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Based on the recent data provided by AGC, the company has been suffering from a lack of consistent leadership and the inability to meet the culture-specific needs of its staff members. Indeed, even though the employees have been provided with extensive opportunities for training their skills, the fact that the company has been paying little to no attention to their specific needs defined by their background shows that the current human capital management (HCM) strategy leaves much to be desired (Armstrong & Taylor, 2014). Therefore, there is an urgent need to redesign the current approach toward HCM and introduce the framework that could help take the unique needs of the staff into account. Thus, the turnover rates in the organization could be reduced to a considerable extent (Lawler & Bodreau, 2015).
Furthermore, the fact that the managers of the company failed to introduce an appropriate HCM framework points to the fact that the organization lacks a set of values that would help steer the decision-making process the right way and consider the needs of the employees fully. In other words, it is imperative to revisit the set of values and the corporate philosophy on which the decision-making processes are based at present. Afterward, a more cohesive HCM approach can be designed.
To improve the current situation at AGC, the leaders of the organization will have to reconsider the values according to which the company’s decision-making process occurs. By setting the priorities straight and recognizing the necessity to cater to the needs of the staff members, the leaders of AGC will be able to improve the current situation significantly. Particularly, a very heavy emphasis must be placed on the promotion of cross-cultural communication and the design of negotiation strategies. Indeed, in a multicultural environment, conflicts are going to be inevitable due to the differences in viewpoints and philosophies. Consequently, the adoption of an appropriate negotiation technique based on a compromise and cooperation should be considered a necessity in AGC (Phillips & Phillips, 2014).
Also, the intervention must be carried out under a new leadership framework. A combination of the transformational leadership approach and the concept of visionary leadership must be utilized as the main tool for establishing new principles of communication in the workplace. Seeing that the visionary approach will inspire the participants, whereas the transformational one will guide them through the change, it is expected that AGC will transfer successfully to a new system of HCM (Satia, Kumar, & Liow, 2013).
Finally, support services should be introduced to collect feedback from the staff and introduce a better communication model. It is expected that a redesign of the current information management framework will result in processing the employees’ requirements faster. As a result, the needs of the personnel will be met more efficiently (Russ, 2014).
The efficacy of the change management plan described above can be measured with the help of questionnaires and a comparison between the performance levels of the staff. The first step will require creating a set of Likert-scale questions so that the employees could evaluate how their culture-specific needs are met. The next step will require a quantitative analysis of the staff’s performance before the implementation of the plan and after it was introduced into AGC’s design. The results of the analysis will show whether the approach can be deemed efficient. It is expected that the identified approach will help increase the staff’s satisfaction levels (Hardy, 2014). Consequently, their motivation rates and performance quality will also improve significantly. Furthermore, a rise in responsibility levels is expected. The increase in the staff’s productivity, in turn, is bound to trigger a large improvement of AGC’s market performance.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Philadelphia, PA: Kogan Page Publishers.
Hardy, K. (2014). Enterprise risk management: A guide for government professionals. New York, NY: John Wiley & Sons.
Lawler, E., & Bodreau, J. (2015). Global trends in human resource management: A twenty-year analysis. Stanford, CT: Stanford University Press.
Phillips, J., & Phillips, P. P. (2014). Making human capital analytics work: Measuring the ROI of human capital processes and outcomes. New York, NY: McGraw Hill Professional.
Russ, M. (2014). Management, valuation, and risk for human capital and human assets: Building the foundation for a multi-disciplinary, multi-level theory. New York, NY: Springer.
Satia, J., Kumar, A., & Liow, M. (2013). Visionary leadership in health: Delivering superior value. Thousand Oaks, CA: SAGE