Recruitment & Retention Strategy for Employee in Halul Terminal with Qatar Petroleum Essay

Project Proposal Submitted to (Your School) In Partial Fulfillment of the Requirements for (Masters in Business Administration)

1.0 Abstract

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The principal constituents of any program to enhance the quality of employees in the organization encompass developing the quality of new recruits, recognizing and retaining highly experienced employees. With the current globalization, gas and oil industry needs to increase staff and even enlarge the technology utilized in significant areas of the universe in order to meet the surging needs of energy ‘starving’ nations, and thus Qatar Petroleum is no exception. This research project is an analysis of the recruitment and retention strategy employed by Qatar Petroleum Company for its employees in Halul Terminal. To arrive at a focused evaluation, the research will gather primary data by use of questionnaires; and secondary data by use of already existing literature sources. The data collected will later be analyzed excellently by applying quantitative means.

2.0 Introduction

2.1 Background

Recruiting and retaining of employees is major for business success in the current sturdy international economy that has resulted into competitive pressures on multinational firms. Solving issues emanating from recruitment and retention of employees provides a pool of talented, skilled and new employees to the organization (Diane 1999:2). If the recruitment decision is based on a modest strategy on company’s part, then these employees will encompass talented, skilled and experienced individuals capable of providing exceptional additions to the company. However, if the company lacks an equally modest strategy for selecting and retaining these new-fangled additions, the turnover rate will sky-rocket thereby paralyzing the operations of the company. The rational for establishing a good selection and retention is simple (Diane 1999:3). Creative and inventive people will desire to be employed in organization(s) where they are treated well and where they are able to develop skills and escalate their value to the organization for a difference. Thus, if novel recruits ascertain that their initial positive perception of the organization as an excellent place to be employed is wrong, they will immediately leave, together with other existing employees. This will turn the company into a swinging door of new-fangled recruits, coming in and hastily out due to lack of efficient, effective selection and retention policy (Diane 1999:3).

Qatar petroleum is a petroleum company that is state owned in Qatar and it operates all the oil and gas activities in Qatar. Such activities include the discovery, manufacture, refinement, hauling and storage of petroleum products (Global Market Direct 2009:8). So far, Qatar petroleum is the third largest petroleum company in the world today. The company was established in 1974 after the government’s nationalization of the oil sector. Qatar Petroleum is mainly involved in exploration, drilling, production, storage and transportation of both natural gas as well as crude oil. It’s as well engaged in the sale of liquefied natural gas, natural gas liquids, gas-to-liquids, crude oils, petrochemicals, fertilizers and refined products. Currently, the company has a whopping 16,488 number of employees (Global Market Direct 2009:8). Therefore, to retain this large number of employees, Qatar Petroleum needs to establish a modest selecting and retaining motivation program geared toward encouraging optimistic public relations at the same time improving workers’ perception of their affiliation to this vast petroleum firm. This motivation or incentive program could include a number of allowances and benefits packages, such as social allowances, annual leave, location allowance, medical treatment, training plus other bonuses. This research is an effort to find out the strategy used by Qatar Petroleum Company in recruiting and retaining employees in Halul Terminal.

2.2 Research Objectives

The key objective of this research will be to analyze whether Qatar Petroleum Company has an outstanding recruitment and retention strategy for its employees in Halul Terminal. To successful attain this objective; a primary question will be espoused by the research as a lead to the analysis.

2.3 Research Question

This research will concentrate on exploring the presence of outstanding selection or recruitment and retention strategy for employees in Halul Terminal with Qatar Petroleum Corporation. In doing so, the research will be guided by the primary research question:

·         Does Qatar Petroleum Company encompass an outstanding recruitment and retention strategy for its employees in Halul Terminal?

This primary question will be further evaluated by analyzing a number of specific questions that will assist in broadening the scope of the study topic. The following detailed questions will therefore be analyzed.

·         Does Qatar Petroleum follow the required recruitment process?

·         Does it have a strategy to sustain a constant recruitment process for successful operation?

·         How does Qatar Petroleum human resource department search and identify successful employees for the company?

·         What measures have been put in place by this company to attract younger job seekers?

·         Does it show any commitment(s) in strong employee retention program(s)?

·         How does it treat its employees immediately after recruitment?

·         How does the company reduce on the employees’ turnover rate?

