Human Resource Management

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Contents
Section 1..........................................................................................................................................3

Introduction......................................................................................................................................3

Company Overview.........................................................................................................................3

Purpose and Roles of HR Division in Royal Dutch Shell PLC...................................................4

Strengths and Weaknesses of Royal Dutch Shell in Maintaining their Human Resource
Management................................................................................................................................5

An overview of the approach to planning, reclamation and deployment of workers, growth,

and preparation, management of success and incentive programs in Royal Dutch Shell...........7

Various HRM Practices that Helps to Increase Profit and Productivity for Royal Dutch Shell
PLC..............................................................................................................................................9

Key Areas of Employment Legislation for HRM of Royal Dutch Shell PLC..........................11

Conclusive Evaluation and Recommendations.............................................................................12

Section 2........................................................................................................................................13

Job Specifications of HR Assistant in Royal Dutch Shell.........................................................13

Curriculum Vitae of Candidate..................................................................................................15

Preparatory Notes for the Interview..........................................................................................16

Job Offer....................................................................................................................................16

Evaluation of the Process...........................................................................................................17

References......................................................................................................................................18

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Section 1

Introduction
Human resource management has taken root in the field of corporate psychology and has become
a significant concept for organizations. With the due course, the aim of this activity has been
strategic. For large companies in the 21st century, the position of human resources managers has
now become indispensable. The administration of human capital has been a significant task for
everybody over the last couple of decades. Finally, numerous scholars and researchers agree that
the HRM role is necessary for a company to achieve a competitive edge. HRM involves several
tasks such as job analyses, the recruiting and selection of productive staff for a specific function,
the procurement of training programs for personnel to enhance their existing efficiency,
promotions for employment and benefits, the resolution of conflicts between employees and
management. This report would evaluate the functions, obligations, and effectiveness of Human
Resource Management in Royal Dutch Shell PLC (Mankin, 2010).

Company Overview

Figure 1: Royal Dutch Shell Logo (Shell UK, 2020).

In more than 80 counties and regions, Royal Dutch Shell is an oil and petrochemical company of
over 90,000 workers. The operations are headquartered in The Hague, The Netherlands, while
Royal Dutch Shell PLC is the parent company in the United Kingdom and Wales. The Human
Resources Division of Royal Dutch Shell directly impacts the operating climate. Employees are a
C- and very glad at Royal Dutch Shell in their workplace. As the business culture advocates, it is
interesting to know, relative to other departments, how the Human Resources Department talks
about the world about Royal Dutch Shell (Shell UK, 2020).

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Purpose and Roles of HR Division in Royal Dutch Shell PLC

Figure 2: Purpose and Roles of HR Division (Mankin, 2010).

Contestation gets worse every day and HRM is also the only thing that gives a business a
strategic edge. The management of human resources is a collection of activities that influence
employees ' efficiency, attitude, and behavior. HRM was not viewed as an integral aspect of the
business in the very early years, but a company can still be efficiently run without the human
resources management department. The HRM of Royal Dutch Shell covers all operations about
employee benefits. This covers working partnerships, employment wages, health and safety
insurance, recruitment and workforce development, etc. (Thacker, 2012).

A broad discourse on HRM has been held about the relationship between the organization's HR
activities, its efficiency, and productivity in Royal Dutch Shell. Training for actual jobs,
collaborative management, and good leadership skills will help to accomplish the organization's
desired objectives. Engaged management is strongly tied to research and development spending
and developments. HRM refers to employee satisfaction, as workers are more likely to do more
effective and profitable work that is directly connected to the performance of the company
because they are happy and committed to their jobs. Management of human resources in Royal
Dutch Shell plays a key role in the recruiting and retention of workers by delivering incentives
and compensation (Jones and Martain, 2013).

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The complex world that companies face today is that demands that companies make
improvements and maximize their benefit. Like globalization, emerging developments, more
technological technology, economic and political uncertainty, and legal and ecological problems,
companies face so many threats or questions regarding the human capital of the 21st century.
The technology is evolving so rapidly that companies are compelled to adapt their tactics. For
their security and fundamental values, individuals and organizations need an evolving climate.
Thus, Royal Dutch Shell has a social bond that helps them to feel valuable to the company for
performing their duties. Human resources also assist this company, which often result from
transition, to curb issues. Royal Dutch Shell, which is also nuanced, diverse, and subjective, may
benefit from the strategic advantage of having a specific range of services that can help the
organization excel in difficult circumstances (Ivancevich and Konopaske, 2013).

