An organization is built with a good team of working professional with the support of Human Resource Management which performs key function such as recruiting the right people and remunerate their salaries accordingly. Human resource management plays an important support activity of an organization’s value chain in order to sustain in a competitive environment.

The term value chain has been incorporated by Michael Porter (1985) in his book “Competitive Advantage: Creating and Sustaining Superior Performance”, in which he described value chain as a series of activities that the organization to adapt sustainable growth in a competitive business environment. In this analytical paper, the author will analyse his current employer’s human resource strategies and practices.

OES Oilfield Services is a medium enterprise with less than 500 employees around the world. This company has a head quarter in Dubai, United Arab Emirates and satellite offices around the world serving each continent respectively. The author is based in OES Oilfield Services Singapore Pte Ltd with 15 office staff and 60 field technical inspectors. This company specialised in non-destructive testing of lifting equipment on-board a client’s oil rig by providing technical competent inspectors. Such test is to check the integrity of lifting equipment to ensure zero downtime for the oil rig operation, which in some cases when the oil rig drilling operation is hindered, the oil rig owner will be fine over hundreds of thousands dollars per lost day.

In OES vision, the company believes a low cost leadership strategy by striving to provide uncompromising high quality inspection to its customer’s asset at a low consumer demand price. By doing so, this will make them have the ability to undercut their competitor’s pricing and gaining customer’s trust which will leads to increase market share.

In order