Case One: Introducing Performance Management Initiative to Motivate the Staffs
The managers acknowledge the good work of the employees and the management provides motivation to the employees. The management within an organisation needs to maintain good communication with the employees so that a positive working relationship should be made. The structure of the organisation gives help to mitigate the crisis with the organisation between management and the employees (Van Dooren et al. 2015). In this study, organisational culture, strategic human resource management, organisational behaviour, motivation and performance management of the employees are explained. MiningCo is an organisation that operates mainly in remote regions where many of the temporary personnel work on roaster basis. My role in this organisation is Senior HR executive and I am responsible to highlight the performance management on employee motivation, retention of the workers and the crisis administration to resolve the knowledge gap.
Introducing performance management initiative to motivate the staffs
Performance management can be defined as the process through which the managers, as well as the personnel, can work collectively to observe, design and analyse of the workers’ job purposes and the manager’s judge the overall contribution of the employees on the organisation. According to Terera and Ngirande (2014), performance management is not just the annual performance feedback or review; performance management is the continuous process of creating objectives for the employees how would they progress on meeting the aim of the organisation. The managers assess the development of the organisation and they provide ongoing coaching to the personnel so that they can share the feedback to ensure their target and career goals. MiningCo organisation is thinking about starting the performance management process so that performance of the employees will be reviewed after a certain period of time. The employees of MiningCo have to work on various sections of the world and they do not have enough motivation as they have to live without their family. The performance management aligns the organisation’s strategic direction as well as culture (Ahammad et al. 2016). MiningCo organisation can get the accurate image of the each employee’s performance through performance management system. Performance management includes the collective procedure for setting objectives and reviews the performance based on mainly both way communication. MiningCo organisation can measure and monitor the results and behaviour of the employees.
The motivation of the people comes from the respect, achievement, job satisfaction and positive contribution towards the organisational goal (Ahmed et al. 2016). Performance management is the process of understanding the belief of employees’ strengths and it inquires employees what they want. The performance management system can teach employees to measure the success. The performance management can help to identify the lack of the qualities of the employees. The managers help the employees to provide feedback and training. It helps the employees to treat with respect and provides industry-average benefits. These all process provides the employees with motivation from within the employees. In addition, the managers explain the reward system to the employees based on the qualities, strengths, and power (Anitha and Begum 2016). The reviews of the employees will be used to the advantage of the employees to provide rewards and recognition. MiningCo can define the requirements of the job roles before employing the personnel and this strategy would help the workers to understand their job description. Each of the staffs within the organisation assumes to work with the best group and performance management process can identify the best employees of the organisation.
Recommendations to the Board on the Proposed Initiative
Performance management will provide assistance for the staffs to recognise the enduring low performers of the organisation. Business leaders of MiningCo need to understand the management and their team to reach the motivational level so that the employees must work in a better manner. Motivated employees are productive employees and they are eventually satisfied and happy in their lifestyles (Arnaboldi et al. 2015). Motivated employees can motivate other employees and performance management is the method through which the managers try to ensure the activities of the employees and outputs must be congruent to the goal of the organisation. The performance of the employees in MiningCo can be measured through the output that the employees produce.
Recommendations to the board on the proposed initiative
Motivation derives from the term motive that means desires, needs, wants and drives of the persons (Deery and Jago 2016). This is the procedure of inspiring the employees within the organisation and these are associated with the psychological factors and the behaviour of the employees. Motivations are of two types, extrinsic motivation, and the intrinsic motivations. MiningCo has been facing the issue of low employee motivation as the employees feel alone and work satisfaction is missing. The efficiency of the personnel is low and the reason possibly the performance management arrangement is not present (Cascio 2018). MiningCo organisation will get the benefit of the performance management system as it will motivate the employees to increase the performance. HR manager of MiningCo should start with motivational policy and performance management system; the policy must be centralised so that the employees across the world should follow the same rule.
Foundation of performance management system:
Management of MiningCo should communicate the expectations and demands to the staffs concerning the performance. MiningCo should start the rewards and recognition if the staffs can fulfil the standards of performance set by the management. Within the organisation, MiningCo can create “employee competence list” for the staffs to safeguard the staffs and it will make the staffs mindful of their responsibilities and job roles.
Creation of process for performance evaluation
The management can set the benchmark for performance management and the managers can spend times with the employees to take the face-to-face meeting (Kearney 2018). The performance evaluation process needs to be done through one-to-one interviews of the employees to know the desires and wants. The managers should know where the employees’ motivations lie.
Case Two: Recommendations to the Board for How to Curb Any Hysteria
Establishing employee performance-appraisal process
The managers need to assess the performance and competencies of the employees. The managers give score against the performance of the employees and they can ensure the training of the employees. During the appraisal, the managers should be honest and they need to evaluate the performance of the employees taking the feedback from the team leaders and the employees.
