Managing Team and Performance

This report discusses the issues of performance management, motivation, human resource, organizational behavior, and talent management in MiningCo organization. It provides recommendations on how to introduce performance management initiatives, curb hysteria, and manage talent gaps. The report emphasizes the importance of building trust, encouraging healthy competition, developing commitment, and leveraging diversity in team performance management.

Running head: MANAGING TEAM AND PERFORMANCE
Managing Team and Performance
Student’s name:
Name of the university:
Author’s note:

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Table of Contents
Introduction......................................................................................................................................3
Case one...........................................................................................................................................3
Introducing performance management initiative on the motivation of staff...............................3
Recommendations to the board, specifically on how the proposed initiative will impact on
their decisions moving forward...................................................................................................5
Case two...........................................................................................................................................7
Problems of MiningCo................................................................................................................7
Recommendation to the board for how to curb any hysteria that ensues....................................8
Case three.......................................................................................................................................10
Crisis Management Team to manage the event that any substantial talent gap emerges at any
individual site.............................................................................................................................10
Decide on the selection criteria, the format, structure and function of the team and how would
reward them...............................................................................................................................11
Conclusion.....................................................................................................................................13
Reference List................................................................................................................................14

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Introduction
Great team performance needs attending to work, relationship, tasks and individuals’
requirement on the team. Team members within an organisation should be motivated and
satisfied so that they can provide their best performance (De Jong, Dirks & Gillespie, 2016).
Managers and team leaders provide support to the team members so that the fundamental
performance of the employees goes high. The team members need to build trust, encourage
healthy competition, developing commitment and leveraging diversity. This report highlights the
issues of MiningCo organisation regarding the performance management, motivation, human
resource, organizational behaviour and talent management. The aim of the report is to explore
the issues of human resource management and this report strives to provide recommendations on
these issues. MiningCo organisation operates in isolated areas where various fly-in and fly-out
staffs work on a roster basis. I am Senior HR executive to show the influence of performance
management on staff motivation, the strategies of employee retention and Crisis Management to
solve the talent gap within the organisation.
Case one
Introducing performance management initiative on the motivation of staff
Performance management process within an organisation starts when a task is defined as
required and it ends with the employees leaving the organisation. Performance management of
the organisation can be defined as the self-evaluation and the organisation uses the performance
management of an organisation as the tool to track the objectives of the organisation and the
improvement of the employees towards the objectives (Van Dooren, Bouckaert & Halligan,

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2015). MiningCo organisation needs to have performance management system as the maximum
employees work in different locations. Performance management would be beneficial for
MiningCo as it provides the better result to the organisation. The HR department and
management bodies of MiningCo can create a performance framework, standard goals, planned
goals and competence requirements. The management of the organisations define the interaction
with the staffs at each step and performance management system can make each step an
opportunity. The management also provides on-going feedback and coaching. As stated by Mone
& London (2014), the management of the organisation can conduct quarterly performance
evaluation in order to understand the performance development and planning discussion.
Moreover, the management of the organisation's design the effective compensation for the
employees and they can recognise the systems that can reward the employees for their ongoing
development and contributions. Performance management can provide promotional or career
development of the employees in MiningCo as it includes the lateral moves, job shadowing and
transfers (Keraney, 2018). Revenue growth and corporate performance are the major challenges
of the organisation facing from both internal and external environment. In order to survive in the
competitive environment, the organisation must provide the motivation to the employees to bring
out the performance. Factors of employees' motivation depend on the employees' strengths,
measuring the success of the employees, treating employees with esteem, explaining the reward
system and inquiring the needs of the employees.
Developing the performance management system can be classified into the development
of the managing, planning, reviewing and rewarding the employees. The management of the
organisation tries to set the individual employee’s target to meet the organisational overall goal.
Therefore, the performance management system is there to ensure continuous improvement to

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contribute the organisational performance (Cascio, 2018). MiningCo can take the performance
management system as this could be effective to get the annual performance review to
continuous assessment of the progress of the employees. The employees of MiningCo do not
have intrinsic motivation properly as they have to live separately from the family and their
workplaces are remotely located (Deery & Jago, 2015). Therefore, the performance management
system can identify which employees are not performing well; after that, the managers and team
leaders can motivate the selected employees to engage in the work process to improve the task
performance. In MiningCo, the employees can also be given with extrinsic motivation to bring
out the better productivity and through performance management; the managerial bodies can
identify the low performance of the employees. Therefore, performance management system is
like a communication between employees and management to bring out the collaborative
behaviour.
Recommendations to the board, specifically on how the proposed initiative will impact on
their decisions moving forward
Investment in performance management can consider three areas to improvement,
retention, engagement and culture; building the global leadership and the need of revamping the
improvement of employee learning. Performance management system of the organisations has
some basic components; however, the overall system is the basic focus; not just the one element
within this. The management of the organisation needs to develop the clear employee
recruitment policy and job description. After the selection of the employees, the employers
welcome the employees. The management can provide ongoing training and education to the
employees. In MiningCo, the employees to need to travel on a frequent basis and the employees
feel stressed that might lead to the reducing the intrinsic motivation.