Strengths and Weaknesses of Royal Dutch Shell in Maintaining their Human

Resource Management

Figure 3: Key Issues to Assess Strengths and Weaknesses in HRM (Mankin, 2010).

Since the world is complex, population transition is daunting. Sex, race, ethnicity, age, faith, and
physical disability fall into demographic categories. By 2008, the proportion of woman workers

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rose to 48 percent and their turnout rate improved. The growth in urbanization has also expanded
work prospects for women. At the time, companies recruit workers from multiple nations, and
so, since they have diverse languages and traditions, there are special organizational experiences.
Royal Dutch Shell, which allows people the ability to interact with each other and with the upper
executives, creates a community of their own (Jones and Martain, 2013).

Another explanation for the shift of employment is job conditions in Royal Dutch Shell. Because
of the innovations, including high-speed Broadband access and mobile communication, workers
work in several ways. There are also several workers in the suburbs. Software engineers, for
example, get their projects through online connexions and work at home rather than in offices.
Job interests are another remarkable element in staff diversity. Young and single employees can
work 60 days a week, while married people are still working and tend to work flexibly and have
a preference for lenient jobs. Any of the changes in the work environments and demographic
trends that have been listed above are forcing Royal Dutch Shell to build a coherent team with
vastly different expertise and experience to sustain their corporate strategies (Mankin, 2010).

Owing to the information economy, diversification of HRM techniques in Royal Dutch Shell is
important and strategic advantages must be obtained. The transition is changed from an economy
focused on manufacturing to a knowledge-driven economy to provide value both for consumers
and employees. The management relies mainly on work productivity in the industry-based
economy but also both efficiency and quality in the knowledge-based economy. There is a need
for experience, creativity, management knowledge, and the need for diverse workers in the
present period (Thacker, 2012).

The relationship between workers and employers has also changed in the 21st century. Royal
Dutch Shell functions in a fluid setting without centralization. Workers operate in a comfortable
setting. Employees are committed to companies and work with a complete commitment to the
world's business climate. They connect effectively with senior executives on emerging global
business plans and developments. They finish with new technologies that are effective in
reaching corporate goals through sharing thoughts (Ivancevich and Konopaske, 2013).

The prominent companies concentrate on the workforce’s talents and their synergistic potential
to deal with the competitive world. Apple and other firms, for example, place their testing

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facilities around the world to detect trends and tastes in the market. They develop unique and
creative goods by recognizing improvements. Thanks to its variety, the business position and the
awareness of the consumer must be focused to be mindful of consumers ' needs. Over the
practice of drawing, collaboration and communication skills have been more important for
rapidly adapting to emerging business opportunities in Royal Dutch Shell (Gibb, 2011).

An overview of the approach to planning, reclamation and deployment of

workers, growth, and preparation, management of success and incentive
programs in Royal Dutch Shell

Figure 4: Overview of the HRM Approach (Thacker, 2012).

The emphasis on the role of the career of HR Management in corporations and the search for a
position in the corporate decision-making system has been a constant in Europe for many years.
When we look at the technical literature, we have examined the topic on rank thoroughly by
analyzing its characteristics. However, lack of evidence is found to correlate the key
characteristic of HR managers' technical credentials with a higher evaluation of their work. In
this area, the expertise can be seen as an effective service provider, recognizing the needs of

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consumers and, in particular, helping to achieve the organization’s aims. In Royal Dutch Shell,
these variables may or may not be the product of the diverse qualifications of management
employed in the human resources sector, but they require far more than the sheer mixture of
basic technical qualifications (Jones and Martain, 2013).

It is non-traditional work activities that have developed throughout the corporate world and
consist of the best mix of operational strengths and employee engagement by generating
synergies that go beyond the sheer amount of the factors involved in the process. They are work
activities interested in the strengths and abilities of workers, methods of job management that
encourage them to cooperate in solving challenges, and provide them with resources to enable
them to use their effort discretely in Royal Dutch Shell (Gibb, 2011). High-performance
activities are viewed as an advantage or resource that can be developed and leveraged by HR
managers to allow the development and allocation of unique income for the business. They also
have undertaken observational studies both domestically and globally to try to ascertain what
influences affect the implementation of such activities. Thus, it is obvious that in very
competitive situations the degree of competition in the business affects the form of activities to
be implemented in HR management of Royal Dutch Shell (Ivancevich and Konopaske, 2013).

