PMU ID #:_________________________ Name:_____________________________
CRN: 20601 & 20602 Course Section #: 201 & 202
College of Business Administration
HRMT 4338 (CoBA, PMU)
Human Resource Planning
Extended Case Study (Takeaway) Exercise
Spring Semester 2017
Number of Exercise Pages: ( Extendable )
including this cover sheet
Time Allowed: ( 24 Hours)
Delivered via Email
Submission via Bb by 12noon of 9th May 2017
A1: PDP Table
Case study B1-B5
Questions of Final Exam to CLO Mapping
[Evaluated in MT1 and MT2, plus project]
[Evaluated in MT1 and MT2, plus project]
Evaluate strategies to integrate human resources planning with the strategic initiatives of senior management to achieve overall business objectives
Essay Topics, as in Final Exam
Short Answers, as in Final Exam
Analyze global issues and how these affect HR planning
Plus, PMU Generic Competencies for PDP related to Planning, Project Management and Conflict Resolution
Section A (35% of marks): Please extend and complete the following table, based on previous class discussions and guiding questions provided in the PDO template.
Personal Development Plan
(By: “Student’s Name Here”)
A personal development plan will help you improve or maintain your current level of success and prepare for future opportunities. You can include both personal and career goals in a single plan, or create a separate plan for each of the key areas of your life. Either way, be sure to revisit your plan(s) at least once every six months to ensure your goals are aligned with the changes in the world around you.
This template includes sections for the following process:
Assess your current state.
Identify areas of opportunities.
Skills and experience needs.
Develop your action plan.
Objectives are specific actions that support your larger life goals. Choose objectives that will have the greatest impact on achieving your goals. Use the SMART system to define them:
Specific—can you clearly define the objective you want to accomplish?
Measurable—how will you know when it’s complete?
Attainable—is it realistic, based on your current commitment level, skills and experience?
Relevant—how does it directly contribute to the goal you are pursuing?
Time frame—can you accomplish it within a reasonable time period?
Please complete and extend (to as many pages as needed) the plan below. You can later print it to be able to review regularly to maintain progress on achieving your personal, social and career goals.
“Your Name” – 2017 Personal Development Plan
Key Learning and Application
(What insight do/did you gain and how d/did you apply it to your future life steps?
Take a Project Management Fundamentals Class.
Attend all sessions and complete all assignments. Receive certificate.
Yes, with support of family members to be away for evening classes.
PM Certificate directly supports my goal of being qualified for a job in management.
5-week class, May/June time frame
Follow a full day of Internship activities
Yes, with permission from my boss to spend a day away from my regular work.
Gain insight into what a sales manager does and what skills are needed.
Set up a day this week. Complete next week.
Define and begin an exercise program.
Track duration and frequency of exercise program.
Yes, need to check with my doctor to ensure my plan is appropriate. Adjust plan as advised.
Supports goal to become physically fit.
First month, work up to steady routine. Maintain every month thereafter.
Section B (35% of marks): Please read the case study and answer 3 questions, and complete the table, based on previous seminar discussions.
NPC Case study: Numerical and contextual analysis
Context of the firm: the National Petrochemical Company (NPC) ( شرکت ملی صنایع پتروشیمی), is a subsidiary of the Iranian Petroleum Ministry, and owned by the government of Iran. It is responsible for the development and operation of the country’s petrochemical sector and founded in 1964, by operating a small fertilizer plant near the city of Shiraz. Despite the economic sanctions placed on Iranian companies, trade and technology-transfer interactions due to geopolitical circumstances till 2015, NPC remains the second largest producer and exporter of petrochemicals in the Middle East, taking steps in areas such as R&D to achieve a higher level of self-sufficiency. As of 2017, foreign direct investment, technology-transfer and leading-edge training and development remain a core challenge. Equally, an aging workforce with many likely to retire in the next decade threatens the skills-continuity of the company and the sector.
