REPORT
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Proposal
Understanding the deliverables
There are several deliverables in the research. First, we have the significant features of Oman labour market and how they respond to dynamic market conditions which gives us a broader picture on Oman labour market. Secondly, there are talent planning activities that will help build the organization performance of the company, which provides us with an overview of the general talent activities that can help in enhancing the performance of the organization.
Thirdly we have human resource planning and talent management strategies and how these contribute to the development in Oman Oil Company which shows us on the position of tis company about how they embrace talent management and whether their activities lead to better performance of the company. Besides, there is a reflection on the learnings from the assessment and the challenges encountered in the preparation of the evaluation, which shows the lessons learned and challenges faced in the assessment. Finally, there is a set of recommendation to enhance human resource planning and talent management strategies and how these contributes to the development of the organization, which shows a possible recommendation on the same.
General Overview
The proposed plan will be to critically evaluate the literature on Oman labour market, the core talent planning activities that will help build the organization performance of the company, human resource planning and talent management strategies and how these contribute to the development in Oman Oil Company and a set of recommendation to enhance on human resource planning and talent management strategies that contribute to the development of the organization.
Time for completion of tasks
To critically appraise the significant features of Oman labour market and how they respond to dynamic market conditions – 1/11/2020
To generate a set of recommendation to enhance human resource planning and talent management strategies and how these contribute to the development of the organization-6/11/2020.
Data sources and the references to be used
Francoise, D. B. (2015, September). Demography, migration, and the labour market in Oman. Retrieved from Europe University Institute: https://cadmus.eui.eu/handle/1814/37398
Oman Oil Company SS.A.O.C.(OO.O.C.. (2015). Oman Oil Company SS.A.O.C.(OO.O.C… Retrieved from NrgEdge: https://www.nrgedge.net/company/oman-oil-company-saoc-ooc
Reinforcing competitive advantage through green organizational culture and green innovation. (, 2018). Service Industries Journal, 38(7-8), 467-491. doi:https://doi.org/10.1080/02642069.2017.1402889
Table of Contents
Understanding the deliverables
Data sources and the references to be used
Human resource planning and talent management strategies in Oman Oil Company
Introduction
The Omani labour market has 2,544,115 workforces in the labour market, which is an increase of 5.6% from the predecessor years (Sharma & Sharma, 2018). The sectors that positively contribute to the economy of Oman include; transport and logistics, mining, fisheries, tourism and manufacturing. For these sectors to keep providing job opportunities and be competitive in the market, they have to implement strategies that could improve the performance of the organization. This paper describes the features of Oman labour market and how they respond to dynamic conditions, background information on Oman Oil Company, a proposition of talent planning activities that build the organization performance, human resource planning and talent management strategies in Oman Oil Company and their contribution to the company’s performance and a reflection of the learnings from the assessment.
Aims and Objectives
- To generate a set of recommendation to enhance human resource planning and talent management strategies and how these contribute to the development of the organization.
Research methodology
Only secondary sources will be used in the research. No data will be collected from the organization.
Oman Labor Market
The Omani labour market has 2,544,115 workforces in the labour market, which is an increase of 5.6% from the predecessor years (Francoise, 2015). Though there is an increase in the labour force, the market growth rate had decreased from 8.96% in 7 years (2011-2017) to 5.6% in 2017. The unemployment rate overall is at 16% while that of the youth is at 49% (Belushia, Salim, & Natarajan, 2018). Most of the unemployed are under the age of 25, which is the prime working years. The consequence of youth unemployment is that their skills are depreciating every year, and the more they stay unemployed, the more difficult it becomes in finding employment services.
The Oman labour market is a gender-balanced market where both men and women participate in the workforce. The rate of employment in women increased to 24.5% in 2016, while the rate of men employment slightly reduced from 83% to 79% (DeeGest, Corthals, Vinck, & Keppler, 2017). An increase in the employment rate of women has given them power and sustainability, enabling them to vie for parliamentary seats. Twelve women, in 2016, were appointed in the State council while one was elected in Shure Council in the previous year. However, the contribution of women to the labour market remains to be minimal.
Besides, just like other nations, the number of expatriates has increased. As of today, they make up to 41.9% of the overall workforce. The expatriates are no longer considered as a temporary guest, as stated in the Kaplan system. However, they can be a permanent residence. Therefore, the employers do not have to pay for certification of the expatriate’s hence higher employment rate for them. A policy known as No Objection certificate that was developed to ensure that the expatriates provide certification of previous employment so that they can switch from one company to another was removed by the Royal Oman Police in 2020. The decision will come into working as of January 1st, 2021 (Francoise, 2015). The impact of the decision on the labour market will be increased competition and high labour quality since the experts will be able to work in companies where they are well equipped.
The Oman labour market has adapted and enforced four of the eight international labour standards which include: Forced Labor Convention which came into enforcement in 1998; Abolition of Forced Labor Convention which came into enforcement in 2005; Minimum Age Convention which was enforced in 2005 and Worst Forms of Labor Conventions that was enforced in 2005 (Sharma & Sharma, 2018).
