Performance Management and Talent Gap Analysis

The provided study focuses on the importance of performance management within an organization, highlighting its potential to address significant talent gaps. The development of a Critical Management Team is proposed as a key strategy to drive business growth and competitiveness efficiently. Recommendations for implementing performance management are also included in this document.

Running head: MANAGING PEOPLE & TEAMS
MGMT6009 Managing People & Teams
Student’s name:
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Executive Summary
The entire report deals with the strategic human resources management, organisational culture,
design and ethics, organisational behaviour and motivation from the viewpoint of the mining
industry and for this reason, the study focuses on MiningCo that operates within this industry and
faces the aforementioned requirements significantly. The report shows the necessity of
performance management in gaining the staff morale and level of motivation that are required in
enhancing organisational productivity. Further, the report shows the development of Crisis
Management Team for managing the substantial talent gap that emerges at any individual site. In
order to make a crisis management team, formation, structure and reward system of the crisis
management has been described aptly.

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Table of Contents
Introduction......................................................................................................................................3
Aim..............................................................................................................................................3
Case one...........................................................................................................................................3
Impact of introducing performance management initiative on the motivation of staff location. 3
Making recommendations to the board, specifically on how the proposed initiative will impact
on their decisions moving forward..............................................................................................4
Case two...........................................................................................................................................6
Problems of MiningCo................................................................................................................6
Making recommendations to the board for how to curb any hysteria that ensues......................7
Case three.........................................................................................................................................8
Crisis management team to manage the event that any substantial talent gap emerges at any
individual site...............................................................................................................................8
Recommendation on Crisis Management Team..........................................................................8
Conclusion.....................................................................................................................................10
Reference List................................................................................................................................12

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Introduction
Performance management within workplace environment facilitates the attainment of
individual and organisational goal by tracking and monitoring the performance of individuals,
departments and the organisation as a whole (Van Dooren, Bouckaert & Halligan, 2015). Based
on this statement, it is worth mentioning that, through employee performance management, an
organisation becomes able not only to sustain employees’ productivity but also to structure the
effective directional paths for the future growth.
Aim
The aim of the study is to show the impact of performance management system on
employee motivation, retention and making crisis team management team in order to mitigate the
talent gap from the perspective of MiningCo which operates in a range of isolated locations
where many fly-in and fly-out workers perform on a roster basis.
Case one
Impact of introducing performance management initiative on the motivation of staff
location
In the concerned organisation MiningCo, employees have to perform frequent travelling
in isolated locations and they have to work in remote circumstances away from the families. This
might result in demotivating the employees and employees frequently quit their jobs because of
such organisational culture. Thus, it can be perceived that the aforementioned organisation is
having the critical need of implementing performance management system and initiative
program to improve the organisational productivity by enhancing the employee motivation.

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According to the viewpoint of Ahmed et al., (2016), performance management system facilitates
the level of motivation among the employees by setting a clear objective, time to time
performance feedback and appraisals. Further, the consideration of performance initiative
contributes towards the retention of loyal and skilful employees by awarding them based on their
contributions and this may result in increased profitability for the mining operations. Moreover,
as stated by Ahammad et al., (2016), performance management uses effective communication
strategy with the employees and participative type of leadership which can be perceived as the
morale-raising initiative among the workers. Apart from these, the fulfilment of psychological
needs and achievement of safety and security and self-actualization levels are required to
improve the employee engagement within the workplace (Anitha & Begum, 2016). Hence,
performance management tends to consider financial incentives, direct cash bonuses, retirement
plan, medical insurances or profit sharing plans for the workers and all these considerations of
performance management lead to the employee retention, motivation and future employee
stability significantly for the mining company.
Making recommendations to the board, specifically on how the proposed initiative will
impact on their decisions moving forward
The employees of the said organisation do not have enough motivation to perform in the
organisation and they feel low morale while working in the remote locations. The performance
management is not present in the workplace and thus, the productivity and the level of skilled
employees are getting reduced in MiningCo. In this respect, it is essential for the HR manager of
the said organisation to take a few steps for developing performance management system within
the organisation. All the members within the workplace do not have same the extrinsic and
intrinsic motivational grounds and therefore, motivation can be accelerated by the leaders by

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collaborating the low performers with the high ones and hence the managers can provide short-
term and mid-term goals for the low performers. Hence, some of the further recommendations
can be provided as per the relevance of the mining operations.
Creation of an environment regarding reward and recognition:
It is essential for the managerial body to communicate with the employees regarding their
requirements and expectations from the organisation. Hence, the said organisation may convey
reward system for the employees as per the fulfilment of performance criteria. In respect to this,
the creation of employee competence list will be beneficial for the managers for ensuring the
employees about their job roles and responsibilities (Aruna & Anitha, 2015). This will positively
lead to the employee empowerment, motivational support and employee engagement in the
workplace environment.
Evaluation of benchmarking:
The management system can develop performance evaluation process for building
significant benchmark for the performance management. Hence, it is important for the managers
to develop effective communication with the employees to understand the needs and
requirements of the workers.
Performance appraisals
Performance appraisal process can be proved beneficial to the said organisation. Each of
the employees has to travel frequently in the remote places away from the families and because
of such solitude, employees feel demotivated. Hence, performance appraisal system helps the
organisation to improve the motivational level among the employees. Management can provide

