Managing People and Team

This article discusses performance management, risk planning and assessment, and crisis management in the context of managing people and teams. It covers the benefits of performance management, the importance of risk planning and assessment in high-risk environments, and the need for crisis management teams to handle talent management issues.

Running head: MANAGING PEOPLE AND TEAM
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Managing People and Team
Student’s Name
Institutional Affiliation

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Managing People and Team
CASE 1: Performance Management
Managing performance remains an essential part of development for any organization in
the present competitive business environment. Performance management creates a critical
framework responsible for guiding, supporting, and encouraging a performance oriented culture
which eventually benefits the company as well as the individual employees. The culture of
performance steers success to organizations and personal career growth among individuals thus
providing a win-win situation for parties involved. Performance management systems further
enhance service delivery as the culture of performance provides a linkage between the
attainments of goals and improves the understanding of employees on the need to satisfy the
goals of an organization (Bolden, 2016).
However, the introduction and implementation of the performance system has to be done
in a manner that safeguards the job security of individuals through an initiation of a change
management process. According to Ochurub, Bussin & Goosen (2012), the organization needs to
be ready for change and put all the necessary efforts towards building confidence on the side of
the employees on the need and benefits of the mentioned change. The employees need to
understand positive elements that the organization is set to achieve as well as how the expected
change would change their fortunes.
As a result, the need for training and sensitization on performance management system
arises where employees have to be assured of the positivity and learn on aligning the goals with
their individual performance standards. Since change readiness serves as an indicator for the

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responsive level of employees on change, it will be prudent to consider it in the first stage prior
to the implantation.
Impacts of Performance Management on Employee Motivation
Career Growth
Performance management systems bear positive results on firms and their respective
employees. The system gives the employer a framework from which the management and
monitoring of performance aspects can be observed and necessary action taken. The systems
allows for results on the effectiveness of an employee, contribution to overall organization goals,
areas of improvement, and the gaps needed in performance (Van Dooren, Bouckaert & Halligan,
2015). As such, it allows the management to build the capacity of employees through training,
workshops, improvement of resources, and change in strategy to suit enhanced performance. In
the long run, employees would benefit from it through enhanced skills which present them the
opportunity for promotions and career growth.
Boost in Employee Productivity
Performance management aligns tasks with goals which enhance the need to surpass set
standards among employees. Workers working under a performance management system with
clearly set out goals and targets tend to remain active and determined to attain the most of their
task. In this respect, the process impacts positively on employee performance once the
understanding and reality of capacity building sets in (Van Dooren, Bouckaert & Halligan,
2015). Moreover, employees become determined to outdo their challenges as opposed to the
group working where a cross-examination of personal performance remains scanty.
Responsibility acts as motivation factor to increased performance, and thus justifies the need for

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the performance management system. As such, it would bear a positive impact on the
performance of employees once introduced.
Employee’s Morale
Performance management systems work under the pressure to deliver quality and
improve the production process from time to time. As employees continue working, the system
evaluates their performance while highlighting their strong and weak areas. In providing a
remedy to the situation, the management strives to build their capacity on the weakness while
appraising them whenever a positive aspect is discovered. Bloom, Propper, Seiler, & Van
Reenen (2015) argue that the performance management system would further identify the
strengths of individual workers and plan for proper job design that matches the relevant skills
with the respective task towards increased productivity.
Employees would be motivated doing tasks matching their qualifications and talents
thereby increasing the desire to productive performance. In the long run, employees become
motivated to work and outshine the rest thus encouraging the spirit of competition amongst each
other. Positive work should always be rewarded through a reward mechanism that boosts and
grows the desire to better performance.
Loyalty and Retention of Employees
Performance management systems in organizations are responsible for monitoring and
identification of elements of strength and weakness among employee performance. As such, it
prepares the organization in its training and refresher needs on key performance areas thus
steering growth. Employees receiving top-notch resources and training services have a high
probability of remaining loyal to a firm and benefiting from an appraisal system in place (Cascio,

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2018). The mining workers working in isolated locations may be bored and desire to seek
employment in other areas where capacity building and proper working environment exists.
However, presenting them with the same at no fee assists in captivating their minds
towards performance and increased desire to continue working for the firm. Consequently, the
build-up in skills and motivations accompanying the same reduces the rate of employee turnover
in organization thereby steering an organization positively (Ainsworth, Smith & Millership,
2002). The mining workers would enjoy the services of the system and boost their confidence
and job security since it is meant to empower their skills and not as a measure of laying them off.
Enhanced Performance Communication
Communication is a significant aspect which occurs between employees and the
employer aimed at arriving at a point of objectivity and clearing issues at hand. The introduction
of a performance management system would assist in opening up employees to their employer.
During the performance report exercises, employees would be much at peace to explain areas of
weakness where the employer can associate the same to the performance registered (Thomson,
Thomson & Arney, 2015). Afterward, a training process can be instituted where a staff becomes
more willing to learn and communicate effectively on the areas of interest in line with the
organization goals. Thus, the situation presents positive results for the company and the
employees at large.
The above mentioned issues serve as a recommendation for the introduction of the
performance management as the set benefits seem to outweigh the challenges involved. The use
of change management in the process would ensure a seamless transition and adaption to the
performance management system given a clear communication on the need for the change
among employees. Besides, the inclusion of employees in key decisions should remain in

