Assignment Details: This Assignment assesses the student’s understanding of the theoretical learning to practical, real world situations. Students should identify a problem situation (only one...

Running head: Strategic planning
Strategic planning
Strategic planning
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University Name
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Contents
Introduction    3
Description of the problem    3
The issue/problem    4
Design of an intervention    6
Set of activities and procedures    6
Conclusion    8
References    9
Introduction
British Petrol is a multinational petroleum company headquartered in England. British Petrol’s performance made it sixth largest Oil & Gas Company in 2012. British Petrol is vertically integrated firm that operates in different areas of Oil as well as Gas industry, for instance refining, production moreover exploration, marketing and distribution, petrochemicals, as well as trading. BP also has renewable energy benefits from biofuels and wind energy (BP.com, 2018). BP cu
ent tagline is "Beyond Petroleum" express its wish to expand into a sustainable and a greener energy. However the level of a leak - and the government's seemingly unable to stop the flow without BP assistance - provides a clear reminder that big oil and gas still holds the power of national politics moreover the fate of the entire community living in its shadow.
Description of the problem
BP faces the problem of high employee turnover. High employee turnover is a problem in any industry, especially in industries where most employees are at the front line and dealing directly with customers. Excessive turnover reduces the efficiency of the business. Understanding the impact of losing employees can be a driving force for lowering turnover rates for higher profits and a more attractive work environment. Excessive staff turnover causes high burden for British Petrol’s budget and HR, i.e. money and time dedicated to staff recruiting, interviews, advertisements, initial training, motivation, evaluation, supervision, adaptation to job, coaching, substitution moreover mentoring while the job position is available (Casimir, 2012). The staff turnover rate is high, the organization is tight, there is no cross-talk between the project areas, so they keep stepping on the other's feet, very relaxed attitude, so that the products cannot be 100% tested and work. BP's workers will be informed about their contract changes this week, which will lead to overtime, and weekend and night shift rates will be cut sharply. It is estimated that these changes may result in more than 40,000 employees being taken to their pockets. This is the latest bad news for the Petroleum giant's tu
ulent two years - the turmoil in the board has led to layoffs and many employee benefits have been cut. BP announced that its overall market share has shrunk to 30.7% - the lowest level in the last three years. The oil giant is suffering from several competitors (Wilson, 2005). In September 2014, as CEO Bob Dudley revealed that the profit forecast for the first half of 2014-15 was exaggerated by about 260 million pounds, BP's share price fell by 2 billion pounds. All at once, it announced that it would only provide 5% of the salary for the new plan, compared to 11% for the old plan. It is believed that the company hopes to fill a £3.9 billion pension a big black hole, affecting approximately 200,000 employees. The report concludes that BP employees increasingly need more skills. It said that PETROLEUM is no longer a low-skilled occupation, and employers must train their employees to survive. Large market participant BP said that the employee turnover rate is 12%, which may sound lower than the UK average. However, this ratio is disappointing compared to the average of the oil and gas industry because they know that employees tend to be longer in this area.
The issue/problem
Organization culture: High staff turnover and organizational culture have complex symbiotic relationships. BP's high turnover makes a
oken workplace relationship and BP’s organizational culture discourages productive and long-term working relationships. Establishing an organizational culture in the company with very high staff turnover requires BP to develop ways to increase employee retention; training is the best way to increase employee possession. BP's organizational culture applies to short-lived relationships - not only to regulators and managers, however also to colleagues (Chi, Hughen, Lin & Lisic, 2012). Therefore, BP's high turnover rate may make teamwork impossible. BP may also be reluctant to invest significant time...