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This Assignment examines one of the human resource areas i.e., recruitment and selection practices of the Shell Group of companies.

Extracts from this document...

Introduction

Table of Contents Abstract.....................................................................................Page i Acknowledgement........................................................................Page ii 1.0 About the Company Page 5 2.0 The current recruitment and selection practices Page 8 3.0 The advantages and disadvantages of these current practices . ...Page14 3.1 Internal recruitment Page14 3.2 Internet Recruiting and computerized process ....Page15 3.3 In-house recruitment..........................................................................Page16 3.4 Group exercises and group discussions...................................Page18 3.5 Structured interview.........................................................Page18 4.0 Conclusion Page20 Abstract: This Assignment examines one of the human resource areas i.e., recruitment and selection practices of the Shell Group of companies. We examine how Shell is implementing its concept of fairness and equity as a fundamental value in the management of its human resources. By explain the criteria used for recruiting and selecting process at Shell, we answer the question. What Shell looks for in candidates? We look into the Shell's current Recruitment Process which helps the reader in understanding the different alternative routes to start a career in Shell, which may lead to a permanent job. The critical evaluation brings out the advantages and disadvantages in Shell's current practices. Based on our research we recommended two suggestions that can be incorporated into Shell's current recruitment and selection practices, which would enhance their current system, in the competitive world on head hunting. ack About the company: The Shell Group is a group of energy and petrochemical companies, operating in more than 140 countries and territories with a total asset value of $193.83 billion, and employing more than 119,000 people. (Forbes.com Inc, 2005) "Shell's activities today span different businesses across the energy spectrum with exploration and production, oil products (manufacturing, marketing and distribution), chemicals, gas and power and renewables (forestry, biomass and solar energy). Supporting these businesses is 'Shell Services International', a shared services organization offering transactional services and in-house consultancy." (Mahieu .C, 2001) "At the heart of these businesses is the principle that Shell companies in each country should be independent, operating as part of the local community. ...read more.

Middle

And at the end of the challenge, if one has performed to an appropriate level, demonstrating all the qualities that shell are looking for in their people, then they might receive an offer of a full-time position upon graduation. Internship (Option C) A Shell Internship offers young prospects the opportunity to gain some truly valuable work experience, while discovering first hand whether Shell could be the place for the participant to start their career. These paid internships, may be of the duration of eight weeks to 12 months. At the end of the internship, if the participant's performance and delivery meets shells expectations, he could leave shell having secured an offer for a full-time position at Shell for when he graduate. (www.shell.com/careers) The advantages and disadvantages of these current practices There are many ways to recruit and select right candidates for the job. The method a company chooses will depend on the time and resources of the company and the nature of its business. Internal recruitment Shell values long-term employment relationships. They help employees develop their skills and enhance their careers. When positions become available Shell first look to their current employees. (www.shell.com). The advantages are: According to Breaugh , relying on internal sources offers a company several advantages. "First, it generates a sample of applicants who are well known to the firm. Second, these applicants are relatively knowledge able about the company's vacancies, which minimizes the possibility of inflated expectations about the job. Third, it is generally cheaper and faster to fill vacancies internally." ( Noe., 1999) This practice enhances the job satisfaction of current employees by maximizing their chances of promotion and by improving the person to job matching via internal transfers. It even reduces the need for external hiring which in turn reduces the cost for generating and processing of many applications. ( Noe, 1999) The disadvantages are: It is not advisable for a firm to just look at internal sources for recruitment. ...read more.

Conclusion

(Gunn,1998) Maximize the use of employee referral programs and print advertising for channels of recruiting. In the growing economy, companies such as Shell, which operates in more than 100 countries the demand for new talent continues to grow. However, the number of people with the right mix of skills available to fill the responsibilities of the open positions is failing to grow at a similar rate. The disconnect between the number of vacancies and the talent available to fill these vacancies is already prompting for more effective recruitment and selection processes. THE OPTIONS Shell Group has a number of strategies they can turn to in the effort to attract talent to their organizations. The typical channels Shell chooses are: the Internet, employee referral programs, print advertising, agencies, college recruiting, job fairs, executive search, as well as a number of less significant choices. The overall effectiveness of the programs by percentage of hires obtained through each channel shows a interesting fact: Source of Hire Exempt Non-Exempt Total Employee Referral 21.70% 38.30% 30.00% Print Advertising 12.20% 22.80% 24.50% Job Fairs 2.00% 10.00% 9.50% Internet 27.40% 2.00% 8.00% Agencies 6.80% 3.80% 5.20% College Recruiters 5.00% 0.50% 1.80% Executive Search 1.60% N/A 0.40% All Other Sources 23.30% 22.60% 20.60% Source: Employment Management Association's 2000 Cost Per Hire and Staffing Metrics Survey While utilizing the Internet as a candidate-sourcing tool yields the best results for exempt hires, the top two channels for candidate sourcing across the enterprise are employee referral programs and print advertising. It's also interesting to see the figures associated with the cost per hire in each channel: Source of Hire Exempt Non-Exempt Total Employee Referral $500 $70 $320 Print Advertising $2,884 $726 $943 Job Fairs $1,284 $70 $99 Internet $213 $51 $444 Agencies $15,596 $2,076 $9,187 College Recruiters $2,544 $457 $2,510 Executive Search $34,844 $7,838 $30,655 All Other Sources $182 $36 $1,734 Source: Employment Management Association's 2000 Cost Per Hire and Staffing Metrics Survey Clearly, the least expensive options are job fairs, Employee Referral Programs, and the Internet and its job boards. ...read more.

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