Human Resources value proposition of GASCO

clement Resources look on proposition of GASCOIntroductionThe report presented here is regarding the HR pass judgment proposition of GASCO. GASCO is also getn as Abu Dhabi Gas Industries Ltd. The family was born in the year 1978, in the very heart of the UAE (United Arab Emirates) in its capital Abu Dhabi. tax proposition is best explained by Ulrichs good example which shows the factors one should look for to check whether the HR remains helps to realize any value to the presidency. The report lead find out the same with the help of questionnaire synopsis from the HRs in the association.GASCOGASCO is also ben as Abu Dhabi Gas Industries Ltd. The company was born in the year 1978, in the very heart of the UAE (United Arab Emirates) in its capital Abu Dhabi. Replying to a question virtually the vision of the founder of the company, late Sheik Zayed bin Sultan Al Nayhan he replied that he believed in the sound operation of the Emirates principal(prenominal) gas assets.The amalgamation and establishment of Abu Dhabi Gas Industries Ltd or GASCO as a combined venture among the ADNOC ( get laidn as Abu Dhabi National Oil Company), Total, Partex, and Shell, and the addition of a all owned ADNOC Company named ATHEER in the year 2001, supported GASCO in appreciating the vision to be among the one of the most inventive, caring and respected companies in the hydrocarbon and gas industry. (Author, 2010)GASCOs guarantee in showdown the prospect of its diverse stakeholders employees, community, sh beholders, non government activityal bodies and regulatory bodies, was freshly recognized through the restitution of the combined Venture contract originally sign in the year 1978.The bleak contract, which is now contracted to run until the year 2028, September 30th, will permit GASCO to grasp the peculiarity of being one of the fountainhead players in the gentlemanwide gas and hydrocarbons industry, conducting the transportation of liquid and gas products, o nshore gas molding and contributing to the economys GDP of in a responsible and sustainable manner. (Author, 2010)Literature Re viewA HR value proposition is a proposal that defines the measurable and quantifiable gains that an organizations or individuals making the proposal promise to mouth. The exploitation procedure of a HR value proposition is based on the reviews and analysis results of the gains, prices and values to be delivered to the customers by an organization, potential customers, and other constitutive concourses persistal within and outside of the organization. It discharge also be viewed as positioning of a value, where term harbor hobo be defined as = Benefits / terms (where costs include all the risks taken). (Becker, 2002)Value is said to be added to a HR proposition when the employ done by the HR schoolmasters helps people to get hold of their goals and targets. What matters most is the benefits a person receives from this work and not design or the elbow room the program was made or the policies used in declaration. The actions which do not fulfill these goals ar not pursued. Hence HR value proposition gage be viewed as the exercises, professionals involved and de disassociatements which work to achieve this aim and work to obtain productive and positive results for all the stake-holders alike people working, managers, etc. (Spickett-Jones, 2003)Regrettably, in some organizations HR proposition is not seen as a group of people brought together to build something productive, rather it is seen as a cost centre. As such many of such groups are closed down during cost cutting processes. In auberge safeguard their position in an organization they should increase their influence over their customers and stakeholders. They should emphasize less on their procedure and processes and to a greater extent on the results and benefits they are providing. They should be in run along with the productivity and their stakeholders. (Tuomin en, 2004)Nowadays HR personnel are becoming redundant and its ironic that the works that they deliver are more focused on business per manikinance improvements from central goals. With the shift in societies from an old era of business to the new knowledge and service oriented business goals and economies, having a better HR deliverable at ones exposure would become an added advantage and necessity to combat the increasing competition for an organization. (Winfried Daun, 2005)such(prenominal) HR proposition values are largely effected by in evidents and managing these intangible properties of an organization. These intangible properties include research and developments, leadership, brand positioning and strength, quality of service, speed, governance, silent knowledge, loyalty of customers and the employees, reputation, informal processes, innovation , plant flexibility, trusted networks. Managing these intangible is important because they have deep impact on the shareholder val ues and are incumbent regarding the future growth and expectations of the investors from the organization. (Winfried Daun, 2005)A comprehensive study by Ulrich and Brochbank shows the necessary step required so as to deliver the required competencies to the stakeholders in a new economy. The figure below shows the systematic display of what should be done and how it should be done. This is the mapping out of HR value proposition, showing how to deliver coveted stakeholder values. (Becker, 2002)Figure 1 The Ulrich and Brochbank HR Value mesmerismThere are 14 HR transformation criteria which have been derived from HR value proposition transformation. These are listed belowHR value proposition elementKnowing the realities of remote business world criterion 1 An good and cost-efficient HR move is one which one which HR professionals who nates acknowledge the external business environss and realities and adapt measures in such a way to combat these situation, allocating HR reso urces and throw HR practices accordingly. (Becker, 2002)Serving both the internal as well as external stakeholdersCriterion 1- an efficient HR function is generating market value for its investors by increasing intangibles.Criterion 2- A good HR function increases the customer share by connecting with its target customers.Criterion 3- An efficient HR function assists its draw managers to deliver strategies by developing capabilities of an organization.Criterion 4 A good HR function elucidates and lays down base for employee value proposition and improves individual abilities. (Aughton, 2005)Creating efficient HR practicesCriterion 1 A good HR function can manage people, processes and practices such that it adds value.Criterion 2 An efficient HR function can manage performance management process and practices such that it adds value.Criterion 3 An efficient HR function can manage breeding process and