Managing People and Teams Initial Performance Management

Question: Describe about the Managing People and Teams for Initial Performance Management. Answer: Case One: Performance Management Initiative In the company there has been initiated a performance management initiative or program for boosting the motivation of the employees. The performance management initiative focuses on the bringing transparency, increasing co-operation and incorporating systematic feedback through the initiative of performance management. There has been incorporated a 360 degree feedback and training and development sessions and incentive program (Van Dooren, Bouckaert and Halligan, 2015). The performance management initiatives works in the following ways: 360 Degree Feedback It is the feedback which helps in analyzing an individual from entire associated members of the company. It includes the customers, suppliers, peers, subordinates, superiors, higher authorities as well as self-evaluation. This program is generally to know the substantial areas of improvement from all the levels. It is constructive in nature as this helps in overall improvement (Tee and Ahmed, 2014). Training and Development Sessions The performance management initiative involves the various sessions which provide training to the employees for their development and growth. These training and development sessions are undertaken by the coaches or the mentors who help in boosting the growth and morale of the staff members (Cummings and Worley, 2014). Incentive Program This is one of the most effective parts of the performance management initiative. The incentive program is basically incorporated so that the hard working employees can be appreciated for their keen efforts and continuous hard work. By this program the employees can be motivated to work more effectively and bring out higher productivity with great efficiency (Gregory, et al., 2014). Impact of the Performance Management Initiative on the motivation of staff It is necessary to analyze the impact of the performance management initiative as only this will help in evaluating the effectiveness of the initiatives undertaken. Thus the performance management initiative taken place in the Mining Co. also has several impacts over the performance of the employees, their motivation level and the companys productivity. Following are impacts of the performance management initiative: Alignment of objectives and Goals With the help of this performance management initiative, there has been increased alignment in between the individual goals and companys objectives. They both are appearing and fulfilling on a simultaneous basis. Employees are not compromising their individual goals and objectives for achieving the companys mission and goals. And thus this performance management has helped effectively in aligning the goals and the objectives (Taylor, 2013). Resolution of Conflicts and Doubts With the help of the initiative implemented in the Mining Co. it has been analyzed that the rate of conflicts has been significantly declined and the conflicts which took place were also resolved at the initial phase only. The performance management initiative also supported in handling the various doubts of the employees and was successful in resolving them through am open discussion and conversation with the employees (Redpath, et al., 2013). Increased Motivation The most significant and vital impact of the performance management initiative was seen in the motivational level of the staff members. As it was resulted that the employees has an increased motivation and their will to work was also enhanced with the effective performance management. The workers are working peacefully with a positive state of mind (Jensen, Patel and Messersmith, 2013). Increased retention rate Another impact of the initiative is the increase in the retention rate of the employees as the initiative motivated the employees to work effectively as well as provided a better and improved working environment and thus the retention rate tends to increase (Rothwell, et al., 2015) Enhanced productivity There has been analyzed and identified there are positive impacts of the performance management initiative for the organization as the overall productivity or outcome increased significantly. There were improved results in comparison with the results of previous quarters and this recognizes that the performance management initiatives are very much effective from the organization point of view also (Rothwell, et al., 2015). Lower down of issues at workplace One more positive impact of the performance management initiative is that there has been a significant decrease in the rate of issues taking place at the workplace. People are working in a harmonized way and there is friendly environment in the company and thus the occurrence of the issues and conflicts have decreased effectively (Redpath, et al., 2013). Recommendations to the board There are few recommendations which are made to the board which demonstrates that in what way the proposed initiative will have a major impact over the decisions of moving forward: In the achievements of the organizational goals and objectives the performance management initiative will help the Mining Co. effectively as it will make sure that the individual goals are also met of the employees while accomplishing the organizational objectives and thus the initiative will help in boosting the growth and development of the company. The performance management initiative will improve the understanding and decision taking approach of the employees and will directly assist in fast decision making and