Case study Case: Agnico Eagle Mines: Retaining and Inuit Workforce in Canada

Case Questions

Please provide an Introduction $($Overview $/$summary of the case$)$

What seemed to be the causes of the high absenteeism and turnover rates at

Meadowbank? What methods could be used to determine whether there are other

underlying or related issues $($cross$-$cultural issues$)$ contributing to these retention and

absenteeism problems?

What dynamics should Stanson be aware of when working with Inuit employees and their

culture? How is this situation different from $($or the same as$)$ working with other groups

of employees?

Culture and language seem to be points of tension within the company. What can AEM

do to address this issue?

It emerged that new workers did not understand the lifestyle associated with working in a

mine. What can AEM do to address this specific issue?

What is at risk if AEM does nothing?

What can AEM do to reduce the turnover and absenteeism rates? Where should the

company start?

Give your recommendations for a "Talent Management for a Culturally Diverse

Workforce at AEM.": Agnico Eagle Mines: Retaining and Inuit Workforce in Canada's North