Dsicuss about the Employee Engagement Through Effective Performance.
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.
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, 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 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.
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.
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.
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.
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.
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.
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 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.
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.
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.
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.
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 (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.
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.
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 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.
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.
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.
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.
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 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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