NPC works closely with, and within the framework of the National Iranian Oil Company (NIOC: شرکت ملّی نفت ایران), a government-owned corporation under the direction of the Ministry of Petroleum of Iran, and is a national oil and gas producer and distributor headquartered in Tehran, and led by Engineer Bijan Namdar Zangeneh – ( بيژن نامدار زنگنه ) – Established in 1948, NIOC ranks as the world’s second largest oil company, after Saudi Arabia’s state-owned Aramco. NIOC is exclusively responsible for the exploration, extraction, transportation and exportation of crude oil, and exploration, extraction and sales of natural gas and liquefied natural gas (LNG) and works according to commercial considerations in the framework of the quotas determined by the Organization of Petroleum Exporting Countries (OPEC) and at the prices prevalent in the international markets. NIOC employs around 40,000 staff.
NPC is led by Engineer Marzieh Shah-Daei مرضیه شاهدایی – who is the NPC Director and also serves as the VP to the Oil Minister. NPC is made up of a government-led core staff group (of public sector employees) totalling 1513 staff, plus a large collection of private sector firms, many of which float in Tehran Stock Exchange, employing 21410 staff based on latest data.
NPC Staff Breakdown as of end of March 2017: Actual Data
NPC Public Sector – Core Company
Demographic Profile: 1192 Male (78.78%) and 321 Female (21.22%) staff
75.02% of overall staff are university educated: 56.38% Male and 18.64% Female
Average age is 47.20 years and average experience years in the company is 20.06 years
Private Sector Companies
Demographic Data: Unknown
NPC (Public Sector) uses best practice and policy borrowing, and considers diversity in its workforce as an important element in innovation and professionalism. It therefore wishes to play an important and transformational role, and act as a corporate role model in the NPC (Private sector) firms, as well as NIOC and the related industry’s future.
Two related company-wide initiatives are a closer attention to representation of female staff and recruitment of ethnic minority/under-represented staff, both as designated priority groups. Acting as a role model, NPC (Public Sector) wishes to retain and where possible, improve on its 21% female staff so that other related companies can be encouraged to maximise their effort, on these HRP policies.
Additionally, two ethnic minorities are likely to be targeted by the NPC. Firstly, the Iranian-Arabs, that comprise 2% of the population (and are almost entirely Shi’a) who reside in the Khuzestan and Hormozgan provinces, adjacent to the northern edges of the Gulf. The other group of interest is to increase the size of the staff from ethnic communities that have a large Sunni background, such as Kurd, Turkmen, Baloch and Talysh/Talesh (see colour codes for regional locations, in the ethnicity map section below).
Company leadership and geography matters: On a personal ‘family ethnicity’ level, Mr. Zangeneh, in his mid-60s, comes from an Iranian-Kurd (Shi’a) ethnic background and Mrs. Shah-Daei, in her mid-50s, from a Persian (Shi’a) ethnic background. Mr. Zangeneh is assisted by a senior executive, in his mid-40s, Deputy Oil Minister for Engineering (and International) Affairs, Mr. Seyed Emad Hosseini – سیدعماد حسینی – who comes from an Iranian-Kurd (Sunni) background. As a former member of Iranian Parliament (Majlis), his NIOC profile and duties includes internal audit and curbing anti-corruption activities in the Ministry and allied companies.
Case study questions:
Please answer the questions briefly, extending the page as necessary downwards and typing in a different colour, outlining your thinking and calculations: two brief sample guiding answers are provided which you can amend, delete and/or add to.
To answer the below questions, you should assume the following data for your projection model:
Iran’s total population as 78 million locals (80m total – 2m Afghan and Iraqi migrants);
the Iranian Sunni communities as 8% of the population;
the Iranian-Arab communities of Khuzestan and Hormozgan as 2% of the population;
NPC female staff rate of 21% as a role model for entire NIOC;
NPC and NIOC’s average annual turnover, projected for the next 5 years as around 0.5% per year, so totalling a maximum 2.5% turnover for 2017 to 2022 period;
NPC and NIOC’s current rate of all ‘ethnic-minorities’ is about 8% but this is not useful as the data is aggregated (and we cannot disaggregate it, to identify our target groups) so you can assume a lower prudent estimate number, between 0% to 2%, as you see fit;
Iran’s labour force participation rate percentage is 44.7% (meaning that about 56% of population are not in the labour force as they are too young, too old or in education, etc.)
NPC Public and Private sector firms total 21410, and NIOC has 40000 staff members.
