An effective organization is one that can satisfy the needs of its key stakeholders. Besides the shareholders, such an organization is able to satisfactorily manage the concerns of their employees, surrounding communities, customers, labor unions, government regulators, suppliers plus all other relevant stakeholders (Jackson et al, 2012). Although a company may not manage to meet all the stakeholders’ needs on an equal level, having in place efficient strategies and approaches to meeting employees’ needs is crucial for successful results because they are considered as basic assets to an organization. Jackson et al (2012) therefore noted that developing proper HRM practices and policies that tackle the employees’ concerns effectively is fundamental. Moreover, the various approaches adopted by organizations in managing their employees can affect the perceptions of other essential stakeholders concerning a company. In this case, therefore, this paper will assess Halliburton Company’s HRM practices, particularly focusing on their ‘employee’s health and safety’ (EHS) as well as ‘collective bargaining’ (CB). Halliburton is among the world’s biggest suppliers of energy products and services, having a workforce of about 80,000employees.
Employee Health and Safety
Occupational well-being and health of employees is a vital requirement for increased productivity as well as for organizational development. Healthy and safe working environments are considered increasingly valuable for employees (Jackson et al, 2012). Moreover, occupational health serves as an essential strategy for ensuring healthy workers to facilitate their increased work motivation, improved performance, increased productivity and job satisfaction. Halliburton takes the safety of their employees and that of other people with uttermost seriousness. Indeed, the company considers EHS a priority that sorting out customer issues. The organizational culture demands that every meeting held by the organizational members to start with a moment of safety. The ‘safety moment’ is based on the company’s belief that safety is a business of every member. For this reason, the company has established procedures and policies that ensure compliance to effective safety practices throughout the day. Halliburton promotes a safety and healthy work environment through their ‘ZERO’ program. The key goal of this program is to facilitate considerable steps in enhancing the employees’ health and safety initiatives.
Started back in 2011, the ‘ZERO’ program drives towards minimizing safety incidents, non-productive time and environmental incidents to zero. The company has further established the ‘Life Rules’ that handles the 10 activities, which are considered the origin of the majority of safety incidents. The rules are presented to enable safe operations within the 10 areas through a brief and easy communication that all employees can comprehend. Halliburton’s key goal is exceeding their clients’ expectations. The well-being of their employees, customers, communities and contractors is the company’s major concern in all their operations. Halliburton’s policy on safety, health and environment helps in promoting EHS as well as the quality of services delivered via a sustainable attention on efficiency. Such improvements enable the company to promote a safer working place for employees while also ensuring excellent service delivery as well as boost the company’s image.
CB is considered a mechanism or industrial tool for negotiation to build or develop relationships among workers. Normally, the bargaining occurs between the workers and their employers to deliberate on working conditions and employment conditions, among others (Jackson et al, 2012). The many conflicts encountered at the workplace can lead to diverse challenges. Such conflicts could be based on employee benefits, salary, job positions, working hours and work environment amidst others. CB serves as a very efficient tool for solving disputes at the workplace within any organization. However, effective communication and mutual trust are fundamental for efficient CB to occur. The application of collective bargaining is quite evident at Halliburton. About 15% of the company’s employees have a collective bargaining agreement cover. The notice period offered for substantial operational changes is 2 weeks on the minimum and 3 months on the maximum. Just like in all other HRM practices, Halliburton similarly has policies, procedures and processes that guide CB. For instance, the company has the ‘Medical Leave of Absence’ (MLOA policy) whose requirements and procedures are clearly stipulated.
Indeed, Halliburton has for long been a strong supporter of dispute resolution programs at the workplace. The company adopted the 4-part program that incorporated an ‘Open-Door Policy, Internal Conference, Mediation and eventually Arbitration’. Similarly, the company enables their employees to access an ombudsman through a toll-free hotline plus a charge of about $2500 to facilitate legal consultation with a counsel preferred or chosen by their employees. Halliburton, therefore, holds that approximately 98% of their workplace disputes are sorted with no need for arbitration. The company’s program covers all their staffs in exemption of employees working outside the US and those covered by the US law.
The above discussion has provided an assessment of the EHS and collective bargaining at Halliburton. The analysis has demonstrated that the company follows strict procedure of ensuring and maintaining a healthy and safe environment for their staffs, which has ensured high service quality delivery as well as a very positive company image. Further, the analysis has shown that Halliburton greatly supports the CB approach of resolving workplace disputes, with about 98% of the issues solved in absence of arbitration.
Jackson, S., Schuler, R., & Werner, S. (2012). Managing Human Resources. South-Western, OH: Cengage Learning Publishers.