HR Planning and Recruitment - EMAAR - Case Study Example

HR Planning and Recruitment Name: Tutor: Course: Date: Table of Contents HR Planning and Recruitment 0 Name: 0 Tutor: 0 Course: 0 Date: 0 Table of Contents 1 HR Planning and Recruitment 2 About EMAAR 2 Mission, Vision, Goals and Objectives 2 An organisation chart and a brief description of the structure of the organisation 2 Figure 1: EMAAR Organizational Chart 3 Human Resources Plan 4 The strategic plan, HR plan and organisational structure 4 Five key Human Resource challenges arising from EMAAR Strategic Plan 4 Internal and external factors influencing the workforce profile and future HR requirements 5 UAE HR trends for 2013-2014 likely to impact EMAAR business 6 One long term issue that needs to be addressed in their strategic human resource plan 7 References 8 Al Yahya, K. O. (2011). Managing human resources remains challenge to growth. The National. Dubai. 8 EMAAR. (2014). Mission, Vision, Strategy, Values. Dubai. 8 Randeree, K. (2013). Challenges in Human Resource Management and Organisational Development in the Arabian Gulf: An Analysis of National Identity and Diversity, The International Journal of Interdisciplinary Social Sciences, Vol 2(5) pp.49-56. 8 HR Planning and Recruitment About EMAAR EMAAR was established in the Emirates in 1997 and is a provider of premier lifestyles as well as global property developer. It specializes in master planning and value addition to communities. Some of the major projects are 500-acre Burj Khalifa, Dubai Mall and Dubai Fountain. The expertise and vision is extending to global markets like Saudi Arabia, Egypt, Pakistan, Canada and the USA. The group also has extensive forays in leisure and hospitality such as Armani hotels and resorts and the EMAAR Hospitality Group LLC (EMAAR 2014). The company has a long term plan of expanding into the core business areas of high quality and innovative real estate development. EMAAR has build value in the government of Dubai. Mission, Vision, Goals and Objectives Mission: EMAAR has a mission of transforming into a global, one-stop solution provider for lifestyle which includes education, industry, homes, play, work, leisure and finance. Vision: To be one of the most reputed lifestyle developers globally expanding outside real estate Strategy: To become one of the reputed firms in the world by adopting business segmentation strategies so as to develop different growth engines arising from diverse business clusters. EMAAR Group PJSC is the single entity that individual companies grow and converge. Values: Open communication, customer focus, trust, fairness, integrity, social responsibility, positive work environment, employee development, speed innovation and implementation (EMAAR 2014). An organisation chart and a brief description of the structure of the organisation The structure is a three tier involving the board of directors, corporate office and international units. The board of 10 directors is led by the Chairman assisted by the vice chairman. Head of Internal Audit and the Managing director are among the 10 directors. The corporate office under the managing director has the CEO, Group CFO and the Company/legal secretary (EMAAR 2014). Each of the 7 international units LLC has a chief executive officer based on democratic leadership. The EMAAR organization structure is as shown in the following page. Figure 1: EMAAR Organizational Chart Human Resources Plan The human resource plan provides details on resource needs, job evaluation and description, employee selection and hiring, remuneration and motivation, retention and training, quality and continuous improvement. The resource needs are identified depending on the various portfolios and number of job openings. Job evaluation and description identifies the various roles and responsibilities of the applicant and whether the qualifications conform to the roles (Abdulfattah & Ihsan, 2013). Selection and hiring comprises of getting the right qualification and experience for the stated roles. Hiring and selection also include the salaries or wages for the number of resource persons hired. To be sustainable, the existing and new personnel have to be rewarded and motivated to keep their morale and work commitment high. Lastly, the plan addresses retention of employees through training and continuous professional development (EMAAR, 2014). The strategic plan, HR plan and organisational structure The strategic plan for EMAAR is to become one of the reputed firms in the world by adopting business segmentation strategies. It also means developing different growth engines arising from diverse business clusters. The business reputation and growth are issues addressed through an effective HR Plan. The plan ensures selection, recruitment and hiring of personnel with the right qualification and experience in hospitality, construction and leisure. Employees with teamwork, right competencies and dedication will maximize returns of the company and improve its reputation or image (Randeree, 2013). The company’s strategy is to expand and diversify business clusters by opening more opportunities for employment which will be addressed by an HR plan. The organization structure augments the strategic and human resource plan by providing leadership and financial resources. The type of leadership determines the culture and retention of employees. Five key Human Resource challenges arising from EMAAR Strategic Plan i) Employee recruitment and hiring: The Company intends to expand into the global community by creating space and materials resource for more malls, hotels and leisure resorts. It has diversified into various countries in the Middle East and North America. To maintain its reputation and good image abroad, the firm needs to have the right people for the right job (Cornwell, 2013). These must ensure qualification of those hired meet the description, roles and responsibilities of work. The method of selecting key human resources will affect the culture and reputation of the EMAAR. Open and competitive vacancies means that the company is committed to attracting talent and satisfying their personal and group engagements. ii) Remuneration and Motivation: EMAAR has a great opportunity and challenges as it diversifies to other countries. Different countries have varying minimum wages that must be adhered. The