Consolidated Global Mining Services

Introduction

As is the case with most business ventures, overlooking the human resource department has

resulted in short term success. The purpose of having a human resource business strategy is to

predict and ensure the steady future for the company (Kearns, 2010). Unfortunately, most

companies, as is the case with CGMS, fail to perform a cost-benefit analysis in their human

resource sector. CGMS has considerably grown over the last ten years but the uncontrolled

spending and non-existent review of the workforce's viability risks unmasking the firms'

weaknesses. According to Keller (2004), delivering a strategic impact calls for objective-driven

corporate support that mainstreams and prioritizes consistent companywide programs meant to

accomplish the objectives.

2.0 Identification of Problems/Issues

Consolidated Global Mining Services has a couple of issues, both in its overall management

structure and its HR department. The firm's human resource manager, Stacey Stavrou, has only

been on the job for three months but is faced with the challenge to either 'toe-cut' some of the

workforce or act as the ultimate capacity builder. Either way, Stacey has to identify and assess

the problems facing her docket to save the company. The company is relatively overstaffed;

much as it may meet its large scale servicing demands, and the large number of workforce lacks

proper supervision. According to Stacy, the company with its large number of employees

requires supervision and supervision. Another problem facing the company is the need to

balance the expenditure against the income. CGMS chief financial officer noted that much of the

company's financial pressures come from wages and salaries. This is also a direct implication of

the ratio between employee numbers to that of the incoming generating services of the company.

Up until the executives' meeting, the CEO had assumed financial tranquility and stability of

CGSM pointing a finger at the severely...