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consideration to boost their moral and accommodate their views. Accommodation of employee
views on issues and eliminating issues of doubt among the workers would lead to positive
impacts on both the workers and the Mining Company regardless of its location (Anitha, 2014).
It remains evident based on the benefits that the introduction of the system would increase
motivation and morale among employees thus recommendable for the organization to undertake
the venture.
CASE TWO: Risk Planning and Assessment
Staff rotation is an important aspect for a company with different sites of operation. Staff
rotation remains essential in achieving human resource objectives such as training, refresher
course, and orientation all of which contribute towards performance. As such, it enhances career
development and prevents job boredom or burnout caused by the intense nature of the mining
industry. The operation of the sites as single entities spells doom for the firm’s workers who are
forced to remain in one location over time complicated by the presence of militant acts on
foreigners (Aven, 2016). The economic crisis and the threat from ISIS threaten the executives on
site thus causing a possible situation of a high staff turnover rate.
The case calls for the solving of the threat issue as well as the retention menace and
lack of staff rotation essential for growth. In normal circumstances, workers feeling threatened
would always exit an organization scampering for their safety. The situation calls for an
assurance of employee safety and minimization of risks within the organization. Risk is the
prime issue at hand that needs addressing.
The management ought to explore the option of implementing an Integrated Duty to
Care Risk Management that entails an eight step process. The process follows the Plan-Do-
Check approach to management of safety of individuals working in the isolation location. The

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plan category shall involve key stakeholders in identifying the responsibilities to be done under
the same while the ‘do’ category catering for the Duty of Care and travel risk management
implementation and deployment (Kerzner & Kerzner, 2017). The ‘check’ category shall deal
with the monitoring and evaluation aspect to ensure the staff within and outside of the premise
remain safe and sound.
Duty of Care Risk Management Plan
The management plan provides paths to handling safety issues among the Mining Co.
workers which would reduce the desire to leave the organization for other safe areas. The
management is to explore the following steps in creating a safe working and travel environment.
Step 1: Assess Company Specific Risk
The first step in providing the solution involves assessment of the safety and security in
the location where the employees work, travel, and live in understanding the obligations needed.
In this case, the Mining Co. situated in an isolated location experiences the threat of terrorism
acts due to the presence of the ISIS operations. The measures have to align with the risk at hand
in driving a sense of care to the workers.
Step 2: Plan Strategically
The step calls for development of an integrated risk management strategy during
incidents and ongoing care. Here, the firm needs to plan for strategic care of its workers at the
work environment, dwelling places, and during travel from one location to the other.
Step 3: Policies and Procedures
After planning, the firm needs to develop policies and procedures of safe practice and
travel advisory to its members based on the prevailing intelligence reports. A travel policy has to

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be formulated as well as procedures on safety of employees both in precaution and reactive
measures in case of an incidence occurrence.
Step 4: Manage Global Mobility
The organization needs to explore a global mobility of its workers flying in and out of the site as
well as their immediate families. An assessment of the threat factor has to be observed and
considered before departures and arrivals are made to safeguard employees and senior
management from the threat of terror groups (Sadgrove, 2016). As a result, such travels must be
accompanied by security officers and other protocol personnel.
Step 5: Communicate, educate and Train
The organization needs to communicate the management plan to its employees to make
them aware of the situations, train them on response lines and seeking security during distress
moments. The understanding of the potential risks assists in taking precautions and following the
safety guide in place towards safety. The plan has to include operations within the site and those
during the travel time (Bader, Berg & Holtbrügge, 2015).
Step 6: Track and Inform
The Mining Co. has to know the whereabouts of its employees and have cameras on
location that can detect threat at a distance. Officials on travel must be monitored and informed
of any matters arising through proactive communication to cater for emergencies and upcoming
threats.
Step 7: Advise, assist and Evacuate
In case of a crisis or attack, the care plan officials should be able to advice and support workers
within and out of site to find assistance and prepare for evacuation plans in case of attacks

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(Bromiley, McShane, Nair & Rustambekov, 2015). The procedures should be well understood
and necessary contact numbers provided.
Step 8: Control and Analyze
The firm should be ready to check on the security operations and precautions and analyze
their rate of effectiveness all along. The measure will assist in providing a holistic approach to
correcting the non-performing aspects thus guaranteeing safety to its workers.
Other Measures
The firm has to go to greater lengths and institute an insurance policy for its workers to
cater for health, evacuation, ransom, and business continuity. Besides, it has to develop alert
system that is real time and reaches all employees to boost awareness. Compensation plans have
to exist and made known to the workers to boost their morale and desire to work for the
organization (Glendon, Clarke & McKenna, 2016). Further, the firm needs to offer paid leaves
with free transport for workers periodically to break the boredom and further reunite the workers
with their families.
Moreover, the compensation and risk allowances have to reviewed upwards to motivate
the employee in working in the isolated and high risk areas (Deresky, 2017). Education and
training of immediate family members can be embraced as a measure of retaining workers with
great experience. The measures aforementioned assist in motivating and seeking loyalty from the
workers in the face of the turbulent times. Staffs aware of their security guarantee and a higher
stipend for the difficult and risky tasks tend to have a higher retention rate (Park, Seager, Rao,
Convertino & Linkov, 2013). As a firm facing the threat of terror and also the risk of employee
loss, it is proper for the firm to consider the recommendation in safeguarding and reducing the
employee turnover rate among the individuals.

