Question

Shell's Long-Term Goal to Develop Local Talent To successfully engage in this class discussion, please read Chapter 19 and the content on the Module 5 Introduction roge This discussion will focus on the perspective of the employer / C-suite leader. The next discussion in this module will focus on the perspective of the employee who has been give an expatriate assignment. Discussion Prompt Royal Dutch Shell is a British-Dutch multinational oil and gas company, founded in 1907, that is headquartered in the Netherlands and incorporated in the United Kingdom. The company is one of the world's largest oil producers with revenues of about $388 billion (profit of $24 billion) and operations in more than 70 countries. The company has some 82,000 employees, of which about 7,000 employees are at any one time on expatriate assignments outside their home country. A crucial task for Shell is to manage this extensive population of expatriate workers in order to meet its commercial goals and transfer valuable technical and managerial knowledge across operations located in different nations. It's no easy task. Shell's long-term goal is to develop local talent wherever possible, thereby leveraging local employees' networks, market knowledge, and language skills, while also minimizing costs. Moving Shell employees from other countries to work with partners and transfer expertise is often a key part of the company's strategy. After reading the prompt answer the following question: - Can this be done effectively in all world regions (e.g. Middle East and North Africa), where potential local employees do not have the educational background in many cases?

Answer 1

Shell can work towards developing local talent by investing in education, partnering with local institutions, and adapting strategies to the regional context. The success of this approach depends on regional differences in education and economic conditions.

Step-by-step explanation:

The question considers whether Shell's Long-Term Goal to Develop Local Talent can be applied effectively in regions like the Middle East and North Africa, where potential local employees may lack the educational background for specialized roles. While Shell employs around 82,000 employees, of which about 7,000 employees are on expatriate assignments, it is important to recognize that effectively developing local talent requires a multifaceted approach. This approach includes investing in education and training to build the necessary skill sets within the local workforce, developing partnerships with educational institutions, and creating transparent pathways for career progression for local employees.

Realistically, the effectiveness of developing local talent can vary by region due to differences in educational infrastructure, cultural norms, and economic conditions. For regions where the educational system may not currently produce candidates with the required skills, Shell and similar companies might establish training programs, possibly in collaboration with local education providers, to enhance the potential of local employees. Furthermore, adapting corporate strategies to the local context, while still aligning them with the company's global standards and aspirations, is critical for the success of such initiatives.