saving the company from idle time and will support in increased productivity. Case Two: Issue: Senior executive onsite wishing to leave In the Mining Co. there has been a significant issued which was identified at the isolated sites of the company. It was found that because of the two major reasons the company has to face an issue of resigning of the senior executives. The primary reason behind this issue was the economic crisis which took place in Greece (Simou and Koutsogeorgou, 2014). In the year 2007-08 the financial crisis took place all over the world and after this crisis, Greece was badly impacted by these economic crises. The GDP was completely squat and the government debt increased rapidly. There has been up surge unemployment all over the world and all these impacted the working of both the small and the large scale companies (Madianos, et al., 2014). The second major thing which forces the senior executives to leave their job is the increasing impact of the presence of ISIS in the Middle East on foreign nationals. There has been a significant and rapid increase in the cases where ISIS members have harmed the people, murdered or kidnapped them. As the sites are located at the isolated places it creates a sense of danger and threat of the attacks and develops insecurity and opposition to live at those isolated sites and force the workers to leave and stay at a safer place. The ISIS i.e. Islamic State of Iraq and Syria is a terrorist organization which is continuously terrifying the people with their awry, nasty and pernicious conducts such as beheadings, destruction of historic places, human right abuses, ethnic cleansing and many more unethical conducts (Wechsler, et al., 2016). And this causes a fear and threat to safe and secure living of the people. And it resulted into leaving the jobs which are at isolated and unsecured regions where there is a threat of terrorist attacks. Recommendations to the board To make the senior executives retain in the company there is a need that a safer and secure workplace must be provided to them so that they do not work in the threat of the attacks. Thus for the resolving this issue following are the recommendations provided to the board so that the situation of panic can be control and curb: Increase workforce The main reason of threat is that the workplace is isolated sites where there are vey less number of people are present. And the primary step the company should take is to increase the number of staff so that there can be more human presence and less chances of any kind of contingency to take place. As well as it will also help in flexible rotational shifts and will also support in decreasing the threat. Extra Incentives and monetary benefits to the senior executives to sustain economic instability and financial crisis Because of the economic crisis and the financial instability there ate threats related to jobs and to encounter this threat and risk the Mining Co. must provide higher benefits and monetary benefits to the senior executives so that they can have a better sustainability and can manage the circumstances of economic crisis without impacting their work life. The higher incentive is termed as the monetary motivations provide to retain the employees. To increase security The company must increase its security by taking various initiatives such as by having various security protectors which can identify the threats and save the employees from any sort of attacks. There can be used for bullet proof doors in the company which can help the employees to have a safer place to escape if there takes place any inconvenient situation. There can be various other security initiatives like hidden cameras etc. To build contingency plans There must be development of the contingency plans so that if there takes place any non-happening situation or contingency the employees and the company are ready to cope up with it. The contingency plan must be robust and highly efficient which can effectively reduce the negative implications of the contingency. The contingency can be both an economic/financial crisis and the ISIS attacks. There must be strong remedies such as there can be licensed self-defense arms available by the Government to the organization as well as other ways to get out of the situation (Scharling Pedersen, Pillai and Hun, 2015). To have rescue plans There can be few effective and significant rescue plans to save the senior executives from the non-happening events and circumstances such as there can be secret place where the employees can hide to save themselves or there can be secret or hidden route which can be use for moving out from the place. To have Governmental support The company can also have a major support from the Government to save the employees and to provide a safer place to work. Government can increase the security by placing the local police force station in those regions. This will decrease the risk of attacks and will motivate the senior executives to work effectively (Byers, 2015). Provide the employees various insurances and life covering policies The company can also provide the employees various insurance which can help them and their families if there is any kind of non-happening event. These insurances can be of various forms such as monetary benefits, health benefits or other assistances which can help the executives and can boost their motivation to work adequately. Case Three: Issue: Talent Management Gap At one of the individual site of the Mining Co. there took place an issue regarding the substantial talent management gap. The company is not able to find and recruit the potential