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CASE THREE: Crisis Management
Crisis management is a crucial function for a firm presented with the threat of exit by
employees based on the security situation at hand. The crisis management team provides
encouragement and support during times of crisis, where in this case relates to the loss of a talent
in the organization (Ertas, 2015). The first step in solving a crisis is acknowledging the fact it can
happen and beginning to prepare for an occurrence. Being prepared for a crisis entails building
the capacity of employees and other stakeholders involved in tackling issues with knowledge and
providing a seamless transition towards normalcy.
Selection Criteria
A crisis team involves persons with skills and instinct on reactive and proactive measures
towards given sets of crisis. The team shall be selected from all departments where the
representatives alongside the top level management shall sit and make deliberations to cater for
the talent management issues and others within the organization. The human resource
department shall field in more persons for professional and functional reasons related to their
office. The positions therein can include a crisis manager, public affair advisor, security
manager, legal advisor, human resource advisor, health and safety coordinator, and aides in the
several departments (Liu, Shankar & Yun, 2017). Representing each department is essential in
identifying the suitable person to fill a position as each of them understand the duties performed
daily thus can make informed decision on the same. The team shall select their preferred leader
whose position can be reviewed from annually to offer equal chances to individuals.

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Functions of the Team
The crisis management team should work closely with the human resource department in
handling the lay-off and resignation process. The team may be activated anytime a crisis looms
to reduce the impact on reputational damage on the company. The broad role of the team shall
dwell from offering support onsite, managing crisis situations, managing human impacts and
other assignments related to crisis situations. According to Ji, Liu, & Austin (2014), the creation
of a social media page for alerts serves well in crisis management. The team is to ensure that
employees with intentions to resign ought to record the same with the department two months in
advance to cater for proper planning and control of the change of guard.
However, cases of sudden loss such as through acts of terror and accidents need for
speedy replacement as there is no specific notice given over the same (Grissom, Viano, & Selin,
2016). As such, it calls for proper advance planning in the human resource capacity building and
replacement options. Talent in the organization can be lost anytime regarding the prevalent
factors leading to turnover among employees. As such, it is proper as an immediate remedy plan
for the company to engage in training and development plans among the workers to cushion the
effect of loss.
Training existing workers and educating them to match the talents needed for a given
position is substantial as the parent culture and shared values of an organization remains intact
(Drennan, McConnell & Stark, 2014). In sourcing of employees to fill vacant positions also acts
as a motivation factor for the junior employees with the desire for career growth. At the same
time, it reduces the costs in orientation and training of new workers whenever filling a vacant
position.
Therefore, it is essential for the development and preparedness for the crisis.

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Outsourcing of workers on a part-time basis is an important step towards catering for a crisis
situation. Employees can be sought and retained on a part-time basis and thereby become handy
whenever an opportunity arises. According to Bundy, Pfarrer, Short & Coombs (2017), such
persons can replace the gap on a permanent basis as more effort to find other part-timers with
relevant skills and qualifications remains underway. The measure aims at minimizing the loss
experienced from the time an employee leaves and organization to the period when recruitment
and selection comes to an end. Based on the location, travel arrangements should always be in
plan to guarantee a safe and speedy delivery of the next talent to fill the gap.
Recruitment and queuing of potential employees is essential towards succession planning
in cases where the employees within the organization do not meet the qualification required for a
given post. In this case, the crisis management team needs to work closely with the human
resource team in selecting the best candidates. After selection, there is the need to keep close
touch with the individuals to keep them updated of the vacancies and ascertain whether they
have been engaged in other areas of employment (Pang, Kucukusta & Chan, 2015). The measure
is critical as it ensures that the workers are available at the time of need. The number of people in
this section has to be vast in nature as the probability of several of them getting active
employment remains high.
Reward
The team shall receive an addition stipend and privileges apart from their normal salaries
for the extra function conducted. The team shall meet from time to time to plan on precautionary
measures in talent management and thus do not have to perform the tasks on a daily basis thus
justifying the proposition for extra pay depending on the sittings made and the deliberation and
performance in line with crisis management (Kim & Fernandez, 2017).

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The business world involves several risk factors that ought to be mitigated or solved
reactively in a timely manner. Planning for a crisis reduces the risk factors that may damage an
organization’s reputation. In doing so, the crisis team shall provide an all-round support in
ensuring that no talent gap is available using the four strategies towards retaining and acquiring
employees for the organization (Nica, 2016). Mining Co, in its present state would benefit from
the crisis team formation and extend the same over the different isolated locations within its
business entity.

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