Thursday, December 12, 2019

Development and Talent Management Applications †MyAssignmenthelp

Question: Discuss about the Development and Talent Management Applications. Answer: 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. 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. 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. 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 operat ions. 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 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. 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. 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 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 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. 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, t he 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 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. 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. 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 Maslows 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. 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 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 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 bas ed on skills and experiences of the employees. 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 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. 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, 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. 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.InProceedings 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. 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.

No comments:

Post a Comment

Note: Only a member of this blog may post a comment.