BHP Billiton Case Study

BHP Billiton Case Study

Introduction

As a result of globalization, BHP Billiton has witnessed tremendous changes in the business environment (Dunning, 2014, pp. 90). Being a multinational company, BHP Billiton has an international brand image and its operations have been affected by global changes not only in Australia but also across other countries where operates (Wild, Wild & Han, 2014, pp.84). Some of the environmental changes resulting from globalization include technological changes, job regulations and change in business processes.

Globalization refers to the convergence and integration of processes, techniques and modes of doing things resulting from diffusion of ideas between two or more countries and regions (Dunning, 2014, pp. 88). Due to global changes, most organizations like BHP Billiton have been exposed to new ways of doing businesses as a result of technological advancements and exchange of ideas.

Being an international brand, BHP Billiton needs to respond to changes in the business environment. Thus, a company must embrace change in order to remain competitive in the international market (Wild, Wild & Han, 2014, pp.84). The company’s ability to incorporate change in its culture and concepts of doing business will dictate its success and position in the competitive world of business. BHP Billiton Case Study

In the hospitality sector where BHP Billiton, there has been a lot of changes in terms of innovations thus impacting on the company’s mode of operations. Hence, the business is at the verge of adjusting and aligning itself to environmental changes by evaluating and updating their operations. However, it is essential to note that in any change process, employees remain at the centre. Thus, a successful change is realized through practical and effective human resource management (Bratton & Gold, 2017, pp. 63).

Therefore, this report covers the whole BHP Billiton as a multinational company and the need to assess the employees’ requirements in order to keep pace with the rapid changes in the business environment. The company is required to analyze its current situation and decide on various needs to be adjusted. The report also looks at communication as a key element of steering an effective and efficient change through training and development of employees to acquire new ideas and skills of doing work in the new environment (Kum, Cowden & Karodia, 2014, pp. 84).

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Training and Development Assessment

Need for Assessment

Due to globalization, there has been increased changes in the business environment within which BHP Billiton operates. The global changes have been characterized by a tremendous and rapid change in business processes, new technologies of doing business, new ways of conducting daily operations and new techniques of managing a human resource in an organization (Schermerhorn, Davidson, Poole, Woods, Simon & McBarron, 2014, pp. 30).

Due to the technological advancements and diffusion of new ideas in doing business, the company is keen-sighted to assess and analyze its operations with an aim of being up to date with the new ways of doing business. When looking at other organizations and companies in the hospitality sector, the management has noticed that employees are posing a challenge in embracing change and adopting new means of carrying out business operations (Cascio, 2018, pp. 30). Consequently, the company is facing a threat of losing it out to its competitors due to lack of change from the traditional ways of doing things to modern methods of conducting their daily activities (Wagner & Hollenbeck, 2014, pp. 74). BHP Billiton Case Study

For instance, the internet has been noted as key innovation landmark associated with globalization. According to research conducted by the company, the internet has become a significant tool being used by most companies to perform their daily tasks. The internet has replaced the manual way of doing things thus increasing efficiency, performance, productivity, proper utilization of resources, teamwork and overall growth and success of BH Billiton. The introduction of such technologies could alter the way business operates and thus the employees need to be trained of various new ways of doing business in order to improve performance and productivity of the company (Yadav & Kumar, 2015, pp. 687).

The method used to conduct the Needs Assessment

Therefore management at BHP Billiton is required to use the appropriate methods of assessing the needs to be addressed for the purpose of company’s survival, increased productivity, improved performance and the overall growth of BHP Billiton in the competitive hospitality sector (Bratton & Gold, 2017, pp. 65).

The first relevant and suitable method is the use of interviews. Managers should engage the employees in interviews to gauge whether they possess the appropriate skills and knowledge required to operate in the new business environment. The interview will involve testing the employees’ skills and offer them the opportunity to interact with new systems and note down whether they have the competency to handle such new technologies or not. From the report here, the management can understand those possible areas that require training and reinforcement.

The other effective method used to assess the employees’ needs is the use of work samples. As the employees are introduced to new systems of doing their work, the management is encouraged to take a sample of their works and evaluate whether they match the required standards. The management can use that as a technique to test whether the employees are having the necessary skills to produce the required work. The work samples help the mangers in gauging the quality of work and therefore decide whether employee skills need to be reinforced to improve quality and productivity of the organization.

Use of assessment surveys is another important tool or technique that can be used to assess the need for employee training and development. Managers can conduct surveys and issue employees with the relevant questionnaires according to their departments and ask them to answer a number of questions involving their new ways of operations. The employees will be required to give their views concerning the new systems of operation and how they need to be reinforced. Some of the questions to be asked include “Are you able to work with the new systems?” “Which areas are you facing difficulties?” “Which areas do you need some help?” and “Are you comfortable with new ways of doing your work?” BHP Billiton Case Study

Assessment process used to determine the necessity of training and development

After the process of assessing employees’ needs in an organization, the management will, therefore, use the report obtained from the needs assessment stage to guide them on the process of determining whether there will be need for training or not. Thus, the section here will address the issue of who will be trained, what are the specific areas and what conditions or skills are to be attained (Imran & Tanveer, 2015, pp. 31).

