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The final project for this course requires students to create a comprehensive Change Management Process, including its origination and implementation. To complete this project, address the following: 

  • Choose a Middle Eastern organization in which you are currently working or with which you are familiar. Provide a brief description of the organization, including its history, number of employees, products/services, mission/vision, strategies, etc. 
  • Discuss the problem or issue confronting the organization. Why is there a need to change (e.g., falling profits, low morale, challenges recruiting talented employees, etc.)?
  • Assess the principle reasons for the organization's problem or issue. What is the root cause and what are other causes of the problem/issue?
  • Identify the intended change you propose for the organization. Detail the reasons for the change, including any research you conducted that led you to this recommendation (for instance, similar organizations in a similar situation followed this strategy, or studies indicated this was the preferred solution for other organizations in a similar situation).
  • Identify a plan to implement the change. Be clear about the steps or processes that you propose to implement this change, including any resources which may be needed throughout the process.
  • Identify the measurement/control mechanisms you would utilize to determine if the change management process is working effectively. Also include any contingency plans you would propose if/when the plan is not implemented as intended.
  • Finally, offer a brief statement about what you learned from completing this project and how your research in this course has affected your perspective/perception of change. 

SABIC: The Petrochemical Manufacturing Corporation in Saudi Arabia

Saudi Basic Industries Company (SABIC) is the Saudi expanded manufacturing corporation. The organization is lively in petrochemicals, industrial polymers, metal, chemicals, together with fertilizers. It is the largest public corporation in the region of the Middle East as well as in Saudi Arabia as listed in Tadawul (SABIC at BFA: Building the Future in Asia & China, 2016). Besides, about seventy percent of shares of SABIC is owned by the Public Investment Fund of Saudi Arabia. Individual or private shareholders of this company originate from Saudi Arabia together with some nations of 6-nation Council of Gulf Cooperation. The organization was formed in 1976 by royal decree to convert by-products of oil into essential chemicals, fertilizers, and polymers. The first chairperson of this organization was Rahman Ghazi, minister of industry and electricity, and initial CEO of this company was known as Aziz Abdul (SABIC takes major Clariant stake, 2018). Process of SABIC organization helped in transforming minor fishing communities of Jubail found in Persian Gulf along with Yanbu within Red Sea into current cities of industries. The production of this organization by 1985 stood at six point five million tons, 5 years afterward, manufacturing increased to 13 million tons (SABIC Demonstrates Innovative, Sustainable Solutions to Address Future Industry Challenges in China, 2016). Additionally, in early days of 2003 production of the company again rose to fourteen million metric tons while in early days of 2012 to above 60 million tons. The organization employees more than four hundred individuals internationally and it has sixty manufacturing as well as compounding plants in over forty nations around the globe.

Network of manufacturing processes of SABIC in Saudi Arabia comprises eighteen affiliates that support its operations in different places. Most of affiliates are founded in Al-Jubail manufacturing town within shoreline of Persian Gulf. Other two affiliates are situated in Yanbu manufacturing city within Red Sea while another is found in eastern city of Damman (Sabic cuts more than 1,000 jobs in Europe, 2-13). Moreover, SABIC is collaborates in other 3 different regional schemes found in Bahrain. SABIC remain as market chief in essential commodities such as ethylene, methanol, polythene, together with ethylene glycol. Besides, SABIC’s entirely owned supplementary, steel organization and Saudi Iron Corporation founded in Al Jubail as one of globe’s biggest wholly incorporated producers. The vision of this organization is to remain as a leading international manufacturer as well as marketer of metal together with hydrocarbon products (Saudi Aramco confirms interest in SABIC stake, 2018). Its mission is to offer unique, excellence industrial commodities and operations to its clients, attaining hope of its stakeholders through best use of its present human together with natural assets as well as utilization of state of skill expertise that is essential in maintaining safe and environmentally sound operations.

The Major Challenge: Recruiting Talented Employees to Support Operations

The major challenge that this organization face in its manufacturing operations is the challenge of recruiting talented employees to support its operations. The company faces this challenge as hiring in present society is very different when compared to a decade ago (Internal Hiring, Retention Noted as Challenges, 2016). The challenge is entire because presently the manufacturing organization work in the candidate-driven marketplace where expectations of job hunters have the bigger influence on what hiring managers have to consider during process of recruitment. Some of the challenges that SABIC faces during its process of operations include need to attract the right candidates for different vacant posts and engagement of qualified candidates (McCarthy, 2016). The idea of the management of company focusing on trying to discover the right candidates in the pool full of untrained and unqualified talent, then they discover that their options of picking the right candidate for the job are always limited. Besides, good candidates for different vacant positions in this manufacturing organization are often contacted regularly by the department of recruiters. According to Moschetto (2014), such idea makes it harder for the company’s email stand out. Moreover, hiring team of SABIC wants to hire as fast as possible because vacant posts cost huge budget of money as well as delay in operations for the company.  The process of making the hire in most cases take several months leading to a lot of pressure on recruiters together with frustrating hiring team of this organization.  

