Diagnostics and Interventions for the Global Human Capital Manager

Introduction
This is a summary of AGCs’s human capital management change management plan. It
includes an overview of AGC’s problems, the methods used in the diagnosis, and the conclusions
for root causes. It also describes recommended human capital management strategies and
implementation methods. The last section of this report is an evaluation that describes the
procedures for measuring the effectiveness of the change management plan. The main aim of
change management was to develop a strategy that would benefit employees, and as such, the
effects on the employees and the organization’s market performance were evaluated.
Diagnosis
The problems identified were structured on three aspects: lack of employee exit
interviews, consistency in training employees, and lack of an organization policy on cultural
integration. These problems were identified after carefully evaluating the organization’s internal
environment. Another method used to assess the challenges was to determine the industry trends.
AGC has been lacking concrete human resource management and information system. This was
found to be the most significant cause of the lack of concrete data and such unable to make
informed human resource management decisions.
Intervention
The strategies selected for solutions to the identified challenges were the introduction of
employee exit interviews. It was also agreed that the adoption employee exits procedure would
end the data collection process for employees who joined the company. Data collection at AGC
now begins when an employee is employed, and records are kept for times when employees join
the company, the number of times they have been trained, competencies acquired, the levels of

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career progression, and upon exit, an exit interview must be held to identify reasons for leaving.
The feedback from such interviews has continuously improved human resource management
(Konig et al., 2021).
Secondly, AGC formulated and implemented a policy to streamline needs- and skills-
based training. Before implementing the change management plan, AGC used to carry out
activities based on how much time someone had taken away from the company. This was
identified as an insufficient measure of whether or not an individual needs training. The
streamlined training data is now fed into the human resource management and information
system. AGC began collecting data on the employees’ skills, which would advise which core
competencies the organization should prioritize for training employees. This currently provides a
better basis for the company to evaluate the efficiency of training methods (Huang et al 2022).
The third solution was the development of AGC’s global cultural policy. This policy was
used to enhance cultural integration within AGC. This solution was regarded as ideal because it
could help AGC employees become better communicators within the organization. This way,
employees at ACG can better communicate with their peers in other locations where AGC
operates (Chikov & Huang, 2019). Additionally, this strategy was essential in making the
employees global citizens, which means they can work worldwide and have the requisite skills
for cultural integration (Chikov & Huang, 2019). Another reason why a cultural policy statement
was recommended was that the marketing team could use some strategies to structure their
marketing communication to be adaptive to the cultures in the locations where AGC markets its
products.

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Evaluation
The effectiveness of the change management plan was measured through metrics
observable from the data collected over time. For example, the human resources management
and information system help AGC keep more accurate records for employees. The data from the
system is now used to forecast future training needs (Huang et al., 2022). Continued use of this
system will enable AGC to assess the most in-demand skills; this is essential for employee
development. Exit interview data is necessary for improving employee satisfaction for the
remaining employees. AGC began correcting some of the issues the departing employees
revealed, significantly improving employee satisfaction. The data collected so far shows reduced
employee turnover.
Another metric used to assess the effectiveness of the change management process is
improved communication (Shepherd, 2019). The quality and speed of decision-making improved
due to reliance on quality data and better communication. The multiple locations where AGC
works have since been able to communicate seamlessly with each other. This was expected
because employees reported increased satisfaction from using the system from the feedback that
was received in the testing phase of the process. Such feedback also revealed that employees
were more receptive to training sessions redesigned to be more needs and skills-based. So far,
AGC records higher participation in training and a better success rate in skills learned. The
overall benefit can be viewed through increased organizational performance.
AGC has experienced better performance due to increased employee satisfaction and
motivation. When employees are motivated, they increase their output and quality of work
(Jaworksi et al., 2018). AGC can also increase employee unity and cohesion. Due to improved
communication and reduced conflict due to cultural differences, employees have been

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cooperating better, significantly improving the working of teams (Jaworski et al., 2018). AGC
has reported increased financial performance. The frequency of training has reduced after the
focus shifted from quantity of training to quality. The organization spends less and can improve
employee core competencies with each training. Line managers and supervisors also report better
satisfaction in their supervisory roles (Misra & Mohanty, 2021). Some of the cross-cultural
training concepts have been used to improve marketing techniques. AGC’s customers are more
receptive to the organization’s marketing communication and report increased satisfaction from
their interactions with AGC’s employees.

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References

Chikov, M. V. & Huang, D., (2019). Integration of Strategic and Cross-Cultural Communication
from an Economic Perspective: A Case Study of Russia and China. In Global Economics
and Management: Transition to Economy 4.0 (pp. 167-177). Springer, Cham.
Huang, H., Hwang, G. J., & Jong, M. S. Y. (2022). Technological solutions for promoting
employees’ knowledge levels and practical skills: An SVVR-based blended learning
approach for professional training. Computers & Education, 104593.
Jaworski, C., Ravichandran, S., Karpinski, A. C., & Singh, S. (2018). The effects of training
satisfaction, employee benefits, and incentives on part-time employees’
commitment. International Journal of Hospitality Management, 74, 1-12.
König, C. J., Richter, M., & Isak, I. (2021). Exit interviews as a tool to reduce parting
employees’ complaints about their former employer and to ensure residual
commitment. Management Research Review.
Shepherd, S. M. (2019). Cultural awareness workshops: limitations and practical
consequences. BMC Medical Education, 19(1), 1-10.