Stratigic Human Resources Management

You are an expert HR consultancy team producing a professional,

academic-grade strategic HR report for Aluminium Bahrain B.S.C.

(Alba) as part of a Level 8 Strategic Human Resources Management

course (BU8702T). The report is worth 30% of the final mark and

must meet the EXCELLENT band (85100%) on all rubric criteria.

REPORT CONTEXT

Client: Alba (Aluminium Bahrain B.S.C.)

Role: External HR Consultancy Team

Audience: Alba’s CEO and Senior Leadership

Tone: Professional, evidence-based, consultancy-grade

Word Count: 7,000 words (10%)

Referencing: APA 7th edition (in-text + full reference list)

Format: Cover Page TOC Executive Summary

Tasks 14 Conclusion References

Responsibility Matrix

ALBA PROFILE SUMMARY (use throughout all tasks)

– World’s largest aluminium smelters; 1.6M MT annual capacity

– 3,200+ employees; 84% Bahrainisation; ~95% male workforce

– Listed: Bahrain Bourse + London Stock Exchange

– Shareholders: Mumtalakat (Bahrain SWF) + SABIC

– Strategic Priorities: Operational Excellence, Safety & Health,

ESG/Sustainability, Bahrainisation, Digital Transformation,

People Development

– Core Values: Safety First, Excellence, Integrity, Teamwork,

Sustainability

– HR Challenges: Succession planning, attracting youth,

shift-work wellbeing, skills gaps (AI/automation), engagement,

gender diversity

– Industry rivals: EGA (UAE), Ma’aden (KSA), Sohar (Oman),

Rio Tinto, Alcoa, Norsk Hydro

LEARNING OUTCOMES TO EVIDENCE IN EVERY TASK

LO1: Critically evaluate the drivers and impact of emerging

strategic issues on organizations in Bahrain, the GCC,

and globally.

LO2: Develop and apply Human Capital strategies that are

culturally and economically contextualized to ensure

competitive advantage for a variety of organizations.

LO3: Evaluate the role of HR and technology in strategic

implementation and monitoring.

TASK 1 INDUSTRY & VALUE CHAIN ANALYSIS [20 Marks / LO1]

TARGET: EXCELLENT band Thorough, well-researched analysis

with clear insights across Bahrain, GCC, and global markets.

Strong data, examples, and HR’s role in value creation clearly

evidenced through the Value Chain.

INSTRUCTIONS:

1. SWOT Analysis for Alba

– Strengths: operational scale, Bahrainisation leadership,

Line 6 capacity, government backing, sustainability record

– Weaknesses: gender imbalance (~95% male), aging workforce,

expatriate dependency in technical roles, shift-work attrition

– Opportunities: Industry 4.0 adoption, green aluminium demand,

downstream integration, WEF Future of Jobs 2025 trends

(attach WEF report for data)

– Threats: Chinese/Russian price competition, carbon regulation,

global aluminium price volatility, talent competition from

banking/tech/government sectors

2. PESTLE Analysis

Apply at THREE levels: Bahrain | GCC | Global

– Political: Bahraini Vision 2030, Bahrainisation policy (LMRA),

GCC Vision strategies, geopolitical stability

– Economic: Oil-price dependency, aluminium commodity cycles,

GDP diversification, Tamkeen support programs

– Social: Demographics, youth unemployment, gender inclusion

mandates, cultural norms around industrial work

– Technological: Industry 4.0, AI/automation, digital HR systems,

WEF 2025 job displacement/creation data (use WEF report)

– Legal: Labour Law of Bahrain, LMRA regulations, union rights,

ESG reporting mandates (GRI)

– Environmental: GHG reduction targets, Paris Agreement,

carbon border adjustment mechanisms (EU CBAM), water use

For each factor: state the driver impact on Alba HR implication.

Highlight SIMILARITIES and DIFFERENCES across the three levels.

3. Porter’s Five Forces

– Threat of New Entrants: Capital intensity, sovereign ownership

creates high barriers; moderate threat from Chinese capacity

– Supplier Power: Alumina, energy (power = ~40% of cost),

limited local alternatives; high power

– Buyer Power: Long-term contracts with automotive/aerospace;

moderate-to-high power due to commodity nature

– Threat of Substitutes: Steel, composites, plastics in some

applications; growing but manageable

– Industry Rivalry: EGA, Ma’aden, Sohar + global giants;

competition on efficiency, ESG, price

Link each force to an HR or people implication.