practices such that it adds value. (Aughton, 2005)Developing HR resourcesCriterio n 1 An efficient HR function can manage work flow design and processes such that it adds value HR value proposition element Developing HR resources HR transformation criteria.Criterion 2 An efficient HR function adjusts its organization in accordance with the strategies of the business.Criterion 3 An efficient HR function makes a pass water strategic plan for coordinating the HR investments with the goals of business. (Aughton, 2005)Ensuring Professionalism of the HR surroundCriterion 1 An efficient HR function consists of HR professionals who carry out their duties and responsibilities accurately.Criterion 2 An efficient HR function develops HR professionals who display HR competencies.Criterion 3 An efficient HR function would invest in training, development and growth of its HR professionals.Nowadays, HR professionals make use of systemic-based competencies in order to map defined set of the HR Value Proposition and hence enhance and improve the strategies delineated by Ulrich a nd Brockbank so as to deliver take into account value to stakeholders. The efforts taken by the HR professional put in action the HR proposition toughie by having casual link mingled with initiatives taken by the HRs and business results want. Instead of having a line of sight with the key stakeholders expressed in words and tables, an orderly among the HR Value Propositions depict HR professionals a clear vision as to how they should actually act so as to deliver stakeholder values. (Stuart E Woodhead, 2000)Mapping out the HR Value Proposition model provides a clear vision and framework that formulates the role of HR professionals as the service key business driver that delivers the proper stakeholder value, vent beyond just theoretical model and language. It provides a fabric that generates a shared interpretation of the business, significantly assisting the communication efforts. Hence with the proper programs and policies available, it facilitates a desired environment and culture.Thus by using relevant tools and techniques required to corroborate the systemic-based competencies, the HR professionals can link the fourteen criteria of HR Value Proposition model and incorporates them into well functioning systematic HR business model. (Becker, 2002)In order to understand the working and mapping of Ulrich and Brockbank 14 criteria can be mapped using application program of 2 mapping techniques, which are System dynamics mapping Socio-ecological mapping.System Dynamics mapping is centre to the growth of stakeholders driver model which makes the visible connections amidst employee growths, capabilities of an organization, experience of customers and returns of the investor. (Tuominen, 2004)Socio-ecological mapping is needed to carry on strategic reviews and growth in the surroundings which have become unpredictable due to intangibles. It is required to toy social trends between and within an organization and its surroundings.Diagram below gives a persp ective of a high level system of the HR Value Proposition and extent of these two mapping techniques.Figure 2 System viewpoint of HR Value PropositionSystem dynamic mappingSystem Dynamics mapping gives a technique of describing the underlying structure which establishes a blueprint of events that can more often than not contemplate changes in the efficiency of intangibles like increasing waste, cyclic phenomena in supply chains, lack of innovation, declining sales, worker burnout, and so on. (Spickett-Jones, 2003)The uses of system dynamic mapping for a HR professional are as follows1. Modeling and mapping the delivery of the stakeholder values over a particular frame of time (productivity, profitability, customer share etc.) in accordance with the levels of availability of tangible and intangible resources (knowledge, customers, staff, relationship management, suppliers, innovation, reputation, etc.)2. Exploring and researching new business options like, developing a business case for practicing a new learning and growth initiative by computation the effects of top line i.e. revenue and bottom line i.e. cost on the business performance.3. Researching and exploring methods to solve a given problem like, exploring different options for up the falling service quality.Socio-ecological mappingSocio ecological mapping refers to the people in the concerned environment. Socio-ecological mapping is necessary for agreement relationships between the people in the system through different time frames.From time to time, expectations and values of an organization change around the globe. They need to act through their plans in their environments. This leads to creation of an external environment which has discontinuous and dramatic shifts in its social values and expectations from the community. This leads to a situation when people continuously change their intelligences regarding the choices about certain services and products. HR professionals should be able to rec ognize any significant changes socially that can affect their organization because such unsettling and unpredictable surrounding acts upon their industry or concerned organization. Hence, they will need to direct their strategic planning process and plans in accordance with these changes and need to build an organizational environment around, which has continuous learning and information about the surroundings in case their organizations have to be successful for the long term.In order to understand which technique should be used in what environment let us consider two situations.The first situation considers the end results of HR personnel not following socio-ecological bureau in an ambit thats part of the HR Value Proposition as the External Business Realities element. It has not been made explicit by Brochbank and Ulrich. Regardless, this area is necessary for survival of business in the new era of service or knowledge oriented economy.The second situation studies a position in which HR professionals use Systems Dynamics representation to display how their efforts add stakeholder value. Both situations involve System Dynamics mapping for the criteria titled as Serving external and internal stakeholder in the HR Value Proposition Model. In one case, the contribution was important and distinct while in other case was not so significant.Figure 3 presidential term in framework with its surroundingsFigure 4 Organization in situation with its Industry surroundingsThe term extended social field addresses to the area beyond the organizations industry environment. This is also in reference with the wider or global community as in contextual environment.According to criterion 1 An efficient and efficient HR function is one which one which HR professionals who can acknowledge the external business environments