Introduction Today’s businesses are facing many problems and challenges that relate to human resource management. While the human resource section is the most important arm of any organisation, it is also one of the most challenging areas to manage to ensure maximum productivity. In recognition of the challenges that face human resource managers and organisations in managing this vital resource, many studies and approaches have been suggested to offer important insights into how organisations can effectively manage the human resource for good productivity and outcomes for the organisations (Caliskan, 2010). Despite the availability of the suggested approaches, implementing them is also a major issue. Organisations find themselves in major problems and challenges with their human resources. The situation can lead to poor performance, non-attendance, low morale, low job satisfaction, and high rates of turnover that make it difficult for an organisation to achieve its goals (Krishnan & Singh, 2006). A good example of an organisation that is facing human resource challenges is evident in the new owners of a mining company where there have been higher levels of conflicts that have led to strikes, low productivity, and absenteeism among other problems. This paper aims at identifying the challenges the organisation is facing and making important strategic human resource management strategies that the organisation should adopt to turn around the current relations between the management and employees. Major Problems that the Organisation’s Human Resource is Facing It is evident that the new owners have inherited a myriad of challenges in the human resource from the previous management. This case has greatly affected the company’s ability to achieve its potential in terms of productivity. These challenges must be addressed appropriately to ensure that the organisation can meet its production capacity and financial obligations in the highly competitive sector. The company is facing major problems in the area of employee motivation and commitment to work. In this case, the high levels of absenteeism and underperformance, which have been witnessed in the company, have greatly hindered its overall performance. Secondly, the company has a limited control and authority over the employees. Besides causing major rifts between the management and the employees, the situation has led to the establishment of a big divide of employees versus the management. Lastly, the company also lacks elaborate strategies regarding recruitment and selection, training and development, and employees’ welfare. This gap has led to the formation of informal unionism, which has worked to the disadvantage of the organisation, thus leading to many strikes and industrial actions that are too costly to the organisation. In this case, it is evident that the management must find new strategic human resource management approaches to turn around its current situation into a more robust management and employee performance, which will benefit the organisation and employees. Key Factors of Consideration in Formulating HRM and ER Strategy for the Company In the process of formulating a strategic HRM and ER strategy, many factors must be considered to ensure that the adopted strategies give the organisation the best opportunity towards effectiveness, efficiency, and pro