4. Generic Strategies (Porter)

Alba pursues a COST LEADERSHIP + DIFFERENTIATION HYBRID:

– Cost leadership through operational efficiency and scale

– Differentiation through sustainability credentials,

Bahrainisation, and product quality

Explain how HR strategy supports this generic strategy.

5. Porter’s Value Chain Analysis for Alba

PRIMARY ACTIVITIES:

– Inbound Logistics: Alumina sourcing, supplier management

– Operations: Smelting, casting, carbon production

link to safety culture, trained operators, shift efficiency

– Outbound Logistics: Global distribution, customer relations

– Marketing & Sales: Sustainability-linked product positioning

– Service: After-sales technical support

SUPPORT ACTIVITIES (focus heavily on HR):

– HR Management: Talent acquisition, L&D (Alba Training Centre),

performance management, Bahrainisation, succession planning

– Technology/Infrastructure: Digital transformation, HRIS,

AI-enabled analytics

– Procurement: Strategic partnerships

– Firm Infrastructure: Governance, ESG reporting

For EACH activity, explicitly state: How does HR add value here?

How does it sustain competitive advantage?

Use academic references: Porter (1985, 1990), Barney (1991

VRIN framework), Ulrich (1997 HR Business Partner model).

RUBRIC CHECK: Include real data, cite Alba annual reports,

WEF 2025, Gulf Aluminium Council, LMRA. Cover all three

geographic levels. Explicitly connect HR to value creation.

TASK 2 STRATEGIC HRM ALIGNMENT [15 Marks / LO2, LO3]

TARGET: EXCELLENT band Strong, clear vertical and horizontal

HRM alignment. Well-supported with evidence of workforce

sustainability outcomes.

INSTRUCTIONS:

1. VERTICAL ALIGNMENT (HR strategy Business strategy)

Apply the ULRICH HR Business Partner Model (2017) and the

HARVARD HRM MODEL (Beer et al., 1984):

– Show how each of Alba’s 6 strategic priorities maps to a

specific HR practice:

* Operational Excellence Performance management KPIs,

competency frameworks

* Safety & Health Safety culture training, HSE-linked

performance reviews, zero-harm policies

* ESG/Sustainability Green skills development, sustainability

KPIs in appraisals, community engagement programs

* Bahrainisation Graduate recruitment pipelines,

apprenticeship programs, succession planning

* Digital Transformation Upskilling in AI/data analytics,

HRIS adoption, digital literacy programs

(reference WEF 2025 future skills data)

* People Development Alba Training Centre, leadership

development, continuous professional development

Use the BALANCED SCORECARD (Kaplan & Norton, 1996) to show

how HR metrics align to business scorecard dimensions:

Financial | Customer | Internal Process | Learning & Growth

2. HORIZONTAL ALIGNMENT (HR practices reinforcing each other)

Apply the GUEST MODEL OF HRM (1997) show how Alba’s

HR practices form a coherent, mutually reinforcing system:

– Recruitment aligned with Bahrainisation feeds into L&D

(Alba Training Centre) linked to performance management

tied to compensation and bonuses reinforces retention

reduces succession risk

– Safety culture embedded across ALL HR practices (not siloed)

– Sustainability values embedded in onboarding, performance

reviews, and reward recognition

Explain how this horizontal integration drives:

– Long-term organizational performance

– Workforce sustainability

– Competitive advantage through human capital (Barney, 1991)

3. Role of Technology in HR Strategic Implementation (LO3)

– HRIS systems for workforce analytics and succession planning

– AI-driven recruitment tools for Bahrainisation targeting

– Digital learning platforms in Alba Training Centre

– Real-time safety monitoring systems linked to HR HSE records

– Data dashboards for tracking Bahrainisation rates and

engagement scores

Reference: WEF Future of Jobs 2025, CIPD HR Technology Report

RUBRIC CHECK: Name and apply at least 3 HRM models.

Provide specific examples from Alba. Connect technology to

HR strategy (LO3). Evidence workforce sustainability outcomes.

TASK 3 VISION, MISSION & VALUES IMPACT ON HR POLICIES

[25 Marks / LO1, LO2, LO3]

TARGET: EXCELLENT band Clear, comprehensive evaluation using

Strategic HRM models. Well-supported with data and case studies.

Practical recommendations with implementation challenges addressed.

INSTRUCTIONS:

1. Theoretical Framework

Use the STRATEGIC HRM FRAMEWORK: Explain how mission,

vision, and values act as the normative foundation for HR

policy design (Wright & McMahan, 1992; Boxall & Purcell, 2011).

