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Human Resources Essay

1305 words - 6 pages

Sabrena Williams
May 5, 2013
Dr. Tonya Moore
HRM 532 – Talent Management

Sabrena Williams
May 5, 2013
Dr. Tonya Moore
HRM 532 – Talent Management

Case Study : AVON
Sabrena Williams
Week 4 Assignment 2

Provide a brief description of the status of the company that led to its determination that a change was necessary.

Avon is a 122-year-old company who was founded by David H. McConnell, who was a door-to-door bookseller who provided samples of perfume as an incentive to his customers. By, 2005 Avon was an $8 billion company. (Goldsmith M, 2006).
Avon, decided a change was necessary in order to compete in an ever so changing world. This company revenue was declining and ...view middle of the document...

Identify the model for change theory typified in the case study of your choice. Discuss what led you to identify the model that you did.
The change theory typified in this case study is the 360-degree assessment process. along with performance management and/or succession planning this would deliver the expected results if they were consistently and flawlessly executed. They used this method to build talent practices that were easy to implement and a talent management structure that would ensure they were implemented. Disciplined execution could create a strong foundation for success. (Effron, 2005).
The model of talent management that was proposed was integrated business and human resources strategy, talent management processes, and organizational culture. This provided a systemic approach and it resulted in having talented leaders and individuals available to accomplish the mission of the organization. The talent management new practices were redesigned and existing used total transparency as there starting point. Transparency was only removed when confidentiality concerns out weighted the benefits of sharing information. (Goldsmith M, 2010).
Avon’s 360-degree assessment process was hardly a model of transparency when the turnaround began. The new team leader requested copies of each vice president’s 360-degree assessment with the goal of better understanding any common behavioral strengths and weaknesses. A new much simpler 360-degree was designed and implemented that explicitly stated that proper managerial and leadership behaviors were critical for a leader’s success at Avon (Goldsmith M, 2010). Behavioral information could be considered when making a decision about talent moves, including promotions or project assignments. In order to make the transition to transparency easier, the new 360-degree assessments and report differed from typical tools that was used by participants in the past. (Goldsmith M, 2010).
Illustrate the types of evaluation information that were collected and how they are used to benefit the company.
The type of evaluation information that was collected was complex to simple, from egalitarian to differentiate, from episodic to discipline, from meaningless to consequential, from opaque to transparent, from emotional to factual and from meaningless to consequential. Most leaders now have the requirements to become successful. They know their performance rating, their potential ratings and how they can change each of those. They actively differentiated levels of Avon talent and provided each level with the appropriate experience. Their highest potential leaders understood how management felt about them, and would see a huge return on there investment. Their lower performing leaders received the attention they needed. (Silzer, 2010).
Talent decisions are made with an additional layer of qualitative and quantitative information drawn from across many different experiences with leadership. In a since, leaders...

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