Global HRM: Shell's Work-Family Friendly Policies and Practices

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GLOBAL HUMAN RESOURCE
MANAGEMENT

1. Choose a global company ranked as "Work-Family Friendly"
(WFF). Justify your choice and ranking.
The company that is chosen ranked globally as “Work-Family Friendly” is Shell. Shell is a group of
energy and petrochemical industries having around 86,000 employees working in more than 70
countries. The company works for creating sustainable energy on a corporate scale. Shell was
formed in 1907 and its headquarters are based in The Hague, Netherlands.
The company was chosen as it provides a great work-life balance to the employees. It provides a
number of facilities like paid maternity and paternity leaves, vacation and paid time off, and many
other benefits. Benefits like subsidised services, sports facilities, medical/dental care and Shell share
program. Training and development is also a crucial part of Shell. Training and development
opportunities are also provided for the development of employees. All these factors make Shell an
excellent company for achieving work-life balance for working professionals.

2. Use the tower model to classify all the Work-Family Friendly HR
practices into the Total Rewards Model (Tower Perrin)
Fig. 1 Towers Perrin Model
Source- (Gupta and Sharma, 2016)
The Towers Perrin Model consists of 4 quadrants like Pay/rewards, benefits, learning and
development and work environment. The pay/reward and benefits quadrant includes elements like
base pay, contribution pay, shares/ profit sharing and recognition. The benefits quadrant includes
pensions, health care, perks and flexible work hours. The drawback is that they can be easily copied
by the competitors to enhance their own reward system. The other rewards which are the learning
and development and work environment include elements like workplace learning, training,
performance management, career development and inclusion of core values, leadership, employee
voice and job/ work design . Shell as a company makes use of all these four quadrants and combines
the relational and transactional powers.

3. Find indicators (applied to the company you choose) that support
WWF policy and the practices associated (rate of turnover; social
performance; the desire to stay; satisfaction...).
There are a number of indicators that tell if the employees are able to maintain a work-life balance
or are struggling with their work. The factors are discussed below-
Employee turnover Rate- the employee turnover rate is quite low for Shell. In the year 2015, there
were 93,000 employees with shell all over the world. In 2016, there was a drop of 1 thousand
employees and the employee count was 92,000. The drop has come majorly from the North
American region significantly; rest other continents have maintained the number of employees quite
well (Shell Annual Report, 2017).
Social Performance- the Company’s social performance was very high. The company is also investing
in social activities like access to energy, STEM education and community skills and enterprise
development (Shell Sustainability Report, 2017).
Desire To Stay- A number of employees when asked told that they intend to stay with the company
for a long time. It is because of the opportunities one gets while working at Shell and also the
possibility to maintain a good work-life balance especially for those with families.
Employee Satisfaction- Since the company takes care of the employees and provides them with the
best working culture, the employee satisfaction rate is high. The employees at Shell are highly
impressed and comfortable with the salary, perks, incentives, bonuses, paid leaves and social
interactions.

REFERENCES
Shell Annual Report, 2017. Our People. (Online) Available at https://reports.shell.com/annual-
report/2017/strategic-report/our-people.php (Accessed on 16th April 2019).
Shell Sustainability Report, 2017. Social Performance. (Online) Available at
https://reports.shell.com/sustainability-report/2017/our-performance-and-data/social-
performance.html (Accessed on 16th April 2019).
Gupta, N. and Sharma, V., 2016. The relationship between corporate social responsibility and
employee engagement and its linkage to organizational performance: A conceptual model. IUP
Journal of Organizational Behavior, 15(3), p.59.