Analysis of Managing Team and Performance at MiningCo: HR Perspective

This report examines the challenges of managing team performance and employee motivation within MiningCo, an organization operating in remote locations with a fly-in/fly-out workforce. The report analyzes the impact of performance management initiatives on staff motivation, employee retention, and the creation of a crisis management team to address potential talent gaps. Case studies explore issues such as low morale, high employee turnover due to external factors like economic instability and security concerns, and the need for effective strategies to retain senior executives. Recommendations include establishing clear performance expectations, implementing performance evaluation processes, and providing appropriate incentives to boost employee engagement. The report emphasizes the importance of fostering a positive organizational culture, offering competitive compensation and benefits, and addressing the unique challenges faced by employees in remote work environments. The analysis underscores the significance of strategic HR practices in driving organizational success and mitigating risks associated with talent management.

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

1MANAGING TEAM AND PERFORMANCE
Table of Contents
Introduction......................................................................................................................................2
1. Case one.......................................................................................................................................2
1.1 Impact of introducing performance management initiative on the motivation of staff in the
location............................................................................................................................................2
1.2 Recommendations to the board, specifically proposing initiative will impact on decisions of
moving forward...............................................................................................................................4
2. Case two.......................................................................................................................................6
2.1 Problems facing at MiningCo....................................................................................................6
2.2 Recommendations to the board for how to curb any hysteria that ensues.................................8
3. Case three.....................................................................................................................................9
3.1 Creating crisis management team to manage the event that any substantial talent gap emerges
at any individual site........................................................................................................................9
3.2 Deciding on the selection criteria, the format, structure and function of the team and how to
reward them...................................................................................................................................11
Conclusion.....................................................................................................................................13
Reference List................................................................................................................................14

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Introduction
Within an organisation, team leaders have significant roles to build a structure of work
and to be active for the members. Team leaders build the strategy to carry the basic roles for the
growth of the organisation. The organisational structure of the organisation provides basic help
to communicate effectively with employees and management (Kearney, 2018). In this study,
strategic human resource management, organisational behaviour, organisational culture,
motivation and performance of management of the employees are discussed. MiningCo
organisation has to operate isolated locations where many fly-in and fly-out staffs work on roster
basis. Being a Senior HR Executive, it is needed to show the impact of performance management
initiative on staff motivation, employee retention and making crisis management team to
mitigate the talent gap.
1. Case one
1.1 Impact of introducing performance management initiative on the motivation of staff in
the location
In MiningCo, the employees have to work in a remote location and the management of
the organisation has to take the employees by flying them temporarily to the work location
instead of relocating the families of the employees and staffs' of the organisation permanently.
MiningCo has to operate in such locations and employees need to be motivated in order to work
in such remote places. Frequent travelling and solitude may result to the de-motivation and it
might result to quit from the organisation. As stated by Lazaroiu (2015), the motivation of the
staffs is a success factor for the challenging and innovative organisation where the management

3MANAGING TEAM AND PERFORMANCE
has to realise the additional benefits. Performance management system of the organisation
supports the motivation through clear objective and feedback provided by string management.
Most of the organisations try to have top performers with high potential and proper consequence
management is needed in order to maintain the performance management. In MiningCo, the
employees have to work in remote places and they do not have the families over there.
Performance management process enables the managers and employees work together in
harmony and managers provide a review to the work objectives of the employees (Mone &
London, 2014). The management of MiningCo must not take the performance management as
just an annual performance review as it is a continuous assessing of progress of the employees
and it can also be defined as on-going coaching of the employees. In order to gain the superior
organisational performance, the team leaders and managers take employee engagement and
devotion to improved task performance (Porter, Riesenmy & Fields, 2016). In Menino, the
employees' morale can be improved through boosting the intrinsic motivation that supports the
employee productivity.
The organisations need to define the requirements for job position within the
organisation before recruiting the employees. This policy will help the employees to know their
responsibility beforehand and employees are not expected to meet all the given responsibility at
very first. As stated by Arnaboldi, Lapsley & Steccolini, (2015), HR department of the
organisation needs to act on so that the employees meet the required minimum of performance
objectives. Sometimes, employees within a workplace expect that managers take action on low
performers and each of the employees within the organisation expects to be part of the successful
team. In this scenario, the low performers are a risk for the organisation. In MiningCo, the
employees have to leave their alone without the support of the family and they have lower

4MANAGING TEAM AND PERFORMANCE
intrinsic motivation. Intrinsic motivation comes from job role, interest and effective feedback;
create a purpose for work and promoting positive feedback (Ahmed et al., 2016). In MiningCo,
the employees must be given with extrinsic motivation in order to work well and bring out the
productivity. Performance management will be helpful for the employees to identify the
permanent low performers of the organisation and the organisations must have some basic rules
for the performance management. It is understood that the management needs to take a
performance management initiative programme. As opined by Van Dooren, Bouckaert, Halligan
(2015), performance management can be defined as the communication between employees and
the managers that both arrive together at the goal of the organisation and engage in the
collaborative behaviour.
1.2 Recommendations to the board, specifically proposing initiative will impact on
decisions of moving forward
In MiningCo, the employees feel low morale to continue to work in remote locations
where they do not have enough motivation to work hard. The productivity of the employees is
getting low as the performance management system is not present there (Anitha & Begum,
2016). MiningCo organisation will get benefit from the performance management initiative as
the management's responsibility is to motivate the employees. Motivation increases the
performance of the employees and performance brings productivity. In this respect, the HR
manager of mining needs to take a few steps to build performance management system. Within
an organisation, motivation can be accelerated by the team leaders by assimilating the low
performers with the high performers. Low performers of the team need help from the team
leaders and the fellow team members. Managers of the organisation provide short and mid-term
goals for the low performers. However, as stated by (Ahammad et al., 2016), all the members do