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financial incentives, profit sharing and retirement plan for motivating the workers. Such kind of
step will be beneficial for the improving the organisational performance by enhancing the
employee skills and future career growth (Booth, 2015). Further, it will support in developing
positive decision-making for having business growth in terms of financial profitability.
Case two
Problems of MiningCo
Each isolated site of MiningCo operates as a single entity and there is very little staff-
rotation or crossover within the workplace environment. As a result of this, many of the senior
executives are wishing to leave the organisation. Apart from this, organisation is facing some of
the issues associated with the external environment influence. There is economic crisis in Greece
where the organisation has one of its locations. This economic crisis within the organisational
entity may lead to the stopping of working process and the workers may face early retirement
from the company (Teera & Ngirande, 2014). On the other hand, ISIS is active in the Middle
East section and in some places of European zones where the organisation operates significantly
and because of this, most of the senior executives do not want to stay connected with the
organisation. As a result of this, the employees do not get effective managerial body and
leadership to improve their morale and as a result of this, the organisation is facing high
employee turn-over. Further, according to the viewpoint of Arnaboldi, Lapsley & Steccolini
(2015), the disengagement with the senior executive may lead to reduction in organisational
productivity and thus, the overall performance of the company is reducing significantly. Hence,
it can be stated that the company becomes unable to give tough competition to the major rivals
because of such internal and external issues. Further, as stated by Bundy et al., (2017), releasing

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the experienced senior executives may lead to the loss of confidentiality and hence, the
organisation becomes unable to gain competitive advantage in the highly competitive market of
the mining industry.
Therefore, it can be stated that the organisation is facing lack of employee engagement
because of the unsuited environment. Hence, it is essential for the management to focus on the
fulfilment of psychological needs such as food, shelter, water and air (Church et al., 2016). In
addition to this, the managerial body needs to focus on focus on safety needs in association with
financial security (because of economic crisis in Greece), personal security, health and social
wellbeing (because of the presence of ISIS) to improve the employee engagement within the
workplace environment of the said organisation MiningCo.
Making recommendations to the board for how to curb any hysteria that ensues
Based on the above-held discussion, it can be stated that the HR department is unable to
resolve external environmental factors and thus, it is important for the HR department to develop
systematic retention plan so as to motivate the employees by mitigating the influence the external
factors within the said organisation.
Development of positive working environment:
One of the issues faced by the company is the economic crisis in Greece and thus, it will
be beneficial for the company to develop positive working environment by implementing hi-tech
lightening and reward accomplishment from the perspective of Hawthorne effect. Further, active
listening skills of the managers have that potential to stirrup the creativity and motivational level
among the employees. Apart from these, promotion or achievement of new title may influence
the executives to stay connected with the organisation during the time of economic downturn.

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Implementation of safety and security policies:
Isolated workplace environment and outside threats are the major issues faced by the
company and in order to overcome the impact of this external environmental factor, it is essential
for the company to focus on the safety and security measures so that, each of the employees feel
safe while working in the remote locations away from the social wellbeing (Sankar, 2015). As
per the Maslow’s hierarchy needs, the organisational entity needs to pay attention to the
fulfilment of psychological needs of the staffs. Hence, outside threats may disrupt the employees
and put unnecessary pressure on the employees. Thus, only a safe environment within the
workplace may lead to the employee engagement with the organisational culture positively.
Case three
Crisis management team to manage the event that any substantial talent gap emerges at
any individual site
The business operational trends, economic and demographic preferences are creating
talent gaps in the mining industry. As stated by Deery & Jago (2015), experienced baby boomers
are leaving the workplace while the skill sets are not attractive to the new generation. Further,
according to the viewpoint of CIPD (Chartered Institute of Personnel and Development), near
about 73% of the candidates are not suitable for the designations (Al Ariss, Cascio & Paauwe,
2014). As a result of this, a talent gap is taking place within the organisations all over the world.
From the perspective of MiningCo, it is essential to have skilled employees to get the job done
and mitigate the workplace issues. Further, the employees’ talent pool is shrinking within the
said organisation because of the aforementioned issues and for this reason, it is important for the
company to focus on the development of crisis management team to improve the productivity

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and the business growth of the organisation in terms of employee retention and positive
workforce engagement (Porter, Riesenmy & Fields, 2016).
Recommendation on Crisis Management Team
Selection criteria
In case of selection criteria for the crisis management team, the skilled and most
appropriate members will be entertained for the significant designations. The members of CMT
(Crisis Management Team) must have an experience of 3 years and additionally, past evaluations
of the members as per the job criteria will be taken into account. Further, it is worth mentioning
that, the employees of having critical thinking ability along with spontaneous decision-making
capability by analysing the challenging situations will be selected positively. Employees from
different regions of the world will be appointed as the members of CMT (Crisis Management
Team) as it would help them to understand employees from different areas. In addition, a senior
executive may take the designation of director of crisis management team. Moreover, existing
employees from the MiningCo will be recruited and the external selection process will also be
entertained positively. The entire selection criteria will be based on skills and experiences of the
employees.
Format
The format of the Crisis Management Team will be like substitute entity of the
organisation for providing the extra advantage of reducing the impact of organisational issues.
The team will be included HR advisor, Regional Crisis manager, and strategic reporting officers,
senior and experienced employees from MiningCo as well as HR executives. Team format will
leverage Horizontal Structure where all team members will take decisions by communicating