2.4 Research Significance

The upstream gas and oil industry experiences challenges as well as distinctive issues in current transforming global economy. In spite of recent world economic downtown, international firms, such as the Qatar Petroleum will need to escalate staff and enlarge the technology employed in vital areas of the globe to meet the ever mounting demand of energy hungry nations. By assessing the recruitment and retention strategy used by Qatar Petroleum, the study will be in position to single out a number of challenges faced by gas and oil industry in meeting the demands of human capital required to achieve the heightened demand world over. Besides, through evaluating how Qatar Petroleum Company recruits and retails its employees in Halul Terminal, this study will as well come up with thoughtful reviews and observations that will be of a major help to a number of multinational players in this demanding gas and oil industry. What’s more, the study is as well pertinent to numerous recruitment and retention managers in the industry, who may need notional, theoretical or hypothetical research on how best they can establish a modest, outstanding and effective recruitment and retention strategy for their companies.

3.0 Literature Review

According to Holbeche (1999:165) multinational firms that will need to attract and select employees in the near future will have to come up with novel tactics and strategies in addressing both the immediate and lasting needs to arrive at a targeted group of potential employees. For example, the current workforce is searching for more than just a job. Young job seekers are more fascinated, interested and engrossed in creating and inventing solutions to a number of day to day challenges, working with new technology and in search of career growth and development. These people opt for a career path on the forefront of creativity or novelty and get gigantic job satisfaction being part and parcel of this innovation (Holbeche 1999:168). Thus, employers, such as the Qatar Petroleum Company ought to as well ‘sell’ their position to a potential hire during the process of recruitment and interview.

Dibble (1999:31) asserted that companies should conduct recruitment process by searching internally to distinguish the characteristics of a triumphant employee. An understanding of better motivation for a productive employee will assist to create a likely picture for a person to hunt for when hiring (Dibble 1999:34). This will comprise what makes a prospective employee much engrossed to the organization, what makes him/her victorious in the company and factors which cause this individual to continue working in the organization. Therefore, utilizing essential information to the organization business strategy of recruiting, retaining and strengthening the present workforce will build a concrete foundation (Dibble 1999:37).

Furthermore, for companies to maintain competitive operations in the current business globalization, they ought to maintain an effective state of steady recruitment (Diane 2001:360). With an elevated demand of human capital, especially in gas and oil industry, big players such Qatar Petroleum need to put in place a constant recruitment strategy that will ensure the subsequent progress of operations (Diane 2001:361). Moreover, through proactive recruitment process during hiring periods, human resource managers can uphold to a vigorous, active and energetic pool of talented, qualified and skilled workers. This will enable firms in the oil and gas industry the capacity to lessen the time required to identify, interview and recruit a new-fangled worker when needed.  In so doing, the company stands to maintain its productivity threshold and diminish the expenses linked to extensive advertising, active hiring and revenue loss as result of underemployment plus lost productivity (Diane 2001:362).

It was avowed by Dossenbach (2007:2) that since the older generation is beginning to depart the workforce, its imperative to seek fresh graduates and young members of the engineering community. Companies in oil and gas industry ought to adjust conventional strategies, and put in place new and creative ways of reaching out to this newest generation of workers and search past the industry to recognize suitable skilled pool of employees in other industries (Jeffs & Jeffs 1997:96). Companies can commence their efforts through creating sturdy relationships with higher institutes of learning in the region and with credible universities in the world encompassing reputations for superb graduates with the needed project management and engineering skills pertinent to success of the company. According to Jeffs (1997: 96), several young workers are much more generally cognizant than the baby boomer generations. These people frequently search for more than a salary or income in employment and do identify with organizations that support their individual values and beliefs. Young workers love and desire to be challenged in their work at the vanguard of novelty.

To absorb young people into employment system, firms in the gas and oil industry, Qatar Petroleum included ought to be equipped or geared up to illustrate how their organization attains their stipulated corporate mission, culture and values (Dibble (1999:39). This must be without fail reflected on the company’s website, in job postings, advertisements and conveyed team members that are able to elude the organization image. Additionally, coming up with a brand identity, such as technology and talent may assist young workers view the firm as a preferred employer thereby seeking to be hired by the organization. Holbeche (1999:168) stated that recruiting well dedicated candidates to any company necessitates exceptional strategies, frequently tailored to magnetize workers from competing organizations. Companies should, again, demonstrate the sturdy benefits as well as values the organization provides to its workers. Firms are able to attract or magnetize and retain talented, experienced and highly skilled workers via provision of personalized compensation plus benefits packages, which cater for an individual’s special necessities (Pritchard 2007:105). Similarly, effective recruitment practices or strategies come down to nothing other than trust. Therefore, adhering to these recruitment strategies and making use of recruitment most excellent trends will enable firms in the gas and oil industry, such as Qatar Petroleum to connect with and get fresh employees into the organization.

