The document discusses strategies for addressing an oil spill crisis at BP, including leadership approaches, recruitment tactics, and job design considerations. It recommends an autocratic leadership style to quickly address the problem, recruiting external environmental cleanup experts, and designing specific tasks like stopping the leak. It also outlines general HR strategies around training, performance management, and resolving workplace disputes.

1. HR Strategies

2. Leadership Style
 Autocratic
 Democratic
 Laissez Faire

3. Recruitment
Internal
 Adv
 Disadv
External
 Adv
 Disadv

4. Job Design
 Specific Approach
( )
 General Approach
( )

5. BP Oil Spill
 10,000 litres per hour leaking into Gulf. Need to solve the
problem. Crisis management time!
 Need management to fix issue – Which leadership style and
why?
 Need to recruit environmental cleanup expert – Internal or
External + why?
 List 3 tasks BP workers will be expected to carry out + state
whether to adopt a SPECIFIC or GENERAL design.

6. Training and Development (as a
strategy)
 Aim?
 Formal
 Informal
 Importance of training
(teaching new skills):
 Importance of development
(preparing employees for
future responsibility):
achieve long term change to skills,
knowledge + attitude –
lead to sustained competitive adv
Qualifications
E.g. Masters
Mentorship/on the job
competitive adv + grow
motivation of employees +
leave business in strong hands

7. Performance management
WHAT IS IT?
 Address individual employee performance.
 Managers + employees work together to monitor, evaluate and modify
their job performance and job design
 Development benefits – • Administrative benefits -
Issues -
communicate expectations,
helps build culture, identifies training +
development need, identify strengths +
weaknesses
increase productivity, assist with
HR planning, shows effectiveness
of current process
must get employee buy in requires effective communication from
management, must be fair and objective

8. Rewards
 Monetary
 Non Monetary
 Individual
 Group
cash, bonuses, commission
flexible hours, holidays,
parties, career support
employee of the month,
ind contract review
– can be detrimental
team of the month,
collective bargaining

9. Global Context
 Cost
 Skills
 Supply
Increase in standard of living/min wage in aus – force companies such as
pacific brands and optus to outsource overseas
Cost of bringing foreign employees here
457 Visas
Shortage of skills – such as primary teachers, nurses, hairdressers –
Temp working 457 visas – blamed on education system
Sydney – global market place for recruitment – staff are willing to relocate.
Not willing to relocate to other countries – e.g. South Africa
Town like Nowra – hard to attract

10. Workplace relations and disputes
Conflict can arise between different stakeholders. Within HR process focus
is mainly on disagreements between management and staff.
Tactics when dealing with industrial disputes:
 Employees – Strikes
 Employers – Lockouts
Main dispute causes:
 Remuneration (pay)
 Employment conditions (working hours, leave, superannuation)
 Job security
 Work place health and safety

11. Resolving disputes

12. Effectiveness of HRM – Indicators:
 Corporate Culture
 Indicators – employee behaviour,
participation, loyalty
 Positive culture – trust, happiness,
shared understanding
 Absenteeism
 Accidents
 Level of disputation – numbers
of + nature of grievance
 Benchmarking key variables
 Quantitative – Changes in staff turnover
(staff leaving, seeking transfers, no. of
applicants), Lateness
 Qualitative – Communication in
meetings, informal observations
 Worker satisfaction
 Attitudes, opinions and level of
motivation
 Relates to - quality + quantity of
production – customer satisfaction –
level of innovation
http://www.brw.com.au/p/leadership/atlassian_australia_best_place_to_KMEEYtOaoxEFnhWsocHfRM