Thus, if we see situations where competition is very strong, there are regular technical
improvements and obstacles to the replication of existing resources that are very small, the
organization may influence worker productivity as a source of value development required to
survive in these situations. The influence of culture is also observed in this work in high-
performance practices. So the anticipated interaction between participatory management style
and organizational culture centered on individuals, deciding, in turn, the implementation of good
value strategies is verified. In this context, some scholars say that the potential to recruit and
maintain human resources is embodied in the culture of the business, as in the Japanese setting
were above all senses of identity and job protection come first (Jones and Martain, 2013).
Regarding the management style something similar occurs: totalitarian management models do
not sit well either with dominance or fostering teamwork. That is, the management style and
organizational culture are things closely linked to the HR system in Royal Dutch Shell, and only
by the attainment of complete congruence durable long-term strategic advantages are achieved.

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Regarding sector research, this study shows that manufacturing firms like Royal Dutch Shell
make more use of high-efficiency practices against other forms of activities that are used by
services enterprises, such as work sharing or flexible scheduling. As for the size and age, no
meaningful findings were produced, since both big and small and both young and mature
businesses made use of high-performance activities, unable to determine a predetermined trend
of behavior concerning these factors in Royal Dutch Shell (Thacker, 2012).

Various HRM Practices that Helps to Increase Profit and Productivity for
Royal Dutch Shell PLC

Figure 5: Productivity and HRM relationship (Jones and Martain, 2013).

Considering the strategic framework of the Royal Dutch Shell, we see it is not a deciding factor
for the acceptance of these strategies, although it seems to suggest that, historically such
strategies have been applied primarily to businesses who base their competitive edge on product
differentiation and were not the only ones that use it. A cost-based strategy does not have to
apply to labor costs; inclusive a management strategy on spending can be defined investing at the
same time in staff. Companies who adopt good efficiency activities multiplied profitability even
after having raised their labor costs by 40 percent. It is rational to assume that there can be no
difference between a cost plan and separation if workers are empowered and have the resources
and experience to execute them in Royal Dutch Shell (Gibb, 2011).

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To improve dependence relations between both constructions, the association between human
resources management activities and market success was analyzed from multiple viewpoints in
different ways in a holistic approach that acknowledges public ties between management and
market success at a high level. These include findings of a well-known 1993 report by the US
Labor Ministry in which the causal-effect relationships between management activities that were
deemed revolutionary and a high level of financial income from resources of these firms is
verified, based on a survey of 700 industrial companies (Perrewé, 2011).

At the end of the month, the HR of Royal Dutch Shell is not only concerned with paychecks and
hiring new employees each year, there are more. It is one of the hardest works. HR plays a vital
role regardless of whether it is a small little organization or a large corporation. On the other
hand, it is hard to manage human capital. An individual is never happy with the services
available. Under the minimal budget of the company, no desires can be met. The HR department
must handle the situation efficiently in such situations (Thacker, 2012).

From 2016 to 2021, the core HR technology demand is the largest, amounting to USD 3,588
million. Management of human resources is vital facts about HR – as the entire organization may
be on the verge of bankruptcy of certain smaller companies if anyone does not adequately do
their work. Another critical job is to track the spending – they contribute to cutting additional
expenses and making it worth the money that is invested. People with different perspectives
would certainly have disagreements-so in an organization like Royal Dutch Shell, help from
either side is important. The HR supervisor helps resolve the dispute and assures that everyone
operates efficiently. They are also responsible for addressing cases of abuse – women are finding
it impossible to operate in certain male dominance countries because of male colleagues'
irritating assumptions (Gibb, 2011).

At first, HR issues a stern warning but later decides to fire them. In practice, a professional HR
Executive in Royal Dutch Shell guarantees that there is no sexism and a healthy working
atmosphere. They lead to the personal development of workers – they can support growth by
conferences, training classes, online seminars, etc. HR practices also help ensure that sufficient
people are willing to work hard to maintain the company’s sustainability. Finally, the company's
corporate image is something else under HR. Consequently, HR retains its rules and procedures.

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They guarantee that no one operates against any divergence from the protocol’s guidelines
(Felgate, 2020).

Key Areas of Employment Legislation for HRM of Royal Dutch Shell PLC
Employers are facing a vast spectrum of challenges and programs to protect their workers '
health and safety. In this section, the HRM of Royal Dutch Shell includes background on key
UK health and safety legislation; the health and safety responsibilities of employees (including
policy formulation and risk assessment), and the legal challenges involved with occupational
stress management (for example, job roles and stress-related claims avoidance).