and well skilled workforce to have better organizational working. The substantial talent gap is increasing day by day. And to control this gap there is a need that a crisis management team must be placed in the company for handling and resolving such issues (Al-Abdulbaqi, et al., 2013). Crisis management team A crisis management team is basically placed in an organization for protecting the organization from the negative implications of any sort of crisis occur in an organization as well as the crisis management team also prepare and make the organization ready for any kind of contingencies and inevitable threats. In the Mining Co. also there are few issues taking place which requires a crisis management team to handle and resolve them. One such issue is talent gap, it is analyzed that the candidates are not appropriately suitable for the job as they are lack of the specific knowledge needed for the post as well there is shortage of talent in the industry. The companies are also not able to retain the talent staff for a longer period and thus there is shortage of talent. And to control this issue there is a need that there must be a crisis management team (Booth, 2015). Selection Criteria For selecting an effective and appropriate crisis management team the criteria would be that the candidates or the members will be selected upon their experience, logical reasoning, conflict solving techniques and approaches and an individual with optimistic approach and successful leadership qualities. The members must be effective in communication, fast in making decisions and also have a practical approach while making actions and taking decisions (Waller and Pratten, 2014). Format and Structure The format and the structure of the crisis management team will be that there will be a chief leader who will be responsible for taking final decisions as well there will be 5 supportive members who will be the team member which will assist the leader in taking correct and effective decisions. The work will be distributed among all the team members equally. While taking the final decision, there viewpoints will be considered and the best and suitable decision would be implemented. Functioning The functioning of the crisis management team is as follows: Firstly there is an appointment of a team leader who is authorized to have the complete charge of the situation and the leader motivates the staff to perform as a single unit. After that there is understanding of the primary regions of concern at the time of emergency circumstances. The next step is that the team will work over the problem of talent gap and will try to know the various reasons which are the cause behind the occurrence of the issue. After that plans are developed for improving the situation i.e. how to fill this talent gap and to overcome the issue. The issue is discussed in an open forum so that the different viewpoints and opinions can be encountered and the best possible plan can be implement (Coombs, 2014). To fill the talent gap there are plans life training and development of the existing talent groups so that they can preferably fill the gap and can also assist other employees to have developed skills and knowledge so that they can be have the matched and suitable work skills for the required job role. The crisis management team will also develop various effective recruitment and selection techniques so that the best and most suitable candidates can be approached for the work. There can be development of various plans and strategies which can help in reducing the talent gap and increasing the appointment of talented workforce (Johansen, Aggerholm and Frandsen, 2012). Rewarding Program The crisis management team must be rewarded for performing well and eliminating the substantial talent gap from the company. There are various reward programs which will motivate the team to work hard and in an effective manner and to have better and improved results (Aguinis, Joo and Gottfredson, 2013). Following are few of those rewarding programs: Variable Pay The variable pay is one form of the reward program in which the team members will get variable pays as per their performance and work. It is a kind of performance appraisal which provides some additional benefits to the employees who have worked effectively to uplift the company (Gomez-Mejia, Berrone and Franco-Santos, 2014). Bonuses It is the incentives or additional monetary benefits given to the team members for their good work so that they can be motivate to continue with the same (Han, Bartol and Kim, 2015). Profit Sharing Profit sharing is a great way to reward the employees for their hard and sound efforts made to resolve issues and provide growth perspectives to the company. The company provides a share in the profits to the team members and appreciates their efforts (Aguinis, Joo and Gottfredson, 2013). Stock Options The stock option is a reward program in which the stock of the company i.e. the shares are given to the team members on discounted or relatively low prices in comparison with the market rate of share so that they can have monetary benefit (Shield, et al., 2015). Findings From the above analysis of all the three cases it has been identified that in Case one if the company has implemented effective performance management initiative then it can thoroughly improve its performance and productivity as well as it will also assist in moving the decisions forwards. So it is very much essential for the company to place effective performance management initiative. In Case two, where the company has a major issue where the senior executives want to leave the company