company is compelled to comply with these regulations. Motivation also means providing favourable environment, safety and health, sound leadership, and fair wage. iii) Diversity and Inclusion: The strategy of the company is to have an expanded workforce to meet the changing needs of international customers. Inclusion entails hiring from diverse groups like races, ethnic groups, age, gender and religious affiliation. Hiring in consideration of diversity will promote cohesion and appreciation of the company as tolerant and considerate to all people from all works of life (Yaseen, 2013). iv) Training and Retention: The Company has to be committed to high standards of employee morale and knowledge. Workers who are not inducted or taken through on-the-job training programs are bound to lose on efficiency and productivity. Training is a critical issue to the company if it does not provide continuous professional development to its staff. The hospitality industry has high standards as it relies purely on customer perception of the staff members. v) Occupational safety and health: The Company is responsible for provision of favourable work environments that encourages employees to work. Their health is important in their retention, workmanship claims, satisfaction and commitment. Poor work environment means high employee turnover (Cornwell, 2013). Internal and external factors influencing the workforce profile and future HR requirements Internal factors: i) Leadership structure: The style of leadership will influence how employees respond and act to directions and needs. An autocratic structure will likely render employees fearful of the boss while the democratic style encourages dialogue and bottom level decision making. ii) Organizational culture: This entails the attitudes; values and beliefs employees have on their superiors and vice versa. A culture where the senior management look at their employees as mere ‘rubber stamps’ will see them reluctant to act on their issues (Abdulfattah & Ihsan, 2013). A company which employees treat their supervisors and managers with respect and high regard emanates from an inclusive structure. External factors iii) Technology: Technology has influenced selection, remuneration and communication with employees. Social media and e-mails have become a new recruiting site and also serve to obtain talent. Mobile phone technology is also important in communicating directly with junior employees (Al Yahya, 2011). Efficiency and effectiveness of employee management has improved. iv) Economic factors: The level of economic development, inflation rates, interest rates and unemployment rates determine resource needs. Countries with higher unemployment rates have many competent workforce willing to work for lower wages than in countries experiencing lower unemployment rates. v) Environmental factors: Employee work environment both physical and psychological, will affect their productivity. The environment should be safe and healthy to reduce workplace injuries and claims. Employees also like the workplace free from harassment and intimidation (Abdulfattah & Ihsan, 2013). UAE HR trends for 2013-2014 likely to impact EMAAR business i) Talent search: There is a trend to balance employees in the Emirates by employing more of its citizens. The focus on nationals is set to increase their numbers by 4 percent annually and managed as talent group that is separate (Yaseen, 2013). ii) Forced positive discrimination: This has completely failed in the UAE as employers recruit UAE nationals who are not productive but indirectly arrange for expat workforce from other organizations. iii) Work commitment: A sizeable number of nationals lack interest of work and leave after six or nine months of employment. iv) Gender inequality: The general trend of employment men more than sourcing for women expertise is still high (Al Yahya, 2011). v) Remuneration: Local employees with no interest on work are offered higher salaries to remain working. Companies in UAE have different salary scales for local workforce and expat workers. Performance related pay and bonuses have increased in the last two years. One long term issue that needs to be addressed in their strategic human resource plan The work environment is likely to influence the reputation and perception of the company in the long term. Many expat workers have had to surrender their passports with many employers as a show of commitment. Various human rights violation; harassment and mistreatment have been reported with subsequent actions of companies going unchecked. Employees will feel left out or mistreated creating higher turnover levels (Abdulfattah & Ihsan, 2013). The talent that was sought remains discouraged and not committed to work. The strategic plan should include employee diversity and ingrain in its values. References Abdulfattah, Y. & Ihsan, Y. (2013). Human resource diversity in the United Arab Emirates: empirical study, Education, Business and Society: Contemporary Middle Eastern Issues, Vol. 6 Iss: 1, pp.15-30. http://www.emeraldinsight.com/journals.htm?articleid=17087465 Al Yahya, K. O. (2011). Managing human resources remains challenge to growth. The National. Dubai. http://www.thenational.ae/business/industry-insights/economics/managing-human-resources-remains-challenge-to-growth Cornwell, A. (October 3, 2013). Conference in Dubai highlights recruitment challenges. Gulf News. Dubai. http://gulfnews.com/business/emiratisation/conference-in-dubai-highlights-recruitment-challenges-1.1239022 EMAAR. (2014). Mission, Vision, Strategy, Values. Dubai. http://www.emaar.com/index.aspx?page=about-mission Randeree, K. (2013). Challenges in Human Resource Management and Organisational Development in the Arabian Gulf: An Analysis of National Identity and Diversity, The International Journal of Interdisciplinary Social Sciences, Vol 2(5) pp.49-56. http://iji.cgpublisher.com/product/pub.88/prod.351 Yaseen, Z.K. (2013). Clarifying the Strategic Role of the HR Managers in the UAE Educational Institutions. Journal of Management and Sustainability; Vol. 3, No. 2. http://www.ccsenet.org/journal/index.php/jms/article/viewFile/22267/15855 Other online sources http://www.emaar.com/index.aspx?page=about-mission-employee http://www.emaar.com/Emaar.Upload/EMR-SINGAPORE-EN-US/CMS/Management_Structure_FINAL_March_11_2014.pdf Read More