The terms and conditions of service are the components of a contract that determines the
employer-employee relationship. In this section, the HR of Royal Dutch Shell maintains the
details on the laws regulating working practices, including the kinds of contracts for jobs, a
formal statement of relevant facts, warning times, and opinions on null hour’s contracts by the
employer and workers (Perrewé, 2011).

Crimes, the right to work in the UK, criminal background verification, and data security are the
main law areas that influence hiring and picking. Employers should consider and keep their
compliance responsibilities up-to-date in hiring workers, ensuring that their training and
selection processes adhere to the legislation. A series of information on how to properly hire
under the legislation can be found here (Dickmann, Brewster, and Sparrow, 2008).

The state of jobs becomes more and more critical with modern forms of work. In the United
Kingdom, staffs in each division are 'employees' and 'jobs' with separate benefits. The third
group is self-employed. There are many various employment habits, with different kinds of part-
time, fixed-term, or contractual jobs. This segment oh HRM in Royal Dutch Shell includes law-
focused services in these fields (Felgate, 2020).

Data security is about preserving and maintaining the fair and lawful use of sensitive details.
Data protection In the United Kingdom, the Data Protection Act (DPA) 2018 incorporates the
GDPR, which came into effect in May 2018. The old Data Privacy Act of 1998 has been
repealed. All employees of Royal Dutch Shell must be mindful of their legal requirements, as
fines for breaking the laws can be severe. Here HRM provides tools on data security laws and
GDPR, on reporting and the protection of privacy at work.
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Conclusive Evaluation and Recommendations
A win-win approach for Royal Dutch Shell and the employee is an outstanding performance
appraisal process. The input on their results, regardless of whether it is supportive or negative,
should be given to all workers. Job specifications are an integral aspect of the selection process.
If the employee and the manager do not share a clear work requirement for the role of the
employee, it is impossible to grasp the employee’s requirements for their job and to judge the
manager effectively (Perrewé, 2011). Evaluations cannot be a requirement of Royal Dutch Shell
and cannot be performed regularly although businesses do have an assessment method. A
successful appraisal framework often allows management to be informed about the needs of the
assessment process. Consistently performing management reviews increases staff efficiency and
the interaction between management and boss. Royal Dutch Shell chooses the most eligible
candidates for all available positions through a formal screening and recruiting process. Establish
and follow protocol protocols and processes with all selection decisions (Felgate, 2020). Provide
administrators with adequate experience in recruiting and retaining staff. Subsequently, biased
questions or questions not applicable to the job can be raised. The methods for performing
interviews are also useful to consider the previous knowledge and expertise of a candidate in
Royal Dutch Shell. This can help to assess if the expertise and knowledge of the applicant are
appropriate to their credentials and experience. The preparation of the hiring manager in
behavioral interviews lets him recognize and pick the person who is ideally suited for the role
and the organization (Dickmann, Brewster, and Sparrow, 2008).

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Section 2

Job Specifications of HR Assistant in Royal Dutch Shell

Description:

Royal Dutch Shell is looking for an enthusiastic HR Assistant. Nearly all systems and facilities
that affect the human resources branch of a corporation are associated with HR assistants. Their
very specific administrative work consists of recording complaints, terminations, absences,
documentation on results and recovery, and records on benefits. However, HR assists are also
often active in the procurement, procurement, and preparation of new hires outside
administrative duties. Therefore, traditional activities involve announcing opportunities,
obtaining prospective applicants' records, requesting references, and reminding staff of their
recruiting status. HR representatives in Royal Dutch Shell also oversee everything from the
coordination of the corporate holiday parties to the management of business executive travel
arrangements (Dickmann, Brewster and Sparrow, 2008).

Responsibilities:

 Respond to questions from employees

 Inbound mail sorting
 Records formation and distribution
 Customer care for workers of the company
 Acting as a meeting point for vendors/administrators
 Holding operating system trained and data entry
 Creation of appointments and consultations
 Holding the HR operations committee schedules
 Compilation and review of books and tablets
 Take part in training (Dertouzos and Garber, 2006).
 Publish work ads and compile resumes and work applications
 Space for work interviews and recruitment assistance
 Collection of information on jobs and tax
 Fulfillment of context and information checks
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 Preparation of new reports for workers
 Completion of the report on compensation and profit
 Present new workers (establishment of a specified log-in, workstation, email address, etc) to
the organization
 The phase of successful registration
 Administration of new career reviews
 A contact person on all new questions on workers (Aguinis and Lengnick-Hall, 2012).

