Global Diversity and Inclusion at Royal Dutch Shell
1. Should he or the others attempt to respond to negative reactions to the composition of the new Executive Committee? What should they say? To whom? When? How?
2. What goals, if any, should they set for the effect of the restructuring on the composition of Shell’s managerial workforce?
3. How should they review the thousands of managers at the different levels of the organization and determine who should remain and who should be let go?
4. What were the pros and cons of using diversity & inclusion aspirational targets to manage workforce composition during the restructuring?
5. Assuming roughly comparable capabilities, should candidates from targeted groups be preferred, even when they were reducing the number of managerial jobs in the organization?
1.The composition of the new EC is bound to give rise to negative reactions from certain corners. There is bound to be some discontent regarding it. It will be right for Voser to tackle the discontent wisely. There is also the need of handling the issue promptly.
In order to allay the building skepticism, he should first start with a meeting with the top level where he will have to clarify his intentions behind the composition, as it is crucial for him to not to lose the support from the top level. He will also have to clarify on the points of diversity and inclusivity since it hardly appears from the team’s composition that it is done in agreement with the existing culture.
Seeing that both females and Asians are missing from the new committee, this deviation from the norm is more than visible. In this direction he should further organize meetings with the managers at the middle level explaining his views and intentions behind it. In case of overlooking this issue, there may arise different views and voices which will get difficult to handle if ignored.
2. The managerial workforce is going to be deeply affected with the restructuring and it is...