because of the economic crisis as well as the terrifying impact of ISIS, it is necessary for the Mining Co. to implement various strategies and plans which can reduce the impact and can boost the morale of the employees so that they can work peacefully. In Case three, there is an issue which arises in the company related to substantial talent gap and it is one of the major issues which is currently prevailing all over the world. And to overcome such issue the company is introducing a crisis managemen t team in the company so that the issue can be resolved and there can be potential and skilled talent workforce in the company. Recommendations There are few recommendations which can be provide to the Mining Co. for the better business operations and improved retaining of the employees. The company should have a continuous improvement plan so that the existing workforce can be developed and retained in the company and the talent gap can be reduced. The company should also have a governmental support in order to reduce the contingencies and threats of ISIS and the economic crisis. In the present scenarios to retain the talent in the company it is required that the company should focus on improving the employee benefit program and also develop various strategies to have provide the employees a safer and secure place to work. The company should also have an adequate and set structure for selection of the members of crisis management team as they are required to be effective and latent enough to recognize the issue and resolve it efficiently. Thus it is recommended to the Mining Co. that it should increase its workforce, develo p training and development session for the employees and have robust contingency plans for the overall development and sustainability of the company. References Aguinis, H., Joo, H. and Gottfredson, R.K., 2013. What monetary rewards can and cannot do: How to show employees the money.Business Horizons,56(2), pp.241-249. Al-Abdulbaqi, S., Alobaydan, A., Chhibber, R., Jamaluddin, A., Murphy, L., Venugopal, K. and Johnson, J.D., 2013. Bridging the Talent Gap.Oilfield Review,25(1). Booth, S.A., 2015.Crisis management strategy: Competition and change in modern enterprises. Routledge. Byers, M., 2015. Smart Defence. Coombs, W.T., 2014.Ongoing crisis communication: Planning, managing, and responding. Sage Publications. Cummings, T.G. and Worley, C.G., 2014.Organization development and change. Cengage learning. Gomez-Mejia, L.R., Berrone, P. and Franco-Santos, M., 2014.Compensation and organizational performance: Theory, research, and practice. Routledge. Gregory, A., Allen, J.P., Mikami, A.Y., Hafen, C.A. and Pianta, R.C., 2014. Effects of a professional development program on behavioral engagement of students in middle and high school.Psychology in the Schools,51(2), pp.143-163. Han, J.H., Bartol, K.M. and Kim, S., 2015. Tightening up the performancepay linkage: Roles of contingent reward leadership and profit-sharing in the cross-level influence of individual pay-for-performance.Journal of Applied Psychology,100(2), p.417. Jensen, J.M., Patel, P.C. and Messersmith, J.G., 2013. High-performance work systems and job control consequences for anxiety, role overload, and turnover intentions.Journal of Management,39(6), pp.1699-1724. Johansen, W., Aggerholm, H.K. and Frandsen, F., 2012. Entering new territory: A study of internal crisis management and crisis communication in organizations.Public Relations Review,38(2), pp.270-279. Madianos, M.G., Alexiou, T., Patelakis, A. and Economou, M., 2014. Suicide, unemployment and other socioeconomic factors: evidence from the economic crisis in Greece.The European Journal of Psychiatry,28(1), pp.39-49. Redpath, S.M., Young, J., Evely, A., Adams, W.M., Sutherland, W.J., Whitehouse, A., Amar, A., Lambert, R.A., Linnell, J.D., Watt, A. and Gutirrez, R.J., 2013. Understanding and managing conservation conflicts.Trends in Ecology Evolution,28(2), pp.100-109. Rothwell, W.J., Jackson, R.D., Ressler, C.L. and Jones, M.C., 2015.Career Planning and Succession Management: Developing Your Organization's Talentfor Today and Tomorrow: Developing Your Organizations Talentfor Today and Tomorrow. ABC-CLIO. Scharling Pedersen, P., Pillai, C.M. and Hun, L.J., 2015. Countering 21st Century Threats: The Need for an Increased Joint, Interagency, Intergovernmental and Multinational (JIIM) Approach to Irregular Warfare.Small Wars Journal. Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., Robinson, J., O'Leary, P. and Plimmer, G., 2015.Managing Employee Performance Reward: Concepts, Practices, Strategies. Cambridge University Press. Simou, E. and Koutsogeorgou, E., 2014. Effects of the economic crisis on health and healthcare in Greece in the literature from 2009 to 2013: a systematic review.Health policy,115(2), pp.111-119. Taylor, G., 2013. Implementing and maintaining a knowledge sharing culture via knowledge management teams: A shared leadership approach.Journal of Organizational Culture, Communication and Conflict,17(1), p.69. Tee, D.D. and Ahmed, P.K., 2014. 360 degree feedback: an integrative framework for learning and assessment.Teaching in Higher Education,19(6), pp.579-591. Van Dooren, W., Bouckaert, G. and Halligan, J., 2015.Performance management in the public sector. Routledge. Waller, M.J., Lei, Z. and Pratten, R., 2014. Focusing on teams in crisis management education: An integration and simulation-based approach.Academy of Management Learning Education,13(2), pp.208-221. Wechsler, W.F., Katz, M.N., Lister, C. and Cronin, A.K., 2016. The ISIS Threat to US National Security: Policy Choices.Middle East Policy,23(1), pp.1-24.