Apply the CIPD HR PROFESSION MAP as a lens.

2. For EACH of the 4 HR policy areas below, structure your

analysis as:

[A] How Alba’s MVV (Mission/Vision/Values) shapes this policy

[B] Current practice at Alba

[C] Gap analysis / critique

[D] Evidence-based recommendations

[E] Implementation challenges + solutions

A) RECRUITMENT & SELECTION

MVV link: “Safety First” behavioural safety screening;

“Excellence” competency-based selection; Bahrainisation

national talent preference

Current: Targeted Bahraini graduate recruitment,

international specialist hiring

Recommendation: Structured behavioural interviewing aligned

to core values; blind-screening pilots to increase female

applicants; social media employer branding for Gen Z

(WEF 2025: 78% of Gen Z prioritise purpose-driven employers)

Challenge: Limited female talent pipeline for industrial roles

Solution: Partner with University of Bahrain engineering

faculties; internship-to-hire programs

B) LEARNING & TALENT DEVELOPMENT

MVV link: “People Development” strategic priority;

“Excellence” continuous learning culture

Current: Alba Training Centre, apprenticeships, leadership

development programs

Recommendation: Introduce AI/digital literacy curriculum

aligned with WEF 2025 top-10 future skills (analytical

thinking, tech literacy, resilience); mentoring programs

pairing senior Bahraini staff with graduates; succession

planning rotations for critical technical roles

Challenge: Shift-work patterns limit training participation

Solution: Blended e-learning + micro-learning modules

accessible on mobile

C) PERFORMANCE MANAGEMENT

MVV link: “Safety First” zero-harm KPIs mandatory;

“Sustainability” ESG metrics in appraisals; “Integrity”

360-degree feedback

Current: Annual appraisal linked to individual objectives

and competency assessments

Recommendation: Move to continuous performance management

(quarterly check-ins); integrate sustainability KPIs

(GHG reduction contributions); introduce OKRs

(Objectives & Key Results) at team level; use HRIS dashboards

for real-time performance tracking (LO3)

Challenge: Resistance to change from long-tenured staff

Solution: Change management program, leader-led rollout

D) REWARDS & COMPENSATION

MVV link: “Teamwork” team-based incentives;

“Excellence” performance-based bonuses; “Safety First”

safety milestone awards

Current: Competitive salaries, housing allowances, medical,

EOB, performance bonuses

Recommendation: Total Rewards Strategy (WorldatWork, 2021):

introduce non-monetary recognition (public recognition

programs, safety champions awards); flexible benefits

portfolio for shift workers (enhanced leave, childcare

support); introduce green bonuses tied to ESG targets;

long-service equity participation for Bahraini nationals

Challenge: Budget constraints Solution: Phase rewards

redesign over 3 years; pilot with one department first

3. Overall Recommendations for Workforce Engagement & Success

– Link all HR policies explicitly back to Alba’s MVV

– Apply the EMPLOYEE VALUE PROPOSITION (EVP) framework

to differentiate Alba as employer of choice in Bahrain

– Use KOTTER’S 8-STEP CHANGE MODEL for implementation

of recommended policy reforms

– Address D&I challenge: set gender diversity targets

(minimum 10% female by 2028), partner with LMRA

and Tamkeen for incentives

RUBRIC CHECK: Apply minimum 4 named HRM models/frameworks.

Cover all 4 HR policy areas. Include recommendations AND

implementation challenges. Reference LO1 (strategic issues),

LO2 (contextualized human capital), LO3 (technology in HR).

TASK 4 EMPLOYEE ENGAGEMENT STRATEGY [30 Marks / LO1, LO2, LO3]

TARGET: EXCELLENT band Comprehensive, innovative, tailored

strategy. All 5 components fully detailed. Strong post-

implementation evaluation with measurable metrics.

THEORETICAL FOUNDATION (apply before detailing the strategy):

– SCHAUFELI & BAKKER’s Job Demands-Resources (JD-R) Model

(2004): Identify key demands (shift work, safety pressure,

repetitive tasks) and resources (training, social support,

autonomy) at Alba

– KAHN’s CONDITIONS OF ENGAGEMENT (1990): Psychological

safety, meaningfulness, availability map to Alba context

– GALLUP Q12 FRAMEWORK: Use as diagnostic and measurement tool

– Link engagement to performance outcomes: CIPD (2024) shows

highly engaged employees are 17% more productive and have

41% lower absenteeism

ENGAGEMENT STRATEGY TITLE: “CONNECT. GROW. LEAD.”

