such, there had been an increase of marginal profit in
the recent years.
Gap Analysis in Greenergy Ltd
Qualitative and quantitative analysis of employees ‘performances is developed through
establishing the current state of the business with future speculations. The Greenergy
management systems have been able to speculate on contemporary performances and potential
growth of the industry (Oates and Melia, 2016). The performances of the Greenergy Ltd involve
a different regional country that helps in sourcing raw material for fuel products. Countries such
as Middle East, Brazil, USA, and Canada are supplied with petroleum products by Greenergy
Ltd. These countries have helped in establishing a regional channel of distributing diesel and
petrol.

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Current performances of the Greenergy Ltd have designed a large gap compared with
potential performances. Organizational goals largely speculate on potential performances to
enable the industry design better distribution channel worldwide. These goals and objectives can
only be achieved when there are better training models (Wirtz et al., 2016). Additionally,
learning initiatives can help develop individual skills and workforce capabilities of the different
team. Acquisition of profitability and operational goals can help reduce the gap. A current trend
of the Greenergy organization aims at reducing this gap with the support of human resources.
Different training models are used to improve performances of Greenergy organization.
Conclusion
Briefly, the Greenery organization has recorded better improvements in its operations.
Human resources organization has helped employees develop their career skills. Employee's
retention and development is achieved by initiating learning activities and training programs in
Greenergy Ltd. Importantly, goods plan of training organization goals has helped in expanding
the petroleum business at the international level. Increased performance in the workforce team is
stimulated through training employees on new skills based on information technology. New
opportunities in the firm are realized by investing in employees. With these plans of
organizational training goals, the firm can increase marginal profit in a financial year.

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Reference list
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management.
Routledge.
Guest, D. E. (2011). Human resource management and performance: still searching for some
answers. Human resource management journal, 21(1), 3-13.
Grant, R.M., 2016. Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.
Huang, P.H., Kuo, J.K. and Huang, C.Y., 2016. A new application of the UltraBattery to hybrid
fuel cell vehicles. International Journal of Energy Research, 40(2), pp.146-159.
Marchington, M., Wilkinson, A., Donnelly, R., and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.
Matek, B., 2016. An examination of voluntary green power programs at US utilities using
behavioral science principles. The Electricity Journal, 29(3), pp.55-63.
Oates, M. and Melia, A., 2016. Virtual Power Plant. Durban: Intelligent Urban Energy Tool,
p.107.
Tseng, J. and Green, M.P., Greenergy Group Inc, 2017. Greywater recycling systems and
devices, and related methods. U.S. Patent Application 15/099,948.
Versteegh, C.J.A., Greenergy India Pte Ltd, 2009. Wind turbine. U.S. Patent 7,550,863.

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Wirtz, B.W., Pistoia, A., Ullrich, S. and Göttel, V., 2016. Business models: Origin, development
and future research perspectives. Long Range Planning, 49(1), pp.36-54.