The other challenges that arise in recruitment process of talented workers by SABIC is the use of data-driven recruitment values and creating a firm brand of employers. The organization works hard in ensuring that it uses recruitment data as well as metrics to constantly improve their process of recruitment and make more informed data. However, process of gathering and processing information is the hassle for the management of this company (Van, 2013). The company has to focus on the use of spreadsheet as a way of tracking hiring data but it becomes tedious as it requires manual work that is always prone to human error and they are also not compliant. Consequently, challenge of building a firm brand of workers is a challenge for SABIC as process of having a good employer brand can help the company in attracting and engaging better candidates in operations. Moreover, another challenge that SABIC faces in recruiting talented candidates is the need to ensure a good candidate experience and fair recruitment (Hope, 2017). In most cases, candidate experience is not only essential for branding of employers, but it is also the factor when the best candidate of the company is evaluating job offers by an organization. The manner that management treats candidates during process of hiring is quite different with the way they treat them after hiring making the hired candidates tell fellow colleagues in the society to shy away from applying for vacant positions. Additionally, SABIC struggle just like other companies in Middle East to attract and ire diverse candidates and unconscious biases are often the reason (Glasscock, 2013). Failure to create an efficient recruiting process has made the company to fail in getting qualified candidates to fill the vacant positions.

Challenges in Recruitment Process of Talented Workers by SABIC

Recruitment challenge makes it tough for the company to get right candidates. Therefore, learning about challenges in recruitment together with ways to reduce such challenges can ultimately assist SABIC in attracting more candidates and that can help in increasing the company’s billing. The major reason for the issue of recruiting talented candidates are the ever-increase in competing for talent, candidates receiving different job offers by other competing companies, and clients hiring slowly (Van, 2013). In most cases, SAIC management do find the perfect candidate, but chances are that they are not the first to make an offer to an individual. There are several recruiters in the Middle East and many are reaching out to the same candidates as SABIC. Other reasons for this challenge are the pressure that the management gets to fill open positions, lack of appropriate collaboration with coworkers, and inappropriate management of job postings.

The focus on quality workforce of SABIC can rely on branding of employers as a way of curbing the challenge. The need for branding different employers is one of the real drivers that are useful in acquiring the development of talent during the process of recruitment. Branding of employers and workers can help in resolving instances of various challenges that occur in the course of looking for talented workforce during recruitment process (Chuan, Christina, Chen-Yu, & Jaw 2017). The organization has to develop the superior fleet of managers to carry out its operations of recruitment for talented labor force. Besides, SABIC has to focus on ideas of developing its placement program while upholding its standards that deal with experience high until recruitment plan become reliable amid top high education centers such as colleges together with universities.

Improvement in model of advertisement can help the company to attract a huge number of talented workforces that seeks employment opportunity. Effective progress of the appropriate plan for notice can allow SABIC to make the initial expression for different individuals (Phillips et al., 2016). In most cases, initial impression amid individuals enables SABIC Organization to operate a long mode in process of determination of attention in job opportunity that they publicize at the time. The management can set different expectations for communication by alerting and telling the candidates when they should expect to hear from the management and they can as well set reminders and use email templates to follow through with that promise. The management also needs to plan how to effectively coordinate well with candidates as a way of attracting more talented workforce to come for recruitment (McCarthy, 2017). Therefore, management of SABIC need to explain to recruiters what they expect from the interview and what the next steps are in manufacturing processes

Strategies for Overcoming Recruitment Challenges in SABIC

The organization needs to focus on different strategies that are essential in addressing the challenges that the company experiences during process of recruiting talented workforce. These strategies can include the need to improve types of advertisement and branding of company’s employers (Fister, 2015). The HR management of SABIC has the mandate of developing efficient progress daily toward the selection procedure of talented workers. Additionally, workers of the company need to undergo effective training to assist the workers to adapt appropriately to the sector of employment that keep shifting during manufacturing processes (Van, 2013). Therefore, hiring process of talented workforce stays to be the query of feelings of attitudes that focus on appropriate ideas of self-responsibilities, mindset, together with surrounding for operations.

