Effective HR Strategy Formulation and Implementation

1. 20151-17712 HRM-301:Human Resource Management Muhammad Hussain
Ace Concepts
United Energy Pakistan:
Effective HR Strategy Formulation and Implementation
Muhammad Hussain
1. Introduction
This a report is for HRM-301: Human Resource Management course; instructor Mr. Shiraz Ahmed. This
report focusses on practical implications of the course in corporate world regarding HR Strategy for
Recruitment. The Approach to this information was simple as direct interview ad transcription.
2. United EnergyPakistan
United Eneger Pakistan (UEP) accepted control of oil and gas investigation and creation resources
oversaw by BP Pakistan in September, 2011. The Organization concentrates fundamentally on
investigation and generation dealing with the entire procedure, from the primary evaluation of the site to
the main creation of oil and gas. Every one of our operations are situated in area Sindh, with the
concession limit beginning 100 km toward the east of KarachiCity.
3. Ms. Samia Nasar
Team Lead Resourcing at United Energy Pakistan
Oil & Energy Pakistan
Current: United Energy Pakistan - January 2013 – Present (3 years 2 months) Karachi
Previous: Abbott, Siemens, Dawlance Group of Companies
Education: Robert Gordon University, MB(HR) Institute of Business Management (2004)
3. HR role in UEP
- Primarily Recruitment with Organizational Business Strategy & plans.
- Alignment with President`s goal & Formulate strategy for all HR functions.
- Liaise with the Technical Team leaders to understand the likely future workforce shape and profiles
(numbers, skills and locations) necessary to deliver planned business objectives.
- Perform job analysis and evaluation to ensure jobs are clearly scoped, described and weighted to ensure
clarity, consistency and alignment with the broader role structure.
- Provide quality service to internal customers on R&S and develop Key Performance Indicators and
success factors; Pro-actively support the delivery of the Resourcing targets as per the performance
Contract .
- Develop a talent pool for the business & lead the head-hunting initiatives within the organization

2. 20151-17712 HRM-301:Human Resource Management Muhammad Hussain
Ace Concepts
strategy.
-Managing employee headcount; Release & coordination of all activities of Internal Job postings/
announcements etc;
4. Recruitment: Organizational Strategies
-HR strategy all in alignment with Business strategy and situation.
Current strategy is consistent with the decline in oil market and business. As the business is critical time.
No exploring opportunities further but confirmed drilling.
Furthermore, recruitment is low.
Even Headcount is Business Essential levels (technical staffing priority- operations)
HR strategy in line with Organizational strategy: keeping cost to optimal levels. Hire business critical-
technical positions including no replacements or no back filling- except for operations
-If there is vacancy in such challenging times of market decline, strategy is to bank internal recruitment.
Lateralmovement or change of departments like job rotation capitalizing where possible and needed.
Departmental and Cross Functional.
4.2 Organizational Characteristics
This refers to Organizational Culture. It may involve change Management and implementation.
Compliance is also referred to UEP as UEP is highly safety driven organization. This has to be
implemented. So currently, Organizational Culture is in complete compliance with Health Safety and
Environment.
For example: UEP pays to the land owners where drilling takes place and compensation to complete soil
erosion of those lands.
-Change in Benefit Structure is to be evaluated too. If recruitment is done for top management, the
organization culture dictates a car to be given to cover risks.

3. 20151-17712 HRM-301:Human Resource Management Muhammad Hussain
Ace Concepts
-Medical is robust- hired people are gone through extensive medical tests, especially for field employees,
this is the new change in culture and this is how it is strategically implemented in recruitment. HSE
prescreening extensive.
-Retain Technical talent. The culture is changed, as it focused on monetarize of benefits/rewards.
For example: Petrolis monetarized. Reimbursements are in cash.
-Flexibility of relocations for Recruitments. Either or options are given. Monetary or Hotel – in case of
relocation. Interior Sind and even Middle East <turnover> recruits.
4.3 Organizational Capabilities
It has to be analyzed in regards to organizational capabilities.
Which quality/ skill set or competency set is required: Drilling, metallurgical, meteorological…
-Every year head count exercise takes place. To see capabilities and contracts for critical positions.
-Skill matrix for every department.
4.4 Environment
Environment in Pakistan is particularly challenging. There are 4-5 MNCs. Hence Retention of talent has
become a key challenge. As there is brain drain in this competitive environment.
Hence HR strategy us to be flexible to attract with respect to overtime, bonuses. Input<Output.
Annual Bonus is based on target performance. Flexibility in 13 days off 15 days. Flexibility in
performance and x2.5 bonus. There is intensified work and performance. But for over me/ bonus x2.5
target performance.
5. Improved Firm Performance Interdependent: Employee Engagement
Employee Engagement is done by ESI: Employee Satisfaction Index by UEP.
An online program survey made up of 60 questions by Mercer Global and hosted by Abacus. Highly
expensive and used by large MNCs. This enables calculation measurement and analysis of employee
Engagement.
Assessment is for long term motivation.
Assessment questions in segments. Value Structure, Benefit Structure, Code of Business Conduct and
Growth Opportunity Recognition.
This narrowed down with department about organizational health and culture plus immediate line
management.
Results are compared to industry and competitors based. For example: Oil and Gas.
It also compares within organization departments and 4 assessments.
Future of Employee Engagement may involve latest technologies like taAnilored surveys.
Darkside ofEmployee engagement can be retention at times. Leads to business dependency or
segment dependency or even relationships, in organization but most importantly in retention

4. 20151-17712 HRM-301:Human Resource Management Muhammad Hussain
Ace Concepts
allowances made can be beyond grade and this is unfair to rest ofwork force. This also affects
salary ranges.
Key talent has to be clearly identified and be clearly unquestionable based upon expertise, target
performance and leadership.
6. Improvements
1. Ms. Nasar also worked as a HR Business Partner or HR consultant in Abbot. She was HR
consultant for pharmaceutical department and Mr. Tanveer was for Engineering.
As HR BP,she was tasked with over seeing all operations in Pharm dept and report on meetings,
and solve employee issues, forwarding talent recruitment requirements to HR department. HR
reporting
Hence HR can function in UEP as HR-BP
HR basic job is facilitation and support, it is mostly a non-revenue generating department and
hence future may be in HRBP.
2. HR department at UEP can take externaloutsourced support and solutions- from that of HRS
Global or Talent Express. etc
3. Command and Initiating stronger structure should balance flexibility.
7. Sources
Lectures on HRMcourse by Mr. Sbiraz Ahmed.
Special Thanks to UEP and Ms.Nasar.
LinkedIn
Googel
CIPD.co.uk