The Decent Work Country Programmed (DD.W.C.P. to improve the labour market has set on three significant priorities. They include; developing entrepreneur skills and development of a National Employment Policy, enhancing social protection and adhering to the international Labor Standards and other policies such as gender equality in the labour market (Sharma & Sharma, 2018).
There are five significant sectors in the economy of Oman, and to boost the labour market, they have to be considered. The boosting of the labour market is providing more job opportunities in those sectors. These sectors are manufacturing, tourism, fisheries, transport and mining sectors. In the manufacturing sector which makes a total of 9.8% in the GG.D.P.is set to have a project known as Lisa Plastic Industries Complex which will create 13000 jobs, and in transportation and logistics sector which makes up to 6.2% of the GG.D.P.is providing 80,000 job opportunities through ‘Duqm’, railway project and 95km2 South Albanian Logistic area. Oman has highly invested in the tourism sector; thereby, more job opportunities are expected to increase GG.D.P.from 2.4% to 3.3% in 2020. Twenty thousand jobs are expected from the fisheries sector by improving the capacity of productivity while more jobs from the mining sector are also expected due to discoveries of more reserves (Sharma & Sharma, 2018).
Oman Oil Company
Background Information
Oman Oil Company is a petroleum company whose location is Oman. It is fully government-owned. Its headquarters are located in Muscat, Oman. The proposition of the Omar Oil Company was done in 1992 while the establishment of the company was held in 1996 (Oman Oil Company SS.A.O.C.(OO.O.C., 2015). In 2010, it merged with JJ.B.F.industries to produce Terephthalic acid. In 2013, OO.O.C.The company signed an agreement with BB.P.Industries to extend the production of the Khazzan gas field. In 2014, CC.E.O.(Ahmed Wahaibi) was arrested for bribery and corruption. A new CC.E.O.(Musab bin Abdullah Al Mahruqi) was appointed. The company is involved in exploration and production of gas, generation of power, transport and infrastructure of energy, refining of oil and manufacture of petroleum chemicals. In addition, the company plays a key role in the diversification of Oman’s economy and the promotion of private and foreign investment.
The main objective of the company is the creation of job opportunities within Oman, develop talents in business and professional careers and optimization of resources. In sultanate, the company is mostly focused on the oil and gas sector. The projects in the company are bold on four pillars which include; Talcum Investment Company, Oman Oil Company Exploration and Production, Oman Oil Facilities Development Company and Oman Duqm Development (Sharma & Sharma, 2018). Through participation in the development of numerous projects, the company creates more employment opportunities in the company and auxiliary companies involved. The company is also venturing in energy chain value outside Oman to provide alternate revenue source in Oman.
Talent management strategies
Talent management is the process of recruiting, developing and enhancing the most valuable human Resource. Human Resource plays an important role in talent management. The main purpose of talent management is to ensure that the highly skilled employees are retained, and each employee is assigned duty or a task in the department that they can both perform highly on. Talent management strategies are important in the sustainment in the highly competitive market and the performance of the organization. There are different strategies used in talent management which include; the buy method, the build method, the cocktail mix method and use of motivation (Gurlek & Tuna, 2018).
The buy method is where the employer buys an expert from outside. The expert will bring new ways and techniques of business handling. The method is highly efficient is there is a change that is to be impacted in the company. If experts on the sector are outsourced, the company’s performance will be enhanced since they will impact their skills on the collages they are working with (Gurlek & Tuna, 2018).
The build method is where the company trains and develops employees to perform certain tasks. Training enables the employee to know the exact role he is supposed to carry out and ho he is supposed to carry that task out. Training of employees also sharpens their skills on that particular task and thereby enhancing productivity, thus improving organizational performance (DeeGest, Corthals, Vinck, & Keppler, 2017).
The cocktail method involves the integration of both ‘buy’ and ‘build’ method. When the experts are outsourced, they could provide training to the existing employees and thus impacting skills and knowledge to them. Therefore, improving the performance of the company and adapting to change in the company too.
Use of motivation in the organization. Motivation enables the employee to carry out their tasks keenly and enthusiastically. In addition, it enables the employees to put more effort into their work, thus making their skills better, which improves their abilities and the performance of the organization. Motivation also leads to the retaining of the highly skilled employees since they are well compensated for their work. In case any company bides them, they will not accept the offer since they are well compensated (Rottenberg & Morris, 115- 127).
Human resource planning and talent management strategies in Oman Oil Company
Human resource planning is the process of identifying the number of employees required in a certain company and the skills required to achieve the company’s goals and objectives. Public sectors are involved in traditional approaches in human resource planning while most private sectors are involved in new approaches such as Resource-Based view which mainly focuses on the type of skill an individual has.