Taylor (2002:133) argued that retaining creativity and talent is the foundation of any effective recruitment strategy. An organization can never maintain successful operation if it can never retain its cream workers. Therefore, outstanding employee retention as well serves as a way of recruiting new workers by clearly demonstrating the commitment the company encompasses to its employees. Companies have the ability to develop employee retention and enhance its existing workforce through setting up a cross-functional mentorship plan (Taylor 200:136). For instance, such a retention program could entail highly experienced senior workers, working together with the next level of workers in the epitope of their career to share indispensible skills, thereby training the next generation to the top level management of the organization. A mentorship program as well permits the competencies and on-the-job training to be an essential part of the company, giving workers a sense of possession and thus lessening probable downtime incase employees leave. By offering a glance into their expectations or opportunities, the organization will be giving power to workers to learn and even create a pathway for innovation in the company. This particular strategy will serve as a mechanism for motivating workers to be successful and stay with the company (Taylor 2002:139).

Companies, such as Qatar Petroleum extracting gas and petroleum products in secluded locations ought to be much more aggressive to select and retain indispensable talent. These firms should target the personal necessities of the possible candidates and demonstrate the values of working in such remote locations plus providing workers with munificent allowances packages. These may comprise corporate housing, on-site facilities, payment of tuition for employees obtaining advanced certifications and degrees, higher holiday and vacation time together with other perks to assist link probable workers to the organization and the isolated region. Taylor (2002:85) further asserted that when firms develop better employee retention rates, they maintain an elevated level of capability and lessen expenses related to recruiting and training replacement workers. By establishing or widening employee incentive programs, the Organization will moderate employee turnover rates as well as any cost linked to employees’ replacement (Taylor 2002:85).

4.0  Methodology

The objective of study is to collect suitable facts that will offer pertinent information on the recruitment and retention strategy used by Qatar Petroleum for its employees in Halul Terminal. To attain this, the research will be mainly based on an amalgamation of Questionnaires administration along with wide literature review. The logic behind employing this multi-method approach is to guarantee some degree of precision in the research outcomes (Bell, 1999).

The reasons for choosing questionnaire as the primary research method include the following:

-The information collected is standardized and consistent and thus simple to evaluate

-The information can be collected fast for a huge number of respondents

-It makes possible for one to compare findings with other related surveys employed in other places or institutions.

-Respondents may perhaps answer in secret, which may result into more honest answers

-A single individual can conduct the entire process, provided he or she encompasses the needed skills.

3.1Questionnaire Administration

Designed questionnaires will be administered to a hundred employees already identified from Qatar Petroleum Company, fifty of which will be new recruits. The key objective of administering questionnaires to employees will be to understand the recruitment and retention strategy used by Qatar Petroleum Company. The questions will freely structured with a variety of questions established in several areas discussed in literature review, just to ensure that each and every salient area to this research project is covered. The questionnaires will be designed in a unique way to only uncover facts from the employees and not their personal opinions, which are frequently variable, undependable and always subjective.

3.2 Insightful Secondary Research

Apart from administration of questionnaires to achieve the primary research objective, secondary research will be carried out as follows; the researcher will conduct a profound literature review on applicable sources, such as e-books, journals, books, archived data sets, and official company’s information. Saris and Gallhofer (2007:8); Stewart and Kamins (1993:1) stated that literature review is advantageous in numerous ways. First and foremost, it enables rapid and tested answers as the researcher depends on the existing body knowledge. Secondly, the method is time saving because the researcher never have to set aside extra time for collecting information in the field.

Secondary research method as well helps in authenticating and interpreting data acquired from primary methods, such as in-depth interviews or questionnaire administration (Creswell 1994; Burke 2009). What’s more, with a number of organizations currently online, secondary method as well facilitates an easy way of accessing research information. There are though various setbacks associated with secondary research method which the researcher will be much more aware of throughout the research process. These comprise; the research quality may not accurately match up with researcher’s set objectives; the validity and consistency of the research data may not be precise as the secondary materials contain information researched in dissimilar times (Oppenheim 1992). Mindful of these drawbacks, the researcher will be cautious to choose literature materials that address the specific demands of the topic under investigation.