Requirements:

 Need to be able to fix challenges, like difficulties and systems in time

 Should have high management competencies
 Must be able to interact with the managers, HR management teams, and in the form of group
conferences and meetings simply and orally.
 Must read and translate information efficiently, provide a resourceful presentation of
numerical information and skillfully capture and evaluate information
 Must organize and schedule work on the optimal use of time
 Job must be coordinated, concise, comprehensive, and standard control
 Must be consistent, can follow orders, can respond to direction, and by management
feedback, can improve performance (Dertouzos and Garber, 2006).

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 Curriculum Vitae of Candidate

Name Robert Orr

Address 6 Rutland Street, Gorton, Manchester
Mobile : 07378 430330
Email : Bobuski85@gmail.com

Career objective
I am hard working, reliable and punctual with the ability to work well autonomously and as part of a
team. I am able to demonstrate good organisational skills and I am always willing to learn. I’ll
support the HR Division of my company in every aspect of the HRM with my enthusiasm.
Education Background
National Open College
Network Developing a Personal Exercise Programme Level 2
Understanding Stress & Stress Management Techniques Level 2
Understanding Nutrition & Weight Management Level 2
Understanding Welfare at Work Level 2
Previous Experience
 Yodel Deliver Driver: transportation/delivery of goods /Manchester area.
March 2019 - present
 Delivery Driver for Misguided delivering goods/parcels throughout
Jan 2018 - Feb 2019
 Market Stall Trader, Longsight Market
June 2005 – Nov 2017
 Duties: running a stall, serving customers, handling cash, liaising and negotiating with
suppliers, monitoring stock levels.
Skills
 Excellent communication and interpersonal skills
 Health and safety aware
 Able to work flexible hours/shift patterns
 Enthusiastic and hard working
 Friendly with a high standard of customer care
 Adaptable to new ideas and challenge
 Communication.
References available upon request.

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Preparatory Notes for the Interview
Questionnaires:

1. Tell me about yourself.

2. Why do you care about this job?
3. Why do you quit your workplace today?
4. Can you explain an instance you have fucked up at work or school?
5. Say me a time when you have had a dispute with an employee and how you managed it
6. What are you aware of our business?
7. How are you going to enhance our existing product or service?
8. How do you identify your present supervisor? (Perrewé, 2011)
9. What are the questions for me?
10. Suppose you are hired, so how long would you expect us to work?
11. What are you going to score on a scale of one to ten?
12. What are your life accomplishments?
13. In your life, what is your goal?
14. What are the interests of your life?
15. Explain how this organization's money would you be?
16. What does it take for you to succeed?
17. What is the distinction between trust and overtrust?
18. How does smart work differ from hard work?
19. What has been the worst choice in your adult life? (Aguinis and Lengnick-Hall, 2012).

Job Offer
 Occasional Bonus
 Pension scheme
 40 days of medical leave every year
 10 national holidays
 Medical insurance
 Transport allowances
 Residence allowances

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 Opportunity for Training and Development

Evaluation of the Process

 Personality has been tested
 Skills have been analyzed
 Checking of skills
 The mentality has been tested
 Long term priorities have been tested
 The investigation has been confirmed (Perrewé, 2011)

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References
Aguinis, H., and Lengnick-Hall, M., 2012. Assessing the value of human resource certification:
A call for evidence-based human resource management. Human Resource Management Review,
22(4), pp.281-284.

Dertouzos, J., and Garber, S., 2006. Human Resource Management And Army Recruiting. Santa
Monica, CA: RAND.

Dickmann, M., Brewster, C., and Sparrow, P., 2008. International Human Resource
Management. London: Routledge.

Felgate, Y., 2020. Human resource management moral competencies. SA Journal of Human
Resource Management, 18.

Gibb, S., 2011. Human Resource Development. Palgrave Macmillan.

Ivancevich, J., and Konopaske, R., 2013. Human Resource Management. New York: McGraw-
Hill Irwin.

Jones, R., and Martain, S., 2013. HRM Fundamentals. Nollamara, W.A.: HRVET.

Mankin, D., 2010. Human Resource Development.. New Delhi: Oxford University Press.

Perrewé, P., 2011. The role of personality in human resource management. Human Resource
Management Review, 21(4), p.257.

Shell UK, 2020. Shell In UK. [online] Shell.co.uk. Available at: <https://www.shell.co.uk/>

[Accessed 14 September 2020].

Thacker, R., 2012. Introduction to the special issue on Human Resource Management
certification. Human Resource Management Review, 22(4), p.245.

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