HR Report: Managing People, Teams, and Crises at MiningCo Sites

This report, prepared for MiningCo, a company operating in isolated locations with a fly-in, fly-out workforce, examines key HR challenges and provides strategic recommendations. It addresses three interrelated cases: implementing a performance management initiative to boost employee motivation, mitigating the impact of economic and geopolitical instability on senior executive retention, and establishing a Crisis Management Team (CMT) to address talent gaps. The recommendations include implementing comprehensive compensation and benefits packages, fostering a positive workplace culture through open communication and employee engagement initiatives, and developing a robust crisis management framework to ensure business continuity and employee well-being. The report emphasizes the importance of aligning HR practices with organizational goals to enhance employee performance, retention, and overall organizational resilience.

Running head: MANAGING PEOPLE AND TEAMS
Managing People and Teams
Student’s name:
Name of the university:
Author’s note:

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Table of Contents
Introduction......................................................................................................................................2
Case One..........................................................................................................................................2
Introducing performance management initiative to motivate the staffs......................................2
Recommendations to the board on the proposed initiative..........................................................4
Case Two.........................................................................................................................................6
Problems faced by MiningCo......................................................................................................6
Recommendations to the board for how to curb any issues that ensue ......................................7
Case Three.......................................................................................................................................9
Crisis Management Team (CMT) to manage substantial talent gap emerges at any individual
site................................................................................................................................................9
Deciding on the selection criteria, format, structure, and function of the team and reward
policy for Crisis Management Team.........................................................................................10
Conclusion.....................................................................................................................................12
Reference List................................................................................................................................14

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Introduction
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.
Case One
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

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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

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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.
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.

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a. 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.
b. 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.
c. 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.
d. 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

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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.
Case Two
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.

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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.
Recommendations to the board for how to curb any issues that ensue
a. 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

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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.
b. 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.
c. 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.
d. 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

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managers should start motivational sessions on free hours so that the employees can perform
well.
Case Three
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.
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

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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

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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.