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with fellow members (Mone & London, 2014). HR executives will be responsible for providing
training to the employees while the HR Advisor will take the responsibility of assigning job roles
for the team members.
Structure and Function of the team
The structure of the team will be similar to the organisational structure of the said
organisation. Under such environment, employees will have adequate knowledge and
understanding of transfer, inflow and communication. The selected members will perform as the
support-provider by sharing their knowledge and experience to the newly appointed workers.
The team members will also be responsible for handling the specific regional issues through
effective communication with the other employees. Moreover, the team leader will be selected
via mutual consent of the significant stakeholders and will be appointed as per the voting
practice.
Reward
The employees are leaving the organisation and thus the team members of Crisis
Management team are so appointed to mitigate this issue with the effective strategies. Hence, it
is important for the team members to give their best so that, it becomes possible for the company
to have significant talent management in future. It is important for the team members to take
feedback from the employees and other stakeholders to improve the employee engagement and
thus, the management needs to provide rewards to them to increase the productivity of the team
members. Further, it is essential to provide innovative technological strategies for improving the
working procedure of the team members. Further, financial bonuses, monetary rewards,

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certification of CMT (Crisis Management Team) skills and additionally paid leaves will be
provided to improve the workforce motivation and reduce the staff rotation.
Conclusion
In the ever-awaiting conclusion part, it can be concluded that MiningCo is facing high
employee turn-over as the employees encompass low morale and feel demotivated due to
organisational culture. Thus, the company has the critical need of performance management to
be implemented so that, it becomes possible for the company to improve the staff morale and in
turn the organisational productivity. Hence, the study has provided the significant impact of
performance management on the said organisation and developed a few recommendations
regarding the implementation of performance management. Further, the organisation is facing
significant talent gap within the workplace environment and thus, the study has shown how the
development of Critical Management Team will help the company to gain competitive advantage
and business growth efficiently and effectively.

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Reference List
Ahammad, M. F., Tarba, S. Y., Liu, Y., & Glaister, K. W. (2016). Knowledge transfer and cross-
border acquisition performance: The impact of cultural distance and employee
retention. International Business Review, 25(1), 66-75.
Ahmed, T. M., Bezemer, C. P., Chen, T. H., Hassan, A. E., & Shang, W. (2016, May).Studying
the effectiveness of application performance management (APM) tools for detecting
performance regressions for web applications: An experience report.In Proceedings of
the 13th International Conference on Mining Software Repositories (pp. 1-12).ACM.
Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories and
future research directions. Journal of World Business, 49(2), 173-179.
Anitha, J., & Begum, F. N. (2016). Role of organisational culture and employee commitment in
employee retention. ASBM Journal of Management, 9(1), 17.
Arnaboldi, M., Lapsley, I., & Steccolini, I. (2015). Performance management in the public
sector: The ultimate challenge. Financial Accountability & Management, 31(1), 1-22.
Aruna, M., & Anitha, J. (2015). Employee retention enablers: Generation Y employees. SCMS
Journal of Indian Management, 12(3), 94.
Booth, S. A. (2015). Crisis management strategy: Competition and change in modern
enterprises. Abingdon: Routledge.

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Bundy, J., Pfarrer, M. D., Short, C. E., & Coombs, W. T. (2017). Crises and crisis management:
Integration, interpretation, and research development. Journal of Management, 43(6),
1661-1692.
Church, A. H., Fleck, C. R., Foster, G. C., Levine, R. C., Lopez, F. J., & Rotolo, C. T. (2016).
Does purpose matter? The stability of personality assessments in organisation
development and talent management applications over time. The Journal of Applied
Behavioral Science, 52(4), 450-481.
Deery, M., & Jago, L. (2015).Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3), 453-
472.
Mone, E. M., & London, M. (2014). Employee engagement through effective performance
management: A practical guide for managers. Abingdon: Routledge.
Porter, T. H., Riesenmy, K. D., & Fields, D. (2016). Work environment and employee
motivation to lead: Moderating effects of personal characteristics. American Journal of
Business, 31(2), 66-84.
Sankar, M. (2015). Impact of hygiene factors on employee retention: Experimental study on
paper industry. Indian Journal of Management Science, 5(1), 58-61.
Terera, S. R., & Ngirande, H. (2014).The impact of rewards on job satisfaction and employee
retention. Mediterranean Journal of Social Sciences, 5(1), 481.
Van Dooren, W., Bouckaert, G., & Halligan, J. (2015). Performance management in the public
sector. Abingdon: Routledge.

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