5MANAGING TEAM AND PERFORMANCE
not have the same intrinsic and extrinsic motivation as the level of psychological needs are
different for each of the employees.
Lay the foundation
At first, the management body needs to communicate exact demands and expectations to
the employees regarding the performance. MiningCo can convey about the rewards and
recognition if the employees fulfil the criteria of performance. The managers can take the
initiative to create ‘employee competence list’ for the employees in order to ensure that the
employees must be fully aware of their job roles and responsibility. As stated by Aruna & Anitha
(2015), employee competency is related to the empowering and developing others, motivational
support, communication, interpersonal awareness and customer orientation.
Create a process for performance evaluation
The management of MininingCo can create a process for performance evaluation to
decide the benchmarking for performance management. The managers need to spend times with
the employees in a remote location where managers meet the employees face-to-face on
scheduled basis. These meetings allow the employees to voice their wants and desires. The
managers get to know the motivation of the employees.
Start employee performance appraisal process
The management can start employee performance appraisal after assessing each of the
employees and their competencies. The management can provide the score to the employees
based on the training system. In appraisal, the managers' role is, to be honest and they can do an

6MANAGING TEAM AND PERFORMANCE
evaluation of the performance of the employees, feedback from the fellow employees and team
leaders (Terera & Ngirande, 2014).
Gather and analyse data
After the meetings are over with the employees, the managers of MiningCo can analyse
the data. The data must be correlated with the business decision and it can fluctuate with the
employees’ performance. Positive feedback, behaviour identification of the employees, safety
and security of job, self-esteem and self-actualisation level are important in performance
management. The employees of MiningCo have to do critical work; therefore, the financial
incentives must be there to boost motivation. MiningCo can think of cash bonus, medical
insurance, profit sharing and incentives.
2. Case two
2.1 Problems facing at MiningCo
MiningCo operates in each of the isolated sites as a single entity and there is very little
cross-over or staff rotation between them and senior executives' onsite wishing to leave. Job
rotation is rare in the organisation MiningCo where the employees must move through
systematic movement from one location to another to achieve various human resources. The
economic crisis in Greece is another issue for the organisation where the organisation has its
location. The economic crisis of the place may lead to stopping the working process and the
employees may lose the job. In some of the section of European zones and Middle East sections
where ISIS is active, in such places, the senior executives do not like to continue their work.
Therefore, the external factors are there for leaving the organisation MiningCo and the

7MANAGING TEAM AND PERFORMANCE
organisation is facing the issue of high employee turnover. Releasing experienced senior
employees can cause reduction of organisational productivity and it leads to the issue of
releasing the confidentiality of the organisation (Sankar, 2015). The competitive advantage of the
organisation MiningCo is at stake as the external threats and adequate environmental
management can be performed by the organisation. When an organisation has its own
subsidiaries in different locations, risk allocations can be effective and operation cost may
remain slow. When the organisations have many subsidiaries, the managers need to present as
well as initiate the decision-making.
The managers of the organisation where the employees have to work in different and
remote locations need to employ about motivational policies. MiningCo has been facing the issue
of lack of employee engagement because of external factors of the unsuited environment. The
management needs to satisfy the employees to provide a security of their jobs and lives. The
major issue of the management is to retain the employees by providing enough motivation. As
stated in Maslow's Hierarchy of Needs, the individuals want physiological needs like water, air,
food and shelter (Porter, Riesenmy & Fields, 2016). In addition, safety needs are associated with
the personal security, financial security, health and wellbeing, moreover, social well-being is
associated with the friendship, family and intimacy of the individuals. In addition, esteem within
the organisation as an employee is related to the respect, inferiority complex and self-confidence.
Lastly, self-actualisation is associated with the accomplishing everything that one person needs
to do and individuals need to focus on things that they need specifically. Therefore, staff
rotations, a single entity operating a business, terrorists' threat, lack of motivation as the
employees have to live alone and economic crisis in some global sections lead to the issues of
organisations and employees are leaving the organisations. It is clearly observed that

