Diagnostics and Interventions for the Global Human Capital Manager

Diagnostics and Interventions for the Global Human Capital Manager Order Description The board of directors at AGC needs a status update on your change management project. Shawn asks you to write an executive report for John and the board of directors about the change management process and the progress bein" rel="nofollow">ing made toward resolvin" rel="nofollow">ing the global human capital management problems at Atlantis Global Corporation, (AGC). This report will be shared at an upcomin" rel="nofollow">ing in" rel="nofollow">investor meetin" rel="nofollow">ing. Because the future success of AGC depends on achievin" rel="nofollow">ing its human capital management goals, the board of directors wants to ensure that in" rel="nofollow">investors understand that it has changed its strategy to align human capital goals with its organizational goals. Review the AGC scenario for this course and prepare a 750–1000 word executive report that describes the steps in" rel="nofollow">in your change management plan, in" rel="nofollow">includin" rel="nofollow">ing the followin" rel="nofollow">ing: Diagnosis: A summary of AGC’s problems, how they were diagnosed, and your conclusions regardin" rel="nofollow">ing the root causes. Intervention: A description of human capital management strategies that you recommended to create change at AGC and how they were implemented. Evaluation: How did you measure the effectiveness of your change management plan? What were the effects on the employees and the organization’s market performance? (previous question only for reference) Earlier today, you attended a meetin" rel="nofollow">ing with Shawn Williams, the new VP of global human capital management at Atlantis Global Corporation (AGC), and John Dawson, the company's chief executive officer (CEO). John was very concerned about the fin" rel="nofollow">inancial losses at AGC. John’s main" rel="nofollow">in concerns were product market share and the threat of losin" rel="nofollow">ing AGC's market position as the top manufacturer of electronic circuit boards for high-defin" rel="nofollow">inition television screens. However, John did not mention any issues relatin" rel="nofollow">ing to the employees who work at AGC. Last month, the general manager of one of AGC’s global subsidiaries told Shawn that it is difficult to recruit talent for AGC, that employees are not happy, and that many are leavin" rel="nofollow">ing AGC to work for other organizations. Shawn discussed developin" rel="nofollow">ing a new recognition-and-rewards program to attract talent, motivate employees, and improve job satisfaction. When Shawn brought the up human capital concerns at AGC in" rel="nofollow">in the meetin" rel="nofollow">ing, John was not very in" rel="nofollow">interested and thought that employee-related issues are not critical to AGC’s performance. Shawn thin" rel="nofollow">inks that it will be challengin" rel="nofollow">ing to work with John to implement a global human capital management strategy. You and Shawn are scheduled to meet next week with John and the board of directors at AGC. Due to the urgency of the company’s situation, you and Shawn decide to create a briefin" rel="nofollow">ing about the value and need for an optimized program for the management of global human capital.