5MANAGING TEAM AND PERFORMANCE
Lay the foundation
The managerial bodies of MiningCo should communicate demands and expectations to
the staffs regarding the performance and management can also express about rewards and
recognition if the employees can meet the set criteria. In MiningCo, the HR department and
management team can create an ‘employee competence list’ so that the employees must be aware
of the job responsibility and roles. Employee competency is about the developing and
empowering the employees and to provide motivation, communication, customer orientation and
interpersonal awareness.
Creating the process for performance evaluation
MiningCo should create the process of performance evaluation for deciding the
benchmark of the performance management of the employees. The managers can spend time
with the employees in the remote location so that the employees can speak out about their
feedback in one-to-one sessions (Church et al., 2016). The employees will be allowed to talk
about their hearts’ desires. Therefore, the managers will know about the motivation of the
employees.
Begin employee performance appraisal process
The performance management system will assess the employees according to the
performance and their competencies. The management team can give the score to the employees
regarding their performance based on the training (Lazaroiu, 2015). The scoring will be given on
varied sections and the managers should be honest to provide the score. Therefore, after the
performance appraisal, the employees are given salary hike, rewards or promotion.

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Collect and analyse data
The managers need to analyse the data so that each of the elements of the feedback must
be taken into consideration. As stated by Bargeron, Lehn & Smith (2015), the gathered data from
the feedback session can correlate the business decision. The performance management system is
all about the feedback, safety and job security, behaviour identification and self-esteem of the
employees. The employees of MiningCo do the critical work and they deserve the extrinsic
motivation to boost the employee performance. The management can offer medical insurance,
cash bonus, incentives and profit sharing.
Case two
Problems of MiningCo
MiningCo has each site operates as a single entity in an isolated area and there are very
little cross-over or staff-rotation between two places. Therefore, thee employees do not get
enough motivation to continue in MiningCo. The employees do not have intrinsic motivation and
the employees do not have their families so that they can share their time. The staff rotation is
low in MiningCo so that the employees have to live in an isolated place for a long time. In
addition, some of the sites of MiningCo are located in Greece and Greece has been facing the
economic crisis. The employees are leaving the organisation MiningCo as the presence of ISIS in
the Middle East creates the threat among the employees. In foreign nationals, the presence of
terrorism leads to leaving the employees from remote sites of the MiningCo. The experienced
employees are leaving the organisation; therefore, the organisation has been having the issue of
high staff turnover. High staff turnover causes the increase of cost implication as the HR
department needs to recruit more employees, existing employees feel lack of morale to work

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within the organisation and the poor team performance may ensue to MiningCo. MiningCo has
its subsidiaries in different locations, operations costs and risks allocation can be high and
managers also take time to initiate towards about decision-making.
The employees are leaving the organisation and it is a proof that the employees are not
satisfied within MiningCo. The managers fail to find out the motivation of the employees so that
they continue their working in MiningCo. According to Limarev et al., (2016), Maslow's
Hierarchy of Needs theory tells about individuals desire for psychological needs as well as air,
water, shelter and food. Safety needs of the employees are related to the financial security,
personal security and health and well-being of the employees as well. Lack of motivation may
come from the solidarity of the employees and employees are not engaged properly with each
other. As opined by Porter, Riesenmy & Fields, (2016), leaders in the single entity location may
not have enough potential to motivate the employees and provide job satisfaction. The health and
safety of the employees must be provided as the employees have to work in the insecure
environment and the employees need positive motivation to work in such condition. The external
environmental problems in MiningCo can be aligned with the low employee motivation as the
employees are engaged in the different locations; they think their values may not be attributed to
productivity.
Recommendation to the board for how to curb any hysteria that ensues
HR department of MiningCo needs to resolve the external environmental factors and Hr
department can start the systematic employee retention plan in order to provide the motivation,
both extrinsic and intrinsic.
Managers’ involvement

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The employees have to work in a remote location where the employee engagement is very low.
Managers are the main leaders in the remote location where the managers can take the initiative
to engage the employees in talking and providing training. After the working hours, the
employees can spend time together (Aruna & Anitha, 2015). The managers should talk one-to-
one in order to understand the problems of the employees and managers can provide assistance
to the good performers to ensure them with good positions.
Showing appreciation with fringe benefits
In a remote location, the employees do not have any motivation to perform well. The
management of the organisation can show appreciation when the employees perform well. In
addition, the management can start the fringe benefits programme within the organisation for the
employees (Terera & Ngirande, 2014). Benefits and compensation must be given to the
employees as they have to work in fly-in and fly-out basis. The employees should be given
financial benefits and additional perks. Fringe benefits are not taxable and the management of
MiningCo can start to provide better salary package, bonus plan and holiday plan, leave benefits,
fixed salary, insurance plan, health care plan and incentives. These facilities will eventually
increase the retention rate and employees will agree to work over there.
Instilling positive culture
MiningCo organisation has its own set of values as the components of organisational
culture are honesty, excellence, attitude and teamwork. The managerial bodies of MiningCo can
make a right culture for the employees. The proper working culture can attract the employees
and a proper set of values will give the employees a good vibe to stay within the organisation