B1. With 2.5% over 5 years, what is the actual projected turnover rate, in terms of staff numbers from NPC and NIOC by 2022? Assuming the overall numbers remain steady, what will be the projected vacancy numbers, per year in NPC and NIOC? [0.5 Mark – Numerical Answer]
[Guiding answer: Assuming the NPC and NIOC staff numbers remain the same for five years, we have 21410 + 40000 = 61410 staff, losing 2.5% due to turnover, so: 61410 x 0.025 ≈ 1535 staff. As the turnover rate is quite small – as existing staff do not wish to leave NPC or NIOC – projected vacancy rate will also be small and we will not be able to get the new generation of staff into the company, unless we offer other incentives to retire existing staff, as the average age – in NPC at least – is high… and potentially offer 8% of the newly available vacancies of 1535 to the Sunni-community and 2% to the Iranian-Arabs, as a minimum… plus 21%, which can include part of the 8% and 2% above to female candidates, i.e. female minorities…]
B2. Within the next five years, what projected number of staff from a Sunni-dominated ethnic background need to be recruited into NPC and NIOC, to mirror the national population-segment percentages? [0.5 Mark – Numerical Answer]
[Guiding answer: Assuming the Sunni-dominated ethnic communities remain 8% of the total population, ideally we should have 61410 x 0.08 ≈ 4912 Sunni staff in NPC and NIOC. However, we realise that we have a data problem/analytics challenge, meaning that we already have about 8% = 4912 ‘minority’ staff as outlined in our assumptions but we are unsure of their exact ethnic/religious background, so at the current vacancy rate, the ‘ideal position’ may take a long time to reach. So we can offer 8% of all new vacancies in 2017 to 2022 as a forward-looking reconciliatory effort. We can also find the overall actual number in the population, i.e. 78,000,000 x 0.08 = 6,240,000: Out of this however, we know that we need to apply the labour force participation rate percentage of 44.7% to get a more accurate picture of how many are active in the labour market, so 6,240,000 x 0.447 = 2,789,280 and then break this figure further down to the age range and the education/qualifications levels that we are likely to require and recruit at…]
B3. Within the next five years, what projected number of Iranian-Arabs ethnic background need to be recruited into NPC and NIOC, to mirror the national population-segment percentages? [0.5 Mark – Numerical Answer]
B4. Is it important to have designated recruitment and retention target groups for different population segments, such as female target percentages, in a country (like Iran, Saudi Arabia or UAE)? Briefly justify your answer. [0.5 Mark – Analytical Answer]
B5. Based on the macro and micro context of the case study, what similarities and differences can you detect between the Iranian and Saudi Arabia labour market structures, effecting macro or micro human resource planning? You can use the ‘Key Indicator’ data box, clicking on the embedded URL links above [country names], within your answers [1 Mark – Analytical Answer]
B6. Within organisational audit (e.g. ‘Sarbanes-Oxley’) activities, why do you think the Iranian Petroleum Ministry has allocated the responsibility for internal audit and anti-corruption function (within NPC and NIOC remits) to Mr. Seyed Emad Hosseini, who is a member of an ethnic-minority community? Acting as a consultant to NIOC, would you agree with this decision, and why/why not? [0.5 Mark – Analytical Answer]
The macro demographic context: Iran’s population currently stands at about 80 million (2016 estimate) and comprises of multi-ethnic communities: the map below provides a geographical estimate of some of the main ethnic and religious communities. Latest estimates suggest that Iran has a 90% Shi’a, and 8% to 9% Sunni population. Iran also has a small (under 1% of the total population) non-Muslim population (of Zoroastrians, Armenian Christians and Iranian Jews). In addition to below, there are approximately 2 million registered non-Iranian nationals residing in Iran, made-up of approximately 1.5 million Afghan migrants (both Sunni and Shi’a) and 0.5 million Iraqi (predominantly Shi’a) migrants, many with work permits.
Iran’s ethnicity and religious distribution (University of Texas at Austin, 2009)
University of Texas at Austin, 2009. University of Texas at Austin Perry-Castañeda Library Map Collection: Iran Maps [WWW Document]. Univ. Tex. Austin Perry-Castañeda Libr. Map Collect. Iran Maps. URL http://www.lib.utexas.edu/maps/iran.html (accessed May 7 2017).
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