Global Diversity and Inclusion at Royal Dutch Shell

Global Diversity and Inclusion at Royal Dutch Shell

Introduction

In the current corporate world simply work together in one unit with diversified personalities is hard. However, it does not address how well they function or work together within this group. Inclusion, on the other hand, is the ability to include and represent as a valued member of the team, not only for their abilities, but for their uniquely individual qualities and perspectives. Thus, the increasingly global organizations today are employing workforces that are diverse with respect to their national origin / ethnicity. Whether these employees come from the headquarters of the core offices of other countries or who gets engaged in their own countries of origin by an organization based in another country, the result is still a culturally diverse workforce (Eddy, 2008).

One of the biggest challenges of global leadership is dualism, ie, the pressure for global integration and the pressure for local adaptation. Day after day, human resource professionals around the world deal with these two dynamics, when working to align policies and international programs with the strategic objectives of their organizations. However, diversity is an important component of Royal Dutch Shell corporate culture (Eddy, 2008).

Discussion

Royal Dutch Shell should not have come with a negative response because Cultural differences within the workforce raise critical questions for professionals in the management of human resources. Concepts such as formal evaluations and rewards based on individual performance have proven to be devilishly difficult to implement and effectively implemented in some parts of the world. Some of the reasons for this difficulty are relatively obvious. For example, the notion of differentiation at the individual level pay administration purposes is not universally accepted. However, even where the pay differences based on individual performance are acceptable, how to define, evaluate and report the performance will have a significant impact on the level of motivation and attitudes related to the concept of what is appropriate. Perhaps they are adopting increasingly global, principles such as getting the rewards are subject to the contribution, but local strategies can define the modalities for its implementation (Gomez-Mejia, Balkin, & Cardy, 2010).

It gets noted that the goals should change Royal Dutch Shell and introduce a different aspect. However, the goal should be to have diverse subcultures within an organization, some of which may differ from the profile of the West / North, despite being in a country with that culture. For example, organizational cultures in U.S. high tech companies who are just starting their activities, revere creativity and innovation, and highly concentrated in person and not the task (e.g. type of culture of Silicon Valley). The reaction of employees to a methodology or process performance evaluation can, in these organizations, resemble many of the characteristics of a cultural profile east / south. Furthermore, complicate the anticipation of the impact of culture is the reality that can exist even occupational units or clusters within a corporate culture "western" have their own subculture. For example, the role of research ...