The first part of this process is analyzing the organization. At this point, the management must establish the reasons why training is necessary. It will involve the analysis of your goals, strategies and objectives to be fulfilled by the training, that is, what are we striving to achieve as an organization? Here, the managers should determine whether training will be a solution to the employee needs and also look at whether the company has ever achieved any positive results from the past training. You should also look at the cost of conducting training and whether the company can afford (Cohn, Olde, Bolton, Schmorrow & Freeman, 2015, pp. 161). BHP Billiton Case Study

The next issue in the process of determining the necessity for training is personal analysis. The step will involve deep analysis of the people being trained and the instructors. It will involve the determination of the right people to receive training and their current knowledge, their style of learning and the people to train them. It also requires knowing which software or equipment that people need to be trained on. Work or task analysis involves specifying the level of skills that need to be reached and ensuring that the skills to be developed are connected to the job to be performed (Imran & Tanveer, 2015, pp. 31).

The next part of the process is the analysis of current individual performance and what needs to be improved. Thus, it is important to determine whether training will put the employee to the required standards or levels of performance. It will help in filling the performance gap witnessed. Then, analyzing the content and procedures of the procedures of doing a certain job is required to ensure that during training, the content trained on does not conflict the employees’ job requirements. The next part is determining whether training will be the solution to the current needs of the company and finally the management should analyze the benefits that a company can derive from the training. For a training to continue, it must give the management a greater value than that invested in training (Kum, Cowden & Karodia, 2014, pp. 90).

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Outcomes of poor needs assessment planning

An organization must be very keen to conduct a very effective and efficient needs assessment process. A successful needs assessment practice requires proper planning and execution. In-depth analysis is also a basic requirement that will lead to a successful process. According to constructivist theory, people need to keenly note their weaknesses and get the appropriate learning that helps them in turning their weaknesses into strengths (Imran & Tanveer, 2015, pp. 31). BHP Billiton Case Study

While proper needs assessment can help the management in deciding where to invest in terms of training, a poorly conducted needs assessment may lead to a lot of losses since the training might not lead to the solution of the current needs. It may also lead to reduced efficiency, poor performance, reduced productivity and consequently may lead to the organizational failure. Poorly conducted need assessment process may fail to identify the key needs of the organization. With the stiff competition in the market, the company whose needs were not documented and addressed effectively might end up being edged out of the market. It is because that when the needs are not identified, then there is no effective solution that can be offered in terms of training and development leading to organizational failure (Cohn, Olde, Bolton, Schmorrow & Freeman, 2015, pp. 161).

Recommendations and Conclusion

With the current working environment, the employees need proper training to solve complex problems in a more effective and safer manner. As the ideas of globalization continue to hit the world of business, the organizations need to sharpen the skills of their employees in order to be able to improve their performance and productivity. The company should conduct a proper needs assessment to ascertain what skills the employees need to effectively accomplish their tasks. By doing so, the company can analyze the whole situation and decide on what kind of training is required. Therefore, the report addresses the need for assessing the employees’ needs and undertaking the right process of analyzing them for the purpose of conducting training to reinforce their skills. BHP Billiton Case Study

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References

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave, pp.56-71.

Cascio, W. (2018). Managing human resources. McGraw-Hill Education, pp. 23-40.

Chaudhary, N. S., & Bhaskar, P. (2016). Training and development and job satisfaction in education sector. Training and Development2(8), pp. 1-6.

Cohn, J., Olde, B., Bolton, A., Schmorrow, D., & Freeman, H. (2015). Adaptive and generative agents for training content development. Design Recommendations for Intelligent Tutoring Systems, 161.

Crane, A., & Matten, D. (2016). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press, pp. 45-64.

Dunning, J. H. (2014). The Globalization of Business (Routledge Revivals): The Challenge of the 1990s. Routledge, pp. 80-100.

Ford, J. K. (2014). Improving training effectiveness in work organizations. Psychology Press, pp. 74-86.

Imran, M., & Tanveer, A. (2015). Impact of training & development on employees’ performance in banks of pakistan. European Journal of Training and Development Studies3(1), 22-44.

Kum, F. D., Cowden, R., & Karodia, A. M. (2014). The impact of training and development on employee performance: A case study of ESCON Consulting. Singaporean Journal of Business Economics and Management Studies3(3), 72-105.

Lasserre, P. (2017). Global strategic management. Macmillan International Higher Education, pp. 90-100.

Schermerhorn, J., Davidson, P., Poole, D., Woods, P., Simon, A., & McBarron, E. (2014). Management: Foundations and Applications (2nd Asia-Pacific Edition). John Wiley & Sons, pp. 23-38.

Wagner III, J. A., & Hollenbeck, J. R. (2014). Organizational behavior: Securing competitive advantage. Routledge, pp. 67-79.

Wild, J. J., Wild, K. L., & Han, J. C. (2014). International business. Pearson Education Limited, pp. 78-90.

Yadav, T., & Kumar, S. (2015). Management Information Systems: Significant Tool for Strategic & Discreet Planning. International Journal of Applied Research1(11), 685-688.

 

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