and realities and adapt measures in such a way to combat these situation, allocating HR resources and apply HR practices accordingly.It insists on the fact t hat organization should pay attention to its environment outside the firm. The HR professionals should be able to draft in conversation regarding the changes in external surroundings like changes in economy, rates technologies and so on.In order to nurse them informed about the new information, HR professionals should conduct environmental scans using processes which have been transformed from OST (Open Systems Theory).OST is social science knowledge body that manages people and their organizations and should have an undefended, clear, adaptive and active relationship with their surroundings over time so as to vouch viability and good results. It also says that people can be seen as purposeful and informative open systems that can change and generate systems and their surroundings.Serving external and internal stakeholders other criteria areCriterion 2- an efficient HR function is generating market value for its investors by increasing intangibles.Criterion 3- A good HR function increases the customer share by connecting with its target customers.Criterion 4- An efficient HR function assists its line managers to deliver strategies by developing capabilities of an organization.Criterion 5 A good HR function elucidates and lays down base for employee value proposition and improves individual abilities.These criteria are being depicted in Figure 4 which concerns the Organization in context with the industry environment.Hence we can see that representing the information in form a systematic form makes it easier for organization-industry interface to provide HR professionals with chances to make clear, significant and visible necessary contributions to performance of business forming a unique view so as to adapt with increasingly significant and emerging new service or knowledge oriented economy.Research QuestionsThe concern here is to contain the extent till which, GASCOs HR system delivers value proposition. For this purpose, we will use the Ulrich model as shown in literature review and will verify the 5 places of the model in GASCO.In this report, we will check whether the five dimensions in Ulrich model are satisfied in GASCO and will comment on the value proposition of companys HR system. The concerned objectives would be as followsUlrichs Value proposition dimensionCriterias to check forKnowing the external business realitiesChecking for HRMs efficiency in understanding realities of external business and thus adding value.Serving External and Internal StakeholdersAny increase in the value of investors money by HR system.HR condenser to increase customer shareHRs capacity to motivate line mangers to participate in strategic issue.Enhancing individuals abilityCreating HR practicesManagement of employees in such a way that add to valueManaging performance of the employeesInformation is correctly managed and utilizedHr manages work flow design and adds value to the organization.Building HR resourcesHR alignment to strategic objectiv es of the businessHRs clear strategic planning process and alignment of strategic business objectives with HR objectivesEnsuring ProfessionalismTo check the presence of a professional HR systemTraining and developments presence in the organization.MethodologyThe methodology involves conducing survey analysis to test the research questions in GASCO as presented in above section. The methodology is divided into two partsLiterature review and finding the factors we should look for finding the value proposition of GASCOPrepare separate questionnaire for every dimension (5 separate questionnaires)Analysis of the result using excel chartsThe questionnaires would be distributed to HRs in the company. With a small help from of one of our contact in GASCO, we distributed these instruments in the company in which 30 people from HR staff participated. The questionnaires are designed so that they address every aspect of research questions given above.Questionnaire Knowing the external business realitiesDo you cover the track of competitors strategies and use the information in forming HR practices? potently change course chinkDont know take issue potently differDo you keep the track of quality of Human resource existing in the market? potently tot up jeerDont know disaccord potently take issueDo you conduct fixedness meeting (formal or informal) with the HRs of competitors so that you can get aware of the external environment of the HR system in the industry? strongly match tot upDont know disaccordStrongly discordDo you aware yourself with the rules and regulation of the government that are existing and that can exit in future to make a better HR form _or_ system of government?Strongly maintain jibDont knowDisagreeStrongly resistDo you choose employees taking into status the relations with the suppliers, contractors, clients etc?Strongly accedeAgreeDont knowDisagreeStrongly disagreeDo you consider the ethnical aspect of the employees in your HR systems?Stro ngly AgreeAgreeDont knowDisagreeStrongly disagreeTaking the example of the giant recession which the world upstartly faced, did you took any steps like shortening of work force, reduction of pay to respond to the situation and cut the cost?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeAs GASCO is an exploration firm, do you intake scientist and other function of employees taking into mind the kind of work exhalation on in the industry?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeTechnology keeps on changing, when you hire an employee, do you keep in mind the present and future techno skills which the employee should know?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you conduct regular training to bridge the gap between present skills and those required as according to recent external environment characteristics?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeQuestionnaire Serving internal and external stakeholderDo you keep an eye on companys intang ibles and try to increase these in GASCO?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you conduct regular training for the employees to increase their capabilities?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo your staff is in contact of the customers?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you keep an eye on the organizational suppliers and try to maintain and build strong relationships with the suppliers?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you take the feedback of your distributors and other stakeholders and then apply them in modifying your HR strategies?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you pull ahead your line managers to come up with a solution on their own and appreciate employee participation?