The idea of branding of employer in HR department in SABIC form the major challenge in the process of recruiting talented workforce in the organization. In SABIC, process comprise of ideas useful in restructuring operations were the techniques are vital in conducting various operations that undergo alterations (McCarthy, 2016). Conversely, it is important for every department of the SABIC to be capable to maintain the learning curve to assist in illustrating how employer branding is vital to their operations. The company needs to target candidate personas and tailor their company’s content towards the audience. The company can aim at conducting targeted email campaigns with understanding articles together with infographics catered specifically to their operations. Furthermore, another control mechanism for this challenge is the need to identify recruiting metrics using analytics (Moschetto, 2014). It is clear that in present times, recruiters have a host of technological devices at the disposal. Therefore, idea of measuring quality of hires as well as other recruiting KPIs not only enables recruiting leaders to develop the business case for more targeted recruitment spending but also uncovers upcoming challenges along with opportunities of recruiting in the timely manner.

From the above discussion, it is clear that challenge of recruiting talented workforce by SABIC can be resolved by different measures. These measures consist of being clear concerning the requirements in company’s job ads and give the concise view of the role (Sabic cuts more than 1,000 jobs in Europe, 2013). It is important for the company to research on what motivates workers before contacting the passive candidates. Management also needs to make passive candidate happy in their job as a way of attracting more talented workforce for operations. It is evident that every company has to focus on its employer brand as a way of creating differentiation and preference in the minds of workforce that come for interviews (SABIC at BFA: Building the Future in Asia & China, 2016). It is evident that some of the factors that affect recruitment of talented workforce consist of changing trends of employment, advancement in technology, evolving demographics of workers, and social advancements.

References

Chuan, L., Christina, W., Chen-Yu, W., & Jaw, S. (2017). The Role of Human Capital Management in Organizational Competitiveness. Social Behavior & Personality: An International Journal, 45(1), 81–92. https://doi.org/10.2224/sbp.5614

Fister Gale, S. (2015). The New Recruits in E-Recruiting. Workforce, 94(5), 44–47. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=102203816&site=ehost-live

Glasscock, B. (2013). Workforce Competency and Organizational Health Key Drivers in Workforce Optimization. Journal Of Petroleum Technology, 65(12), 78-80. https://dx.doi.org/10.2118/1213-0078-jpt

Hope, J. (2017). Adopt multipronged strategy to build enrollment in spite of challenges. Recruiting & Retaining Adult Learners, 19(12), 5-5. https://dx.doi.org/10.1002/nsr.30276

Internal Hiring, Retention Noted as Challenges. (2016). TD: Talent Development, 70(3), 19. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=113438678&site=ehost-live

McCarthy, C. (2016). Innovative strategies prove effective for managing personnel, budget, enrollment challenges. Recruiting & Retaining Adult Learners, 19(1), 12-12. https://dx.doi.org/10.1002/nsr.30194

McCarthy, C. (2017). Embrace challenges as opportunities to grow. Recruiting & Retaining Adult Learners, 19(5), 12-12. https://dx.doi.org/10.1002/nsr.30225

Moschetto, M. (2014). Key Trends in Workforce Management and New Challenges for HR. Employment Relations Today, 40(4), 7-13. https://dx.doi.org/10.1002/ert.21428

Phillips, B. N., Morrison, B., Deiches, J. F., Min-Chi Yan, Strauser, D., Fong Chan, & Hyun-Ju Kang. (2016). Employer-driven disability services provided by a medium-sized information technology company: A qualitative case study. Journal of Vocational Rehabilitation, 45(1), 85–96. https://doi.org/10.3233/JVR-160813

SABIC at BFA: Building the Future in Asia & China. (2016). China Chemical Reporter, 27(7), 8. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=114319109&site=ehost-live

Sabic cuts more than 1,000 jobs in Europe. (2013). TCE: The Chemical Engineer, (863), 6. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=87725038&site=ehost-live

SABIC Demonstrates Innovative, Sustainable Sollutions to Address Future Industry Challenges in China. (2016). China Chemical Reporter, 27(9), 11–13. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=115251950&site=ehost-live

SABIC takes major Clariant stake. (2018). TCE: The Chemical Engineer, (921), 17. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=129193272&site=ehost-live

SABIC to Expand PEI & PPE Production. (2018). Plastics Technology, 64(4), 12. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=128706624&site=ehost-live

Saudi Aramco confirms interest in SABIC stake. (2018). TCE: The Chemical Engineer, (927), 6. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=131612994&site=ehost-live

Van Hoye, G. (2013). Recruiting Through Employee Referrals: An Examination of Employees’ Motives. Human Performance, 26(5), 451–464. https://doi.org/10.1080/08959285.2013.836199

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