BP’s global staffing is a very big part of their organization. The company has approximately 100,000 employees’ worldwide working in 47 countries. Currently they have five brands, they are: BP, Aral, ARCO, Castrol, AMPM, and Wild Bean Cafe brand, different brands but they provide energy. (BP, 2012) Sustaining their employees, providing opportunities like being an expatriate, and following BP’s strategy are some ways they maintain global staffing.
Primarily, BP approach to sustaining employees is “found in the principles, promoting, treating employees fairly, and providing open feedback, ensuring compliance with laws, regulations and our code of conduct. ” (BP, 2012) BP goal is to recruit talented employees and challenge them to be better by offering a reward framework, which includes base pay, variable pay, equity and benefits. They embrace on creating a more diverse and developmental working environment so employees are inclined to carry on with their service. They also provide local services to help out neighboring communities in which they are located.
With a combination of making each employee feel valued, comfortable and providing benefits and incentives like, preparing them to become leaders in the future, BP trusts this lowers the turnover rate. (BP, 2012) Next, the company offers employment to expatriates. “Expatriates are employees living and working in a different country from where he or she is a citizen. ” (Mathis and Jackson, 2011) These opportunities are offered to expand their global market but only for professionals with passion to work with multi cultural teams and willing to support the global challenge.
The business offers support for a smooth transition for relocating into another country. These individuals are employed to assist the area managers and local teams in different countries to track success and lower risk and to be the point of contact for that location to their home station. Lastly, the global strategy is to sustain growth by: focusing on finding the right natural resources, building leadership in the locations, and controlling risk management. This requires the company to invest in new areas and or acquire local businesses, where they can develop and manage the native land and continue to grow.
This allows the BP to place leadership in different countries to oversee the production, and creating jobs for skilled locals of that area. (BP, 2012) On the other hand, global enterprise can cause concerns for any company and BP has knowledge of it first hand: “As part of this transition, the terms and conditions of employees involved in the transfer, or ownership changed. While the vast majority of cases were handled without incident, we were challenged in one case about an alleged contravention of the Workplace Relations Act 1996.
While the principal claim was dismissed, we were found guilty of a technical breach for a lack of full employee information being included in our contractual documentation for which no penalty was imposed. ” (BP, 2012) BP’s main focuses are their values to their employees, expanding business, and creating a trusted company in all locations. They also construct their global staffing by via the Strategic Approach to International Staffing as shown below: Sourced: (Mathis and Jackson, 2011)
BP (2012). Attracting and Retaining Talented People. Retrieved from the BP p. l. c website http://www. bp. com/sectiongenericarticle. do? ategoryId=9026761&contentId=7049011 BP (2012). Code of Conduct. Retrieved from the BP p. l. c website http://www. bp. com/sectiongenericarticle. do? categoryId=9038306&contentId=7006600 BP (2012). Our Values. Retrieved from the BP p. l. c website http://www. bp. com/extendedsectiongenericarticle. do? categoryId=9039352&contentId=7072114 BP (2012). Our brands. Retrieved from the BP p. l. c website http://www. bp. com/extendedsectiongenericarticle. do? categoryId=9038308&contentId=7046348 BP (2012). Our Strategy. Retrieved from the BP p. l. c website http://www. bp. com/sectiongenericarticle. do? categoryId=9026994&contentId=7049473