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo your staff make regular visit at customer end and try their best to understand the need of the customers and deliver them on time?Strongly AgreeAgreeDo nt knowDisagreeStrongly disagreeAs GASCO is an exploration firm, do you intake scientist and other post of employees feedback in aligning the need of the organization with current trend in the market?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you keep an awareness of investors attitude towards the company?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you make changes in your policy as to consider the investors reaction?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeQuestionnaire Creating HR practicesDo you keep try to arrive at policies that helps in building up a culture rather than making just a profitable entity?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you conduct performance appraisal of employees on regular basis so that possible value addition action can be taken?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you appreciate any value addition in employee by proving certifications or by rewarding the employees adding some va lue in the firm?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you manages the work flow so that every step, the value can be recognized?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you use value chain analysis in your system?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you encourage performance management techniques at the workplace?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo your ensure work life balance so that more satisfaction can be creating for employees and the job turnover rate can be enhances?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you take employee feedback and try to use these feedbacks in ways that ensure value addition to the organization?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you keep information about the employees, their skills, areas of expertise, potential etc?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you create a culture of learning and learning sharing?Strongly AgreeAgreeDo nt knowDisagreeStrongly disagreeQuestionnaire Building HR resourcesAre you aware of Strategic plans of the business?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you make adjustment in the organizational human resource, in terms of number of employees, posts in firm etc?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you make a periodic diagnosis of the firms requirement and then predict future requirements?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you enter into practices like Knowledge management or Learning Management system that can give you a strategic advantage?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you hire employees keeping in mind future need of the organization?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you take steps to inventory the knowledge of the present employees so that even in the case these employees do not remain the part of the firm, but still there best practices can be stores in a knowledge base?St rongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you have a position like KMO or Knowledge management officer so look after the suture aspect of the company?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeAre your plans for strategic Human Resource planning transparent and everyone is aware with the same?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you considered the case where GASCO enters into another strategic partnership with a new firm and to deal with issues like featherbed cultural management, work force diversification etc?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you have a clear strategic planning process?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeQuestionnaire Ensuring HR professionalismDoes HR system in the company have clear roles?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you have a clear documented HR policy which is well structured and is comparable to best practices in the industry?Strongly AgreeAgreeDont kn owDisagreeStrongly disagreeAs the workforce is UAE is devised in terms of religion background, educational history, culture etc. do your policies are neutral for all of the employees and are you can equal luck employer?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you follow a well framed system for recruitment and pickax?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you have a policy document for various aspect of Human Resource Management in the organization?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you keep the record of previous(prenominal) training and development of employees and make provision for future training according to that only?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you think that HR practices in GASCO helps employees to find their core competencies and which in turn, help the company to generate its own competencies?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you conduct training for recruiters and othe r HR staff regularly?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeAre you connected to any professional HR practice organization which provides you regular guidelines to work and helps you to standardize your HR system and practices?Strongly AgreeAgreeDont knowDisagreeStrongly disagreeDo you have a clear strategic planning process?Strongly AgreeAgreeDont knowDisagreeStrongly disagreePresentation of resultsResult for knowing the external business realitiesDo you keep the track of competitors strategies and use the information in forming HR practices?Do you keep the track of quality of Human resource existing in the market?Do you conduct regular meeting (formal or informal) with the HRs of competitors so that you can get aware of the external environment of the HR system in the industry?Do you aware yourself with the rules and regulation of the government that are existing and that can exit in future to make a better HR policy?Do you choose employees taking into consideration the relations with the suppliers, contractors, clients etc?Do you consider the cultural aspect of the employees in your HR systems?Taking the example of the giant recession which the world recently faced, did you took any steps like shortening of work force, reduction of pay to respond to the situation and cut the cost?As GASCO is an exploration firm, do you intake scientist and other post of employees taking into mind the kind of work going on in the industry?Technology keeps on changing, when you hire an employee, do you keep in mind the present and future techno skills which the employee should know?Do you conduct regular training to bridge the gap between present skills and those required as according to recent external environment characteristic