The case presents short$-$term management issues$$retention and absenteeism$$quite clearly although

the issues are best addressed as part of a broader strategy or framework concerning talent

management and cross$-$cultural sensitivity and diversity management. To promote a deeper analysis

of the issues, the following questions are proposed:

$1.$ 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

contributing to these retention and absenteeism problems? $(2\mathrm{.}5\%)$

$2.$ What dynamics should Stanson be aware of when working with Inuit employees? How is this

situation different from $($or the same as$)$ working with other groups of employees? $(2\mathrm{.}5\%)$

$3.$ 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? $(2\mathrm{.}5\%)$

$4.$ What can AEM do to reduce the turnover and absenteeism rates? Where should the company

start? $(2\mathrm{.}5\%)$