CASE REPORT


















The dragline talent segment in the company has been identified as one of the most priority and critical job roles to the ABC Company and the HR has to develop strategies for the talent segment. The strategy to be used for the dragline segment is employee engagement and the employees will feel that they are a part of the company.

Engagement for the employees in the company means that they will gain effort and energy to voluntarily follow the vision of the company without being forced to do it. Being that the dragline employees are the main workers of the ABC mining company in that they are involved in the mining operations, all efforts should be made by the management to maintain them and to reduce the turnover for the employees. The core business of the company is the mining operations and so the workers who are involved in the mining are a priority to the management and the HR section. One of the advantages of the employee engagement is to make them put extra effort in the mining work. Extra effort for the employees makes them have a place where they can draw energy in case they chose to.

The engagement of the employees as a HR strategy in the ABC coal company will lead to the dragline employees developing organizational commitment for the company which will strengthen the employees in their segment and involvement. The employee’s commitment for the mining work will be based on the belief they will have for the company and the extent to which they have accepted the values and the goals of the company.

The HR framework that involves the employees segment will make them have organizational commitment that will be based on the employee’s strong desire in them towards the organization and maintaining the membership in it. As a result of the employee’s engagement in the operations of the company affairs, the employee’s emotional attachment to the organization will be strong and the goal of the ABC Coal company will be fulfilled as it is expected.  Another component model of the organizational commitment by the employees is that the employees will have attachment to the organization. There will be continuous commitment for the employees which will be related and associated to the cost of the employees leaving the firm. The strategy will also ensure that there is normative commitment to the employees and they will feel that they have the obligation to stay in ABC Company and not leave.

The HR of the ABC Coal is to use engagement drivers that will empower the employee engagement and in turn the consequences of the employee engagement will be experienced by the company since the dragline talent segment employee play the major role in the company.

The first engagement driver that is to be adopted by the HR for the dragline workers in the ABC Company is to recruit and select the employees and make sure that the company selects the right people for the right jobs since it will determine the production of the company. The right people will be selected and recruited at the right time. The process of recruitment and selection ends after the person who is being recruited accepts the job. The recruitment and selection of the dragline segment will incorporate the policies that are used by the ABC Coal company which are in line with the mission, values and the vision of the company. The policy of recruitment and selection must comply with the legislation and there must be equality, fairness and openness to all the recruits. The probation for the recruits is to act as a real test for the employees who are to be affirmed after the probation period is over.

The second engagement driver for the employees will be training and development of the staff. The main aim of training the dragline employees in the ABC coal company is to enhance their ability to address the current needs in the mining section and also in the future needs. The engagement driver will ensure that the needs of the company are met and also the personal development needs for the worker will be met. The objectives of the training and development are to have an induction program that is structured and also to have development programs that are managed.

The training for the dragline employees takes two years and by meeting the needs of the employees the training time should be reduced and this will increase the satisfaction of the employees in the ABC Coal company. The training and the development that we should invest for the talent segment should redesign the jobs of the truck drivers who are supposed to be given more opportunities for training. The truck drivers leave the company and go to other companies to operate graders and shovel. The training offered to them after some time should result in their promotion and they can be given an opportunity to operate the bigger machines. This will also improve their career advancement.

The communication engagement of the dragline talent group should be improved because it is the weakest part of the engagement by the talent group hence communication should be encouraged. The engagement of the dragline talent segment in the organizational policies should also be encouraged among the employees although the engagement percentage is above fifty percent but it has to be worked on. When the employees are engaged in the organizational policy they will be able to follow the policies in an easier way and also they will be able to own the policies of the company. The meaningfulness of the work too in the engagement of the employees should be worked on because it is slightly above fifty percent and it is supposed to be more than that. The dragline talent segment deals with the main work of the ABC Company which is mining and so they are supposed to be fully engaged in the meaningfulness of work for them to be able to dedicate themselves fully in the work.

As stated by Van Arnurn, (2003), the compensation policy that should be adopted for the dragline talent segment should not be above the market value because the rate of turnover in the segment is not very high. The rate of turnover because of the compensation issue for the talent segment is thirty percent which shows that it is not the main cause of turnover in the segment. The compensation policy at the market rate will work better for the dragline talent segment.


The surveyors of the ABC Coal company are in major talent segment that is a priority in the company. Strategies by the HR have to be developed for them to be maintained and retained in the company. The surveyors of the company can be retained in the organization by developing a strategy that will engage them to the company. Employee engagement could also be used as a strategy by the HR to maintain the surveyors because they are important to the company.

The talents needs of the surveyor’s talent segment are to be met for them to be attracted to the company. The role of the surveyors in the company is professional and their training time according to companies policy take five years. Their training should be reduced by one year and extensive industry experience should be insisted on by the management. This will encourage them to work hard for their own benefit.

The engagement of the surveyors in the company is supposed to have a higher overall percentage being that their role is one of the most important roles in the company as illustrated by corporate leadership council, (2004). The emotional engagement is supposed to be worked on because it is below fifty percent for the segment. Compared to the other talent segments, the engagement of this segment is supposed to be worked on and they are to be encouraged so that their emotional engagement can be increased. Another need of the surveyors that is to be improved is the payment section because the data shows that they are not satisfied by the payment they received from the company. Efforts to maintain them should be done and the best option is for their salaries to be reviewed and the percentage of satisfaction will be increased. The results of the engagement survey shows that the percentage of the career opportunities is low and it is supposed to be worked on for the benefit of the company and the professional needs will be met. The adequate resourcing of the surveyors is also supposed to be checked and worked on so that the surveyors will have a feeling of engagement in the organization.

Career advancement for the professional is supposed to be taken care of and the strategy is to improve it for the professionals. The ten percent of the surveyors who leave the company for lack of progression will be maintained by the company. The salaries for the surveyors are supposed to be reviewed and the rate of turnover caused by better jobs offer will be reduced by around sixty percent. More opportunities should be given to the surveyor’s talent segment. As stated by Christiansen and Higgs, (2008), sense of achievement and promotions should also be encouraged and it will deal with the careers advancement and development. To deal with the salary issues the strategy developed should seek to give employees recognition, better job offers, satisfaction pay and change the organizational culture as indicated by Ciampa and Stalk, (2008).

The compensation policies that should be adopted for the surveyors who play the professional role in the company should not be below the market price of the other companies in the same industry. The compensation policy should be above the market price so that the company can maintain the surveyors whose rate of turnover caused by the salary and career advancement is at a high rate. The compensation rate of surveyors makes the talent segment to go out and look for better paying jobs for their satisfaction. The training and the development that should be invested in the surveyors talent segment should make the graduates have progression but it should not seek to redesign the job.


Corporate Leadership Council, (2004), Employee Engagement Survey, (Online), Available from Viewed on 10 June 2011

Christiansen, L., & Higgs, M. (2008). How the alignment of business strategy and HR strategy can impact performance: A practical insight for managers. Journal of General Management, 33(4), 13-33.

Van Arnum, P. (2003). HR Balancing Act: Cost Pressures and Employee Development. Chemical Market Reporter, 264(10), 18.


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