Analysis the data
When the meetings with the employees are done, the managers can analyse the data. Managers need to correlate the data with the business decision-making. The managers of MiningCo gather data related to the employee’s motivation, self-esteem, self-actualisation and safety and security. The employees of MiningCo mostly do the critical mining based works; therefore, the managers can allocate the employees with financial incentives, medical insurance, cash bonus, profit sharing, and leaves.
Problems faced by MiningCo
MiningCo operates in ranges of isolated locations and each of isolated sites operates in a single entity. In this single isolated site, there is slight staff rotation among them. Single entity means separate legal entity or subsidiary for MiningCo. Therefore, the managers of these single entity need to contact with headquarter. The employees in these regions do not have any intrinsic as well as extrinsic motivations as the employees have to live in these regions without near and dear ones. The employees have nothing to recreate with as these places are isolated. The employees are not given any extrinsic motivation like a bonus, cash benefit, leaves, and insurance. In addition, the financial disaster in Greece and the cumulative influence of the occurrence of ISIS in the Middle East on overseas citizens is causing in many of the senior executives’ onsite desiring to leave the organisation. MiningCo has been facing the issue due to the economic recession in some of the countries where the employees do not wish to continue their employment in MiningCo. The employees are leaving the organisation due to the threat of terrorist attacks in many of the Middle East countries as many of the single entities are in isolated places. If the organisations are facing the high employee turnover, it can go against the organisations’ competitive advantage (Arun and Anitha 2015). An external environmental threat like political issues, economic crunch in some of the countries and socio-cultural impact of some of the regions are the major reasons for leaving the employees from MiningCo.
Therefore, the organisation has been dealing with the issue of lack of employee engagement as the staffs have to work in distant places. MiningCo changes the employees in rotation basis; therefore, the employees’ engagement is rare in MiningCo. The personnel do not have intrinsic motivation also as the MiningCo do not give cash bonus, leaves and other fringe benefits to the employees. In addition, external unsuited environment leads to the employees leaving the organisation. The management may not provide safety and security for the lives and jobs of the employees. Maslow’s Hierarchy of Needs stated that the individuals have the desires for physiological needs like air, water, food and shelter (Lazaroiu 2015). Safety needs or the individuals are financial security, personal security, health and wellbeing and social well-being of the individuals. Social well being of the individuals is related to the intimacy with the closed ones, family, and friendship (Limarev et al. 2015). Esteem values of the employees within an organisation is associated with the respect, complex, self-confidence and inferiority complex. Additionally, self-actualisation is related to the accomplishing everything that an individual needs to do. Therefore, motivational factors of the employees within MiningCo are missing and employees are not getting enough security and social well-being of the employees cannot be seen in MiningCo. The working value is not attributed to productivity as the workers are not engaged while working in dissimilarities.
Case Three: Crisis Management Team to Manage the Event of Any Substantial Talent Gap Emerges
Recommendations to the board for how to curb any issues that ensue
- Giving benefits and compensation to the employees:
The HR department of MiningCo will build up compensation plan by giving great advantages and remuneration. As the workers need to work without their relatives in far-flung areas, money advantages must be taken into account. These additional advantages quicken consistency standard of the employees and representatives will consent to work in such unacceptable working condition (Sankar 2015). The employees can be given fringe benefits like fixed salary, good salary package, fixed salary, medical leaves, health plans, bonus plans and insurance. Fringe benefits will provide extrinsic motivation to continue with MiningCo.
- Implementing positive workplace culture:
The organisation can provide values to the excellence, organisational culture, respect, honesty and attitude for working within MiningCo. The senior officials of MiningCo can make correct values that can create leverage for drawing in and keeping workers. The organisation can begin coaching for the representatives and feedback sessions with a specific end-goal to make them ready to work in remote areas. Work environment must reinforce the culture by encouraging the staffs to follow the organisational cultural values.
- Beginning open communication:
In MiningCo, it has its single entities across the world. Subsequently, the staffs need to speak with the management and this managerial procedure will go smoothly if the management contract with the headquarters using digital media. The management of MiningCo should begin an open communication to give a reasonable way of progression. In this way, the workers will be inspired in the workplace that they can undoubtedly speak with the managers.
- Involvement of managers:
Supervisors in the single entities are the principle pioneers for the workers of MiningCo and the managers are required to train and prepare the staffs in single entities. The managers sometimes talk to the employees coordinated and to comprehend the issue (Mone 2014). The managers should start motivational sessions on free hours so that the employees can perform well.
Crisis Management Team (CMT) to manage substantial talent gap emerges at any individual site
MiningCo organisation wants to stop sequence of unwanted events that can lead to major disturbances in the workplace through implementing crisis management team. According to Boin et al. (2016), the crisis within an organisation arises in the very short notice and it triggers an uncertainty and fear within the employees and management. In the crisis, the managers of the organisation can warn the employees against the crisis. The crisis management team tries to detect the issues within the organisation and they try to quickly jump into the actions taking quick decisions. MiningCo organisation has been facing the issue of low employee retention as a maximum of the workers are leaving without giving prior notice. This leads to many o the senior executives and experienced employees are leaving the organisation. Therefore, the institute is facing the talent gap as the experienced employees have the skills to do the work efficiently and it is cannot expect from new employees who have just joined. Therefore, MiningCo is going to implement Crisis Management Team (CMT) to protect the institute against the adverse effects of issues and this team will prepare the organisation to face the inevitable threats. MiningCo expects the crisis management team to detect the sign of crisis and identify the areas of problems.