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(Sankar, 2015). The management can take the meeting session and the employees can be given
the training to make themselves able to stay in the organisation.
Promoting open communication
MiningCo has its sites across the globe and the employees have to communicate with the
management. The open communication system is needed as MiningCo has more than one single
entity. MiningCo can start the open communication process as it shows the clear path towards
employee engagement and motivation.
Case three
Crisis Management Team to manage the event that any substantial talent gap emerges at
any individual site
The talent gap is going to be one of the significant factors for the employees to handle as
the organisations are taking mainly talent management strategy so that the skilled employees do
not leave the organisation (Booth, 2015). Crisis Management Team (CMT) is structured to give
support to organisational management through decreasing the level of issues that can reflect the
crisis management frame. In MiningCo, the organisation has been facing the issue of high staff
turnover that means the organisational retention is low. It is perceived that the HR department
recruits the new employees when existing employees leave the organisation. Therefore, transfer
of experienced employees with adequate knowledge and learning skills can become non-existent.
External learning and forming of collaboration are needed when the talent gap is identified. New
employees do not have enough knowledge of the work process and they have to be given
training. The management needs to provide additional investment, employees’ shift adjustment
and time duration of the employees so that the talent gap can be mitigated. The new employees

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have to work with care so that the talent gap may not emerge (Bundy et al., 2017). In addition,
CMT is a good option to solve the talent gap as it can help to solve the employee retention issue
as well sustaining the motivation of the employees. In the UK, almost 73% of the job applicants
are not suitable for the posts for which they are applying (Arnaboldi, Lapsley & Steccolini,
2015). There is a gap of knowledge prevalent within the employees who are working within an
organisation and employee engagement needs to be there to establish the harmony among the
employees. The skilled employees of an organisation can mitigate the issue of a substantial talent
gap. Skill gap can be found out between employees' skills and employers' want (Ahmed et al.,
2016). The skill gap analysis can assist to identify the skills needed and it helps to achieve the
business objectives. Crisis Management Team can help the employees to make the employees
job-fit. Crisis Management Team can use strategic business and technological roadmaps.
Decide on the selection criteria, the format, structure and function of the team and how
would reward them
Selection criteria:
MiningCo organisation will select the skilled employees who have experience in this
field. The appropriate and valid members of the MiningCo organisation will be given the
responsibility to make the Crisis Management Team. The criteria for the selection will be
included the qualification, skills, experience and past evaluations within the organisation. The
MiningCo organisation will choose the members of the team from the senior posts and the
members must have the critical thinking capability and the people must be able to observe the
change. Challenge facing capability must be there within the employees. The members of the
team must be appointed from the various regions of the world so that the effective mechanism of
the organisation like job opportunity and staff rotation can be maintained.

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Format
CMT team of MiningCo will be like Regional Crisis Management where the team needs
to provide immediate planning and designing to the organisation. The team will be included
Human Resource Advisor, strategic reporting officer, HR training, Environmental Evaluator and
Advisor. The team will support the activities of functions and CMT will approve the decision-
making. If the changes are required, they can consider the financial, legal and employee
productivity and concerns.
Structure and function of the team
CMT structure is similar to the organisational structure where the head of the team must
have adequate knowledge to understand the talent gap. The employees within the organisation
can communicate the CMT to mitigate the issue. The communication will flow from top to
bottom. Crisis Management Advisor should assign the tasks to the employees and the Regional
Operation Manager will change the plan if required. The employees will seek the change for
assisting team manager. Crisis Management Team will eventually provide the training to the
employees so that the employees can provide effective communication. The team will participate
in the feedback session so that the training can be provided to the employees.
Reward system
Crisis Management Team (CMT) has crucial responsibilities to take attentive behaviour
from the staffs and the team requires spontaneous decision-making to increase the productivity
and mitigate the talent gap. The CMT can be given rewards so that the team members’
productivity can be increased. Special rewards and recognition will be given to the CMT and

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team members will be given learning skills, financial rewards, technological systems, intrinsic
motivation and bonus. CMT team members’ knowledge should be shared with the employees.
Conclusion
It has been observed that MiningCo organisation is concerned with human resource
decisions. In this regard, HR department wants to motivate the team members as they do not live
with their families. The Performance Management system is going to implement to motivate the
employees as performance management system of the organisation can make the employees
work in a systematic way. The employees have been leaving MiningCo and management is
trying to provide systematic retention plan for the employees by providing additional benefits,
open communication and rewards. Talent gap will be mitigated through implementing Crisis
Management Team as this team will solve the issue by removing substantial talent gap.

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