Key Assignment Part 1: The Board Of Directors At AGC Needs A

Key Assignment Part 1the Board Of Directors At Agc Needs A Status Upd

Key Assignment – Part 1 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 being made toward resolving the global human capital management problems at AGC. This report will be shared at an upcoming investor meeting. Because the future success of AGC depends on achieving its human capital management goals, the board of directors wants to ensure that 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 your change management plan, including the following: Diagnosis: A summary of AGC’s problems, how they were diagnosed, and your conclusions regarding 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? The materials found in the M.U.S.E. may help you with this assignment. Additional information is also provided in the Lessons from Experience series found at the following link: Cultural Sensitivity

Paper For Above instruction

Executive Report on Change Management at AGC

Introduction

In recent years, AGC has faced significant challenges related to its global human capital management. These issues have impacted organizational performance, employee engagement, and investor confidence. The purpose of this report is to provide a comprehensive update to the board of directors on the change management process undertaken to address these problems, including the diagnosis of issues, strategic interventions implemented, and the evaluation of their effectiveness.

Diagnosis of Problems

AGC’s primary problems stem from misaligned HR strategies, cultural insensitivity in global operations, and insufficient employee engagement initiatives. Through a combination of employee surveys, performance data analysis, and leadership interviews, these issues were diagnosed as root causes of organizational inefficiencies. The diagnosis revealed that ineffective communication channels, lack of culturally sensitive HR policies, and inconsistent performance management practices contributed to decreased morale and productivity.

Root Cause Analysis

The root causes identified include a disconnect between corporate strategy and HR practices, limited awareness of cultural nuances among managerial staff, and outdated talent management systems. These issues collectively hindered AGC’s ability to attract, retain, and develop top talent across its global offices.

Change Intervention Strategies

To create meaningful change, several human capital management strategies were recommended and implemented. First, a comprehensive cultural competency training program was launched to sensitize managers to cultural differences. Second, AGC adopted a more strategic talent management system focusing on succession planning and leadership development tailored to specific regional needs. Third, a new internal communication platform was introduced to improve transparency and employee engagement worldwide.

Implementation Process

The interventions were rolled out in phases, beginning with leadership training and followed by system upgrades and communication initiatives. Regular feedback sessions with employees and managers ensured adjustments could be made in real-time, fostering a participative change process. This phased approach minimized resistance and built momentum for widespread adoption.

Evaluation of Effectiveness

The effectiveness of these change initiatives was measured through multiple metrics, including employee satisfaction scores, turnover rates, and performance benchmarks in key markets. Post-implementation surveys indicated a significant increase in employee engagement and cultural awareness. Additionally, market performance improved as client retention rates increased, and new regional markets were successfully penetrated.

Impact on Employees and Market Performance

Employees reported a higher sense of inclusion and purpose, resulting in increased productivity and innovation. The organization’s market share grew as a result of better client relationships and more effective global teams. These improvements demonstrated that aligning human capital strategies with organizational goals can yield tangible benefits in competitive performance.

Conclusion

The change management process at AGC exemplifies how strategic interventions rooted in diagnosis, culturally sensitive practices, and continuous evaluation can resolve complex global human capital challenges. The success of this initiative underscores the importance of adaptive leadership and proactive HR practices in today’s dynamic global environment.

References

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