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motivational factors of the employees within MiningCo are missing as the employees cannot find
enough motivation of health and safety, they are facing the issue of working insecure
environment and they are not comfortable enough to work in such condition (Mone & London,
2014). Employees within MiningCo are not engaged as they have to work in different locations
and their working values cannot be attributed to productivity.
2.2 Recommendations to the board for how to curb any hysteria that ensues
Therefore, it is clear that external environmental factors cannot be resolved as it is
beyond the capability of HR department. HR department can develop a systematic retention plan
where the employees will get enough motivations, both intrinsic and extrinsic to work within
MiningCo.
Instilling positive culture: MiningCo has its own values as these are the components of
organisational culture, excellence, honesty, respect and attitude for the teamwork. The senior
executives of MiningCo can create a right culture that can make an advantage for attracting and
keeping employees. The management can start giving training to the employees and taking
meeting sessions in order to make them able to work in remote locations.
Showing appreciation for compensation and benefits: The organisational managers can
develop an appreciation plan by giving good benefits and compensation. As the employees have
to work without their families in a remote location, financial benefits must be good to retain such
employees. Financial benefits must be included good salary package, fixed salary with
incentives, medical leaves, insurance, health plans, bonus plan and paid time off. These added
benefits accelerate retention rate of the employees and employees will agree to work in such
unsuitable working condition.

9MANAGING TEAM AND PERFORMANCE
Providing small perks: Management bodies can provide small perks as providing an extra
holiday and Saturday half-work can increase the employee engagement and provide motivation.
The employees can be given flexible working time and they can be provided telecommuting with
their families (Church et al., 2016). The employees are not having family time; therefore, extra
perks like mobile facility and internet facility can be given with flexible working time.
Promoting open communication: In MiningCo, the organisation has an operation in different
parts of the globe. Therefore, the employees have to communicate with the management and this
management process cannot be done well if the organisation has more than one single entity. The
management of the organisation should start an open communication to provide a clear path of
advancement. Therefore, the employees will be motivated if they can easily communicate with
the managers.
Managers must involve: Managers in the remote location are the main leaders for the staffs of
MiningCo and the managers need to involve in talking with the employees to coach and train the
employees. The managers can talk one-to-one to understand the issue. The managers can help the
good performers to move towards the new position and it helps to poor performance.
3. Case three
3.1 Creating crisis management team to manage the event that any substantial talent gap
emerges at any individual site
In the UK, Chartered Institute of Personnel Development (CIPD) did a survey and they
found out that 73% of the candidates from the applicants are not suitable for the posts for whom
they are applying (Al Ariss, Cascio & Paauwe, 2014). Therefore, the talent gap is prevalent in

10MANAGING TEAM AND PERFORMANCE
the organisations across the world. In MiningCo, the employees have to work in different
sections of the world and they must be very skilled to get the job done. Otherwise, the employees
will create issues in the site of MiningCo and the employee engagement cannot be maintained in
perfect harmony. The skilled employees within the organisation are helping to mitigate the
workplace issue. As stated by Deery & Jago, 2015), skill gap is distinguishing between
employers’ want and employees’ skills. Therefore, the skill gap analysis helps to recognise the
skills and meet the business objectives. It is also obvious that the retention rate is poor in the
organisation as many of the employees are leaving the organisation. Employees’ talent pool is
shrinking and the productive skills of the employees are not that visible. According to Teera &
Ngirande (2014), the older generation in the workplace is retiring and millennials don't want to
work in a similar organisation for a long time. Millennials in the workplace are not skilled
enough as the experienced ones. Therefore, the talent gap is visible in the production process and
solving the issues within the organisation from different sections. Senior executives are leaving
the organisation; therefore, they take the profound pool of adequate knowledge and experience.
It can also be perceived that the organisation MiningCo will face the issue of knowledge and
talent gap quickly. The management can start a collaboration with external colleges for providing
training to the employees. The MiningCo needs to do additional investment in order to provide
the training to the employees. Hence, these factors raise the issue of a substantial talent gap. The
organisation is going to create a Crisis Management Team (CMT) and it would help to retain the
employees. The Crisis Management Team can provide motivation to the employees and it must
be identified from the talent gap (Al Ariss et al., 2014).

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3.2 Deciding on the selection criteria, the format, structure and function of the team and
how to reward them
Selection criteria
In selecting the employees for the team, HR department will eventually select only the
experienced employees. Crisis Management can be mitigated by the significance experiences of
the team members and the team members must give training to the existing employees of
MiningCo. The members of the Crisis Management must have an experience of 3 years and
additionally, past evaluations of the job responsibility will be taking into account. Senior
executives can take the position of director of Crisis Management Team. Members must be
appointed from different regions of the world and it would additionally give the advantage of
understanding the employees. The team members need to have knowledge about staffs'
mechanism, motivation, staff rotation and revitalising the employees (Booth, 2015). The Existing
employees from MiningCo will be selected and external recruitment will also be done to recruit
the employees in CMT. The selection process will be started by giving advertisement on
newspaper and online platform. The selection criteria will be based on skills and experiences.
Team format
The team format of the CMT will be like substitute unit of the organisation. Crisis
Management Team will provide the extra advantage of mitigating the issue. CMT will be
included Regional Crisis Manager, HR Advisor and HR executives to provide training, senior
employees from MiningCo and strategic reporting officers. Strategic Reporting officers will
evaluate the external and internal condition of the organisation in which the employees have to
work. Team format will have a Horizontal structure where the team members will take decision