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Question 2 (AC 2.2) Employment relations strategies are shaped by competitive pressures; review how the current labour market and organisational strategy impacts the management of employment relations within the organisation
Current Labour Market Review and Its Impact on Saudi Aramco’s Workforce Nationalisation Strategy
Vision 2030 is now transforming the Saudi labour market by prioritising economic diversification, private sector growth, and workforce nationalisation through the Saudization (Nitaqat) policy (Hobson & Katwyk, 2024). This initiative requires companies such as Saudi Aramco to increase the employment of Saudi nationals in all business sectors which impacts how companies plan, develop and manage their workforce. Given that Saudi Aramco is the world’s largest oil producer, its workforce nationalisation strategy is driven by labour market challenges, such as a skills gap in specialised roles, growing demand for local talent, and shifting workforce expectations (Elbanna et al., 2023). Saudization policies have mandated hiring more Saudi nationals, yet the energy sector continues to depend heavily on skilled expatriates in engineering, geosciences, and digital transformation roles. This brings about a challenge of meeting government mandates without sacrificing operational excellence (Albejaidi & Nair, 2021). Digitalisation and automation are another labour market key factor, as these trends are reducing demand for certain traditional jobs and growing the need for STEM professionals, AI specialists, and sustainability experts. Aramco’s nationalisation strategy has to bridge the skills gap to upskill local employees in relation to global energy transition trends such as investments in hydrogen, renewables and carbon capture (Elbanna, 2024). In addition to this, as private sector companies offer competitive salaries and attractive work models, the company faces growing competition. Younger Saudi professionals such as millennials and Generation Z, prioritise career progression,…..
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- To achieve the intended aim of this report, data has been sourced from the organisation internal documents, different CIPS modules and models (Mendelow, STEEPLE and Kraljic). The key findings include ROSHN prefeed approach being multiple sourcing owing to the high-level of market competitiveness. This is with sole and single approaches preferred when only one supplier is being engaged owing to differences in organisation needs.
- Also, the findings evidence that single sourcing prevail in an event many suppliers are available, but an organisation decides to go for one. Another finding in this report is that dual sourcing is used when different methods/options for sourcing are embraced and put in place.
- Finally, through the application of supplier appraisal tool, focusing on the Design Building spend area, an evaluation has been put into account. The result from the appraisal using Carter’s 10C’s evidence organisation success to achieve value for money outcomes and improved market development.
- Internal and external analysis to identify most appropriate sourcing strategy
- Broad sourcing appraisal strategy need to be introduced
- Focus on managing successful sourcing strategy as part of organisation policy and practices
- Involve more stakeholders as part of their operations for success in sourcing strategy
- Pursuing capacity development initiatives for PS&M understanding of relevance of different PS&M