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HR Strategy
 Environment Factors
• Rate of technological change
• Nature of Competition
• Intensity of Competition

Organizational Factors Strategic Factors

• Size • Long-term objectives
• Structure
• Strategic time horizon
• Culture
• Product – market strategy
• Manufacturing Capability

Managerial Factors
Marketing Factors
• Communication
• Use of Market Research
Business • Attitudes
• Customer Service
Performance
• Leadership Style
• Product Quality
HR Resources Strategy
Philosophy
The human resource function seeks to create an
environment in which employees are able to
maximise their contribution to the business objectives
of quality, productivity, profitability and superior
customer service.
At the same time as contributing significantly to the
business goals and objectives the function will ensure
that all employees are treated with Respect, Dignity
and Fairness as they seek to meet their own
individual aspirations.
HR strategies objectives

 To develop a strong organisation in which the

People are Capable of meeting the performance
requirements of the business

 To continually upgrade the Quality of managerial

Human Resources in order to achieve a significant
competitive advantage in the marketplace
 To develop a high level of Staff Morale and

Motivation and a positive employer-employee

relationship which is based upon mutual respect

and trust such that the company is seen by all its

staff as a ‘preferred employer’

Developing a strategy for competitive
advantage through people

 Motivation – managing business and culture

change; instituting the stated values in action
 Resource Planning – planning for the future and
monitoring the development of the existing
resource base
 Recruitment and Selection – equipping the
business with the people it needs, both now and
into the future
 Succession planning – equipping our people to

do their current and future jobs

 Reward and Recognition – rewarding and

recognising people for their contribution to both

performance and the TSB values

 Retention – ensuring the retention of people we

want by building and reinforcing the relationship

with key people
Steps taken by BPCL :

• started determining the strategic

thrusts
• concentrating on efficiency
improvements
• chalking out the implementation
process
• re-engineering plans
The restructuring process at BPCL :

• Communication exercises about the change

initiatives to all the employees across the
country was conducted
• discussed the changes with all the employee
unions
• The Chairman personally contacted the
employees and explained the process
The effects of organisational revamp at BPCL :

• functioning in teams in a collaborative manner

• a balance set of performance measures were evolved by
the staff for themselves
- a shift was made from the traditional ‘command and
control’ mode to one of ‘influencing without authority’
• Staff managing the interface with the customers were
adequately empowered to reduce the response time
• The realignment of the operations and sales teams ensured
that a single contact point was available to the customers
• Cross business integrative process councils were
constituted as the decisions taken in one business unit had
wide ramifications on other business units
Programs conducted by BPCL :

• Foundations of Organization Learning (FOL)

• Visionary and Leadership Planning (VLP)

BPCL introduced the following facilities :

• An ‘employee-satisfaction enhancement cell’ to hear

the grievances of the employees
• Regular awards and rewards were given to
encourage team spirit among the employees

Result :
• Inter-personal relationships vastly improved thanks
to the team work.
• Manpower productivity increased
Major focus on the Training programs
conducted by BPCL :

• enhancing the skills of its employees

• bringing them in consonance with the
changing environment
Programs conducted by BPCL :

• Programs on servicing customers for the

‘Driveway Salesmen’
• Hired Innovations Associates for conducting
intense training sessions for its employees
BPCL :

• retained its professional outlook and

image in the minds of its people
• signed a long-term settlement on wages in
conciliation with the workers union
• increased wages by 20%, an additional
increment besides merging a part of the
DA into the Basic
Social Responsibilities undertaken by BPCL :

• worked towards conservation and

improvement of the environment by adopting
new technologies
• introduced low lead MS in the country
• HSD with a maximum sulphur content of 0.5%
by weight, was introduced in the metro cities
• facilities for Diesel Hydro De-sulpurisation
were put up
• distribution of other low sulphur fuels was
started
• on the pollution control front, set up a
special sophisticated plant to meet the
stringent standards set by Minimum
National Standards for Effluents from OIL
Refineries
• Invested Rs.2.2 billion in pollution
abatement and energy conservation
systems
BPCL released two advertising
campaigns

- the first on the importance of LPG

conservation and
- the second on the introduction of low
leaded petrol
BPCL was awarded the award for excellence in the area of
Human Resources Management for the year 1998-1999. The
award instituted by the ‘National Petroleum Management
Program’ was awarded based on various measures such as:
• HR planning
• Acquisition
• Maintenance
• Development
• Utilisation
• Social responsibility
• Change management
• Employee perception
• Safety and quality of work