Conclusion
The crisis management team can take the interview one-to-one in order to understand the issues faced by the employees and what are the concerns of the employees. The crisis management team will also try to find out the talent gap and ask the HR team to fulfil the talent gap through recruitment (Al Ariss et al. 2014). Crisis management team will prepare the plan that would work best during the situation of emergency and the team will encourage the staffs to face the issues with determination, courage. CMT team can motivate the employees to deliver the best to the organisation so that organisation can come out from the tough times and ready for the better future. MiningCo will make the crisis management team comprehend the main extents of concerns and talent gap dangerous for an organisation that works in mining. Slight mistake in mining can bring the issue to the organisation and employees’ safety is associated with this. The crisis management team will prioritise the issues and this team will eventually handle the critical situations (Booth 2015).
The CMT will double check the information prior to finalising the plan of crisis mitigation. In addition, sending a communication to the managers and headquarter is another responsibility of the team. The team needs to implement the plans immediately for the better results and the team will take proper feedback from the employees to take the right steps at the right time. CMT will try to know the talent of the employees through collecting valuable information. It is very important to find out the existing talent gap. It is important for crisis management team to evaluate the impact of loss to the organisation and achieve prominence to the potential strength (Bundy et al. 2017). The team will make a plan with HR to expand the talent search beyond the immediate sphere. It is important that the tea should recognise the right candidates to fill the leadership gaps using competency-based search.
Deciding on the selection criteria, format, structure, and function of the team and reward policy for Crisis Management Team
Selection criteria
HR department will select the experienced candidates within the organisation MiningCo to create MiningCo organisation’s crisis management team. The experienced candidates will be able to identify the talent gap within the organisation. The HR professionals are thinking to take external recruitment and they will provide training to the employees. External recruitment of crisis management candidates will start by giving the advertisement online and the selection will be done based on involvements and skills. MiningCo can decide to take the candidates into the team who have at least three years of experience in the mining industry and the candidates must have the experience to review the crisis situation previously. The team members of CMT must be appointed from the different regions and it will provide additional benefit to understand the employees well. The team members of CMT should have a clear understanding of staff rotation, motivation, revitalising the employees and crisis communication (Tokakis et al. 2018).
Format of team
Crisis management team will be more like substitute unit of MiningCo and this team will provide the advantage of solving the issues. Crisis management team will include Head of the Department, Chief Executive Officer, Board of Directors, Media Advisors, Human Resource Representatives, Regional Officer and HR Advisor to provide training to the employees. Strategic report officer will be selected from within the organisation of MiningCo. Strategic report office can evaluate the external and internal situation of MiningCo. The format of the team will have horizontal structure and the communication flow will be fast and smooth. Team members of CMT will take a decision and they will discuss with the fellow team members about this. HR Executive will be providing training and Human Resource Representatives will be assigned job responsibilities.
Structure and Function of the team
The arrangement of crisis management team will be comparable to the organisational structure and the employees of the organisation should transfer the communication to make the team like Regional Emergency Management Team. The management must have to make a team where the team members have the knowledge and team members can be provided with additional training so that they can contact with headquarter. The functions of CMT will be of taking the feedback, one-to-one interview, giving formal training and identify the talent gap. The CMT will take the participative feedback and potential stakeholders will be recognised who would be affected if the ability gap will emerge like this.
Rewards and recognition
Crisis management team has the accountabilities and the team members need to continue with the high attentive behaviour. As stated by Cerasoli et al. (2014), the team members of CMT should do spontaneous decision-making. The team members have to take extra work stress and CMT team will provide their best so that the crisis situation will be mitigated. The management of MiningCo can set the standards if the team can meet the standard; they team members will be given special recognition and rewards. The team members are expected to transfer the knowledge to the employees on the location. The group adherents should be given with technical system, financial rewards, learning skills and intrinsic motivation.
Conclusion
It is observed that MiningCo organisation has the location of a different site and these are working as a single entity in isolated places. The employees have to work in such place and they do not have the motivation to work in such places. Performance management of the employees can increase their motivation as performance management system highlights the employees’ strengths and weaknesses. The employees are facing the issue of economic crisis, terrorist threat and lack of motivation, therefore, the employee turnover is getting higher. The managers of MiningCo can take the decision of giving additional motivation through bonus, money, fringe benefits and leaves. Positive work culture and involvement of managers can increase retention. Lastly, crisis communication team will help the organisation to meet the talent gap and team is required to be structured to uphold resolving the talent issue.
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