Alba’s Integrated Employee Engagement Strategy 20262027

COMPONENT 1: ENGAGEMENT CALENDAR (full 12-month plan)

Present as a structured table: Month | Theme | Initiative |

Target Group | Owner | Expected Outcome

Include at minimum:

– Jan: Annual Engagement Survey Launch (all staff)

– Feb: Safety Month Zero Harm Campaign, safety champions awards

– Mar: International Women’s Day D&I spotlight,

female role model talks

– Apr: Learning & Development Month Training Centre open day,

skills fair, career mapping workshops

– May: Mental Health Awareness wellbeing workshops,

shift-worker support groups, EAP promotion

– Jun: Ramadan / Eid cultural celebration, community

volunteering, iftar gatherings

– Jul: Innovation Challenge Alba Hackathon (Industry 4.0 ideas),

cross-functional team projects

– Aug: Mid-Year Review pulse survey, manager conversations,

recognition roundtables

– Sep: Sustainability Month Green Alba employee challenges,

ESG awareness, tree-planting drives

– Oct: Bahrainisation Day national talent celebration,

graduate intake announcement, alumni mentoring launch

– Nov: Leadership Development internal mobility program launch,

succession nominations

– Dec: Annual Recognition Gala Employee of the Year,

Safety Champion, Innovation Award, long-service awards;

Year-end engagement results shared

COMPONENT 2: BUDGET REQUIREMENTS

Present as a table: Initiative | Cost Category | Estimated

Annual Budget (BHD) | Priority (High/Med/Low)

Approximate total: BHD 180,000220,000/year

Key line items:

– Engagement survey platform (e.g., Qualtrics): BHD 8,000

– Safety Month campaign: BHD 15,000

– L&D Month / skills fair: BHD 20,000

– Mental health / EAP program: BHD 12,000

– Innovation Hackathon: BHD 18,000

– Recognition Gala: BHD 35,000

– Sustainability initiatives: BHD 10,000

– D&I programs: BHD 15,000

– Digital engagement platform (internal app): BHD 25,000

– Miscellaneous / contingency (10%): BHD 20,000

Justify each budget item with ROI rationale

(e.g., turnover cost vs. retention investment).

COMPONENT 3: COMMUNICATION PLAN

INTERNAL:

– Launch “Alba Connect” internal digital platform

(mobile-first for shift workers): announcements,

recognition feeds, survey links, event sign-ups

– Monthly “CEO Connects” town halls (in-person + live stream)

– Line manager briefing packs (monthly)

– Notice boards and digital screens across all operational sites

– WhatsApp/Teams engagement group per department

EXTERNAL:

– LinkedIn employer branding content (monthly): Bahrainisation

success stories, sustainability milestones, employee spotlights

– Press releases for major engagement milestones

(e.g., Safety Champion award, graduation ceremonies)

– Alba Annual Report include engagement metrics and

employee stories as part of ESG narrative

Communication principles: TRANSPARENT | TIMELY |

INCLUSIVE (multilingual: Arabic + English) | TWO-WAY

Present as a communications matrix:

Audience | Channel | Frequency | Owner | Message

COMPONENT 4: IMPLEMENTATION PLAN

Apply KOTTER’S 8-STEP CHANGE MODEL as the implementation

framework. Present as a phased roadmap:

PHASE 1 FOUNDATION (JanMar 2026):

– CEO endorsement and Engagement Strategy launch

– Form Engagement Task Force (cross-functional champions)

– Baseline: conduct Gallup Q12 survey; analyze results

– Launch internal communication platform

– Train line managers as engagement enablers

PHASE 2 ACTIVATION (AprSep 2026):

– Roll out engagement calendar initiatives (Q2Q3)

– Launch Innovation Hackathon and L&D Month

– Mid-year pulse survey (Jul/Aug)

– Establish mentoring and succession programs

– Embed engagement KPIs in manager scorecards

PHASE 3 EMBEDDING (OctDec 2026):

– Recognition Gala and year-end celebration

– Annual engagement survey (compare to baseline)

– Board-level reporting of engagement outcomes

– Plan Year 2 enhancements based on feedback

Present as a Gantt-style table: Phase | Action | Timeline |

Responsible Party | Resources Required | Milestone

COMPONENT 5: POST-IMPLEMENTATION MEASURES

Apply the KIRKPATRICK MODEL (4 levels) and BALANCED SCORECARD

(HR Scorecard) as evaluation frameworks.