Oman Oil Company employs around 2000 people every year. Human Resource Management (HH.R.M. is highly involved in the recruitment and selection process of the employees in the Oman Oil Company .Since it is the leading petroleum company in the industry the recruitment must be thorough. The HH.R.M.incorporates the policies of the company in the process. Employees are recruited and selected based on the type of skills and the number of people required in that particular sector. According to Digest et al. (2017), HH.R.M.recruitment process shapes the performance of the organization. And the implication of a thorough employee recruitment process leads to high productivity hence high profitability.
In addition, the HH.R.M.in the company has developed a systematic appraisal process once every year. The appraisal of the employees is done by their superiors, for example, the supervisors, the managers involved. The appraisal comprises of employee’s personal details, job description, performance evaluation, achievement evaluation, target evaluation and recommendation. The appraisal is not only based on the results but lost on the behaviour and interpersonal skills in general. The importance of appraisal is that one is able to know exactly what they need to do to improve on their performance and where exactly they need to correct to provide a healthy environment for his collages. Once the evaluation is done, proper corrections, and adherence to the recommendation, then the performance of the organization increases.
HH.R.M.also offers training and qualifications of national Oman members through Romanization project. Omanization is the process of employing Oman nationals. The training imposes tailored skills on exactly what is supposed to be done in a certain department. For example, in the oil and refining department, skills on the particular technologies used to refine oil and other petroleum chemicals. According to Rottenberg et al. (2017), training enhances the organizational performance, thereby increasing productivity a d profitability of the company. When the employee skills are sharpened, their performance is high, thereby enables the company to sustain the competitive market according to Tuna and Gurley (2018).
HH.R.M.also focuses on reward giving, which acts as an incentive. The employees are highly motivated by the incentives that they perform their tasks to their level best. Giving rewards and motivation enables the highly skilled and talented employees to stick with the company and thereby continued high performance. However, a lack of incentives could lead to those higher and talented employees to leave the company for another. Giving motivation also helps in sharpening the skills since an employee will go the extra mile to do his job in order to obtain the incentive. In addition, according to Analogue (2017), once the employees are motivated, they perform their tasks enthusiastically and efficiently improving the performance of the company. The incentives could be in different forms such as salary increment, bonus attainment, additional roles or even luxury, such as free vacation or trip.
Reflection
After careful evaluation of the impact of talent management in an organization, I realized that it is important for every organization to embrace the skill of talent management in their day-to-day activities. Involving other activities such as systematic appraisal system, proper recruitment and selection process, use of incentives and motivation, and training of the employees, will lead to improved performance of the employees hence leading to high profitability in the organization. The challenge encountered in the preparation of the assessment was collecting and matching reliable sources to the objectives and concepts stated.
Conclusion and recommendation
In conclusion, Oman labour market has a very high potential for growth and Oman Oil Company too. This can be achieved by adopting talent management and human resource planning strategies such as systematic appraisal system, proper recruitment and selection process, use of incentives and motivation, and training of the employee. Incorporating this strategy will not only provide a healthy environment for the workers but also improve organizational performance.
References
Belushia, H., Salim, M., & Natarajan, R. (2018). ASSESSMENT OF OMAN’S LABOUR MARKET AND EMPLOYMENT OPPORTUNITIES AMONG GRADUATE IN SHCT. Assessment of Oman. Retrieved from https://www.researchgate.net/publication/328305960_ASSESSMENT_OF_OMAN’S_LABOUR_MARKET_AND_EMPLOYMENT_OPPORTUNTIES_AMONG_GRADUATE_IN_SHCT
DeeGest, S., Corthals, P., Vinck, B., & Keppler, H. (2017). Prevalence and characteristics of tinnitus after leisure noise exposure in young adults. Noise and Health, 16(68), 26-33. doi:https://doi.org/ 10.4103/1463-1741.127850
Francoise, D. B. (2015, September). Demography, migration, and the labour market in Oman. Retrieved from Europe University Institute: https://cadmus.eui.eu/handle/1814/37398
Oman Oil Company SS.A.O.C.(OO.O.C.. (2015). Oman Oil Company SS.A.O.C.(OO.O.C. Retrieved from NrgEdge: https://www.nrgedge.net/company/oman-oil-company-saoc-ooc
Reinforcing competitive advantage through green organizational culture and green innovation. (, 2018). Service Industries Journal, 38(7-8), 467-491. doi:https://doi.org/10.1080/02642069.2017.1402889
Rottenberg, J., & Morris, B. (115- 127). Heightened Reward Learning Under Stress in Generalized Anxiety Disorder: A Predictor of Depression Resistance? Journal of Abnormal Psychology, 124(1). doi:https://doi.org/ 10.1037/a0036934
Sharma, N., & Sharma, A. (2018). Relationship Between Employee Motivation And Performance Of The Employees Working In Retail Sector In Jaipur. Journal of Management Engineering and Information Technology, 4(2), 2394-8124. Retrieved from http://oaji.net/articles/2017/2725-1494681177.pdf