Shell Morocco assesses its attractiveness to students and young graduates
15 July 2008
Read by 1739 persons
It has launched a study that will make it possible to put in place actions at all levels to consolidate its image in order to attract and retain the best profiles.
In parallel, the group has undertaken other projects to ensure employment opportunities and career development.
Shell Morocco recently launched an attractiveness study to identify attractive and determining factors for employees and potential candidates and to assess the group's position relative to these factors. This initiative was developed within the group and is similar to recruitment marketing. Abdelkrim Sekkak, HR Director of the company, details the foundations of this approach.
La Vie éco: What are the foundations of your HR policy?
Abdelkrim Sekkak: Shell's HR policy in Morocco reflects the policy of the Shell group internationally, while integrating local specificities. One of the main missions of the human resources department is to make Shell an employer of choice, composed of men and women who support the company's evolution with a view to performance, profitability and economic and social growth. To this end, we convey the values of honesty, respect for others and integrity; they are the cement of the company.
The HR strategy rests on two pillars.
First, development, which includes recruitment, training, career management and communication. As for career management, Shell Morocco adopts a balanced recruitment plan between young and older people, with or without professional experience. Young people with little or no experience help build the talents of tomorrow with a view to long-term training. People with more experience bring their expertise to Shell and provide the company with innovative ideas. In addition, based on the group's tools, career plans are put in place to allow all talents to develop within Shell and develop their "employability".
These career plans are based on performance. A training program is developed each year and allows for courses at the local and international levels in various areas of expertise and leadership. Finally, communication tools and channels are developed by our company because they are inseparable elements of development.
The second pillar is based on social aspects and mainly concerns the management of relations with employees through two channels. This management can be done directly, via a rewarding offer for employees (package of various benefits: loans, club, company car...), or through employee representatives (agreements are regularly concluded in accordance with the collective agreement).
Thus, we have worked to maintain good relations with social partners. These two pillars help provide the business with quality and motivated resources to achieve short, medium and long-term objectives.
Where did the idea of conducting an attractiveness study come from?
Shell develops powerful communication tools and recruitment techniques to attract and retain the best candidates. One of these tools is precisely the attractiveness study, which consists of identifying the attractive and determining elements for employees and potential candidates and assessing our position relative to these elements. This study allows us to remain attentive to the market and to adapt accordingly in order to always attract the best candidates.
The targets of this study are students, young recruits and potential recruits working in competing companies in terms of the attractiveness of human resources with 3 to 5 years of experience. We are pioneers in this field. Furthermore, anticipating the scarcity of high-potential talent, which is now a reality, we have moved from the concept of the strong company, which has the power to choose its employees, to a win-win relationship concept where the employee has the choice. Indeed, since 2001, and for the first time in Morocco, we have developed an attractiveness study that was designed for our market, in partnership with a renowned research firm.
This initiative was developed within the group and is similar to "recruitment marketing": we are listening to the employment and talent market and we seek to understand and best grasp their needs and expectations to offer them a first-rate work environment.
Are these results leading to real changes within the company?
Yes, absolutely. Based on the results of this attractiveness study, decisions are made and an action plan is adopted by targeted profile type. The challenge is to implement actions at all levels to consolidate our image in order to be able to attract and retain the best profiles.
Do you have any other projects planned to develop your HR policy?
We have implemented a recruitment technique generally called "assessment center" and "Shell recruitment day" at Shell. This is a method that has proven its worth worldwide in terms of efficiency and consists of identifying the ideal candidate in one day. 4 to 8 candidates are pre-selected; the candidates are faced with case studies during this day (real-life situation) and evaluators, members of the management committee, are there to assess their skills. This method, which replaces classic recruitment, is expensive and therefore not widely used.
We also have a project called "diversity and integration" which, in my opinion, is one of the most innovative projects in relation to the economic and social fabric of Morocco. This project consists of ensuring employment opportunities and career development preferentially for women. Indeed, following studies conducted internationally, the group has noticed that, although women are an important economic and social player, they are very poorly represented in the workplace and in positions of responsibility.
The group has launched a parity program that consists of better understanding the needs and expectations of women employees in order to offer them a suitable work environment. In addition, the women of the Shell group have created a forum (Dawn - Downstream Africa Women Network) to be able to openly discuss, internally and externally, the difficulties and obstacles to diversity. There is a Dawn branch in Morocco in which the safety and health director and the financial director for Morocco participate, along with other employees from different hierarchical levels.