KEY METRICS (present as dashboard table):

Metric | Measurement Tool | Frequency | Target | Baseline

– Employee Engagement Score (Gallup Q12) | Survey | Annual | >70% engaged | TBD

– Employee Net Promoter Score (eNPS) | Pulse survey | Quarterly | >+30 | TBD

– Voluntary Turnover Rate | HRIS | Monthly | <5% | Current rate

– Absenteeism Rate | HRIS | Monthly | <2% | Current rate

– Bahrainisation Rate | HR Report | Quarterly | >86% | 84%

– Female Representation | HR Report | Annual | >8% | ~5%

– Training Hours per Employee | LMS | Quarterly | >40 hrs/year | TBD

– Safety Incidents (LTI Rate) | HSE Report | Monthly | 0 fatalities | Current

– Internal Promotion Rate | HRIS | Annual | >25% | TBD

– Participation Rate in Engagement Events | Attendance records | Per event | >75% | TBD

CONTINUOUS IMPROVEMENT LOOP:

– Quarterly HR dashboard presented to Executive Committee

– Annual engagement benchmark against GCC industrial sector

(use Aon/Mercer engagement benchmarks)

– Improvement suggestions: focus groups post-survey,

digital suggestion box on Alba Connect platform

– Year 2 strategy refresh based on data

RUBRIC CHECK: All 5 components present and fully detailed.

Theoretical models named and applied (JD-R, Kahn, Gallup,

Kotter, Kirkpatrick, Balanced Scorecard). Metrics are

specific and measurable. Strategy is tailored to Alba’s

unique industrial context (shift work, Bahrainisation, safety).

ACADEMIC REFERENCES TO INCLUDE (APA 7th edition)

Core SHRM references:

– Armstrong, M., & Taylor, S. (2023). Armstrong’s handbook

of human resource management practice (16th ed.). Kogan Page.

– Ulrich, D. (1997). Human resource champions. Harvard

Business School Press.

– Beer, M., Spector, B., Lawrence, P., Quinn Mills, D., &

Walton, R. (1984). Managing human assets. Free Press.

– Guest, D. E. (1997). Human resource management and

performance: A review and research agenda. International

Journal of Human Resource Management, 8(3), 263276.

– Barney, J. (1991). Firm resources and sustained competitive

advantage. Journal of Management, 17(1), 99120.

– Porter, M. E. (1985). Competitive advantage. Free Press.

– Boxall, P., & Purcell, J. (2011). Strategy and human

resource management (3rd ed.). Palgrave Macmillan.

– Schaufeli, W. B., & Bakker, A. B. (2004). Job demands,

job resources, and their relationship with burnout and

engagement. Journal of Organizational Behavior, 25(3), 293315.

– Kahn, W. A. (1990). Psychological conditions of personal

engagement and disengagement at work. Academy of Management

Journal, 33(4), 692724.

– Kaplan, R. S., & Norton, D. P. (1996). The balanced

scorecard. Harvard Business School Press.

– Kotter, J. P. (1996). Leading change. Harvard Business

School Press.

– Wright, P. M., & McMahan, G. C. (1992). Theoretical

perspectives for SHRM. Journal of Management, 18(2), 295320.

Industry/Contextual references:

– Alba. (2023). Annual report 2023. Aluminium Bahrain.

– World Economic Forum. (2025). Future of jobs report 2025.

WEF. [ATTACH AND CITE SPECIFIC DATA]

– Gulf Aluminium Council. (2023). GCC aluminium industry

overview. GAC.

– Labour Market Regulatory Authority. (2023). Bahrainisation

policy guidelines. Kingdom of Bahrain.

– CIPD. (2024). Employee engagement and motivation. CIPD.

– Gallup. (2024). State of the global workplace report. Gallup.

FINAL QUALITY CHECKLIST BEFORE SUBMISSION

All 4 tasks answered fully with no gaps

LO1 evidenced: strategic drivers across Bahrain/GCC/Global

LO2 evidenced: culturally contextualized human capital

strategies (Bahrainisation, GCC labour market, Islamic culture)

LO3 evidenced: technology’s role in HR named in every task

(HRIS, AI, digital platforms, data analytics)

Minimum 6 named SHRM models applied across the report

Porter’s Five Forces, SWOT, PESTLE, Value Chain all complete

All 5 engagement strategy components detailed

APA 7th edition citations and reference list complete

7,000 words 10% (6,3007,700 words)

Cover page, TOC, Executive Summary, Conclusion included

Responsibility Matrix included at the end

1.5 line spacing, Calibri/Arial 11pt or Times New Roman 12pt

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