5.0  Reflection

In conducting this research project, the researcher is mindful of several drawbacks that may be encountered in the way of the research. First, time could be a major setback if not managed appropriately. Due to the multi-method being espoused, there is much reliance upon the availability of respondents and there priorities plus sense of urgency may not always concur with that of a researcher. Secondly, the accessibility of pertinent secondary research materials may be another hindrance to this research. One of the setbacks of secondary research is lack of control on the precise information that can be used in analysis as a researcher is restricted to rely solely on already obtainable researched data. That said, the researcher is as well aware of the potential bias in the interpretation of collected data. According to Corbin and Anselm (1990), a researcher ought to be mindful of bias emanating from past knowledge during interpretation of research data.

6.0 Conclusion

This research will employ both primary and secondary methods of data collection. The ultimate interpretation of the findings will help in making well-versed deductions on the recruitment and retention strategy used by Qatar Petroleum for its employees in Halul Terminal. On receiving feedback regarding this proposal from the university, the next step will be to conduct data collection process beside compilation of important literature materials.

6.0  Time Schedule

The Gantt chart below indicates the major activities as well as timelines related to this research project:

ID
Task Name
July/Aug 2010
Aug 2010
Sept  2010
Sept 2010
Sept./ Oct 2010
24/07
06/08
/10/08
20/08
30/08
01/09
09/09
12/09
20/09
30/09
10/10
1.
Abstract Review

2.
Literature review

3.
Interviewing & Document search

4.
Data Analysis & evaluation

5.
Write up dissertation

6
Submit dissertation

Bibliography

Bell, J. (1999). Doing your research project, 3rd Edition. Maidenhead, Open University Press

Burke, J. (2009). Qualitative research. Retrieved on April 23, 2010 from

http://knol.google.com/k/chapter-14-qualitative-research

Corbin, J. & Anselm, S. (1990). Basics in Qualitative Research. Belmont: Sage

Publications

Creswell, J. W. (1994). Qualitative & quantitative approaches. California: Sage

Publications.

Diane, A. (2001). The employee recruitment & retention handbook. Broadway, NY; Amacom.

Dibble, S. (1999). Keeping your valuable employees, retention strategies for your organization. NY; John Wileys & Sons.

Dossenbach, T. (2007). Employee recruitment & retention. [Online] Available < http://findarticles.com/p/articles/mi_m3156/is_3_112/ai_n25003475/>

Global Market Direct. (2009). Qatar Petroleum exploration & production forecasts & analysis. [Online] Available < http://globalbb.onesource.com/SharedScripts/Reports/FetchAR.asp?Process=CP&DocID=15107520&file=file.pdf>

Holbeche, L. (1999). Aligning human resources & business strategy. Linacre House, Jordan; Elsevier Limited.

Jeffs, A., & Jeffs, T. (1997). Young people & the youth service. 9 Park Street, Boston; Kegan Paul & Routledge Limited.

Oppenheim, A. (1992). Questionnaire design, Interviewing & Attitude Measurement.

NY: Basic Books, Inc.

Pritchard, C. (2007). One hundred & one strategies for recruiting success. New York; Amacom.

Saris, W., & Gallhofer, I. (2007).  Design, Evaluation & Analysis of Questionnaires.

Hoboken, NJ: John Wiley & Sons.

Stewart, D. & Kamins, M. (1993). Secondary Research: Information Sources & Methods.

California: Sage

Taylor, S. (2002). The employee retention handbook. Trowbridge; The Cromwell Publishers.

Appendix I

Questionnaire Form
A: Personal Data

Q1) Age…………………………………………………………………………………………………………….

Q2) Sex……………………………………………………………………………………………………………..

Q3) Education level…………………………………………………………………………………………….

Q4) Experience…………………………………………………………………………………………………..

B: Recruitment

Q1) Do you think the company follows the required recruitment procedure(s)?

Yes ?              No ?

Q2) How often does this company recruit employees?
? Very often         ? Often        ? Rarely       ? Unheard of
Q3) What made you attracted to this company as your employer?

…………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………

Q4) What is your current perception regarding this company?  Please explain,

? Bad          ? Good  ? Excellent

…………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

C: Retention

Q1) For how long have you been working in this company?

? Less than a Year  ? More than a Year ? Five Years ? More than Five Years

Q2) What makes you motivated in successfully doing your job in this company? Briefly explain.

?  Vacation & Holidays

?  Payment of tuition by the company to advance your education

?  Corporate Housing

?  Other on-site amenities

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Q3) Does working with this oil and gas company satisfy your personal needs?

? Yes              ? No               ? Am not sure            ? Confidential

D: General Comment

Q1) Please provide a brief comment on what needs to be done on the recruiting process and incentive program for posterity of this company?

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

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