Posted on 18/04/2008
Lavieco.com
In parallel, the group has undertaken other projects to ensure employment opportunities and career development.
Shell Morocco recently launched an attractiveness study to identify attractive and determining factors for employees and potential candidates and to assess the group's position relative to these factors. This initiative was developed within the group and is similar to recruitment marketing. Abdelkrim Sekkak, HR Director of the company, details the foundations of this approach.
La Vie éco: What are the foundations of your HR policy?
Abdelkrim Sekkak: Shell's HR policy in Morocco reflects the policy of the Shell group internationally, while integrating local specificities. One of the main missions of the human resources department is to make Shell an employer of choice, composed of men and women who support the company's evolution with a view to performance, profitability and economic and social growth. To this end, we convey the values of honesty, respect for others and integrity; they are the cement of the company.
The HR strategy rests on two pillars.
First, development, which includes recruitment, training, career management and communication. As for career management, Shell Morocco adopts a balanced recruitment plan between young and older people, with or without professional experience. Young people with little or no experience help build the talents of tomorrow with a view to long-term training. People with more experience bring their expertise to Shell and provide the company with innovative ideas. In addition, based on the group's tools, career plans are put in place to allow all talents to develop within Shell and develop their "employability".
These career plans are based on performance. A training program is developed each year and allows for courses at the local and international levels in various areas of expertise and leadership. Finally, communication tools and channels are developed by our company because they are inseparable elements of development.
The second pillar is based on social aspects and mainly concerns the management of relations with employees through two channels. This management can be done directly, via a rewarding offer for employees (package of various benefits: loans, club, company car...), or through employee representatives (agreements are regularly concluded in accordance with the collective agreement).
Thus, we have worked to maintain good relations with social partners. These two pillars help provide the business with quality and motivated resources to achieve short, medium and long-term objectives.
Where did the idea of conducting an attractiveness study come from?
Shell develops powerful communication tools and recruitment techniques to attract and retain the best candidates. One of these tools is precisely the attractiveness study, which consists of identifying the attractive and determining elements for employees and potential candidates and assessing our position relative to these elements. This study allows us to remain attentive to the market and to adapt accordingly in order to always attract the best candidates.
The targets of this study are students, young recruits and potential recruits working in competing companies in terms of the attractiveness of human resources with 3 to 5 years of experience. We are pioneers in this field. Furthermore, anticipating the scarcity of high-potential talent, which is now a reality, we have moved from the concept of the strong company, which has the power to choose its employees, to a win-win relationship concept where the employee has the choice. Indeed, since 2001, and for the first time in Morocco, we have developed an attractiveness study that was designed for our market, in partnership with a renowned research firm.
This initiative was developed within the group and is similar to "recruitment marketing": we are listening to the employment and talent market and we seek to understand and best grasp their needs and expectations to offer them a first-rate work environment.
Are these results leading to real changes within the company?
Yes, absolutely. Based on the results of this attractiveness study, decisions are made and an action plan is adopted by targeted profile type. The challenge is to implement actions at all levels to consolidate our image in order to be able to attract and retain the best profiles.
Do you have any other projects planned to develop your HR policy?
We have implemented a recruitment technique generally called "assessment center" and "Shell recruitment day" at Shell. This is a method that has proven its worth worldwide in terms of efficiency and consists of identifying the ideal candidate in one day. 4 to 8 candidates are pre-selected; the candidates are faced with case studies during this day (real-life situation) and evaluators, members of the management committee, are there to assess their skills. This method, which replaces classic recruitment, is expensive and therefore not widely used.
We also have a project called "diversity and integration" which, in my opinion, is one of the most innovative projects in relation to the economic and social fabric of Morocco. This project consists of ensuring employment opportunities and career development preferentially for women. Indeed, following studies conducted internationally, the group has noticed that, although women are an important economic and social player, they are very poorly represented in the workplace and in positions of responsibility.
The group has launched a parity program that consists of better understanding the needs and expectations of women employees in order to offer them a suitable work environment. In addition, the women of the Shell group have created a forum (Dawn - Downstream Africa Women Network) to be able to openly discuss, internally and externally, the difficulties and obstacles to diversity. There is a Dawn branch in Morocco in which the safety and health director and the financial director for Morocco participate, along with other employees from different hierarchical levels.
Posted on 18/04/2008
Lavieco.com
