AGC Inc.’s Global Human Capital Management

Management of Global Human Capital at AGC

Making a diagnosis is typically viewed as an integral part of a change management plan for a good reason. Without stating the issue, one will be unable to design the strategy that will help improve the company’s performance. In the case in point, unless the reasons for the staff dissatisfaction are located, the firm will fail to meet the employees’ requirements. As a result, AGC will be unable to retain its staff members and, therefore, increase its human capital. The identified issue, in its turn, will become a significant impediment to building a competitive advantage that will make the corporation successful in the global market.

The diverse environment of the global economy requires that the unique needs of every single employee should be considered. The unified approach adopted at AGC, however, does not allow taking the cultural specifics of the staff members into account. As a result, the dissatisfaction levels in the context of the organization are bound to grow. Therefore, there is an urgent need to focus on the specific demands of the staff members.

In other words, AGC will have to reconsider its current approach toward communicating with the staff members, abandoning the uniform approach and adopting culture-specific frameworks that will contribute to an increase in loyalty rates among the staff members (Wood & Wilberger, 2015).

Analysis of multiple factors on employee engagement, satisfaction, and loyalty rates

Interviews and surveys will have to be used to retrieve qualitative and quantitative data regarding the communication issues that the staff members have in the context of the organization. As a result, the problems associated with the cross-cultural communication process will be identified. The incorporation of the quantitative information will serve as the basis for evaluating the efficacy of the management strategies that will be applied later.

The analysis will be carried out with the help of the ANOVA tool. Seeing that the effects of multiple factors on the development of loyalty rates among the employees will have to be analyzed, it will be reasonable to use the ANOVA framework (Shahin, 2014).

A closer look at how the staff members are treated at AGC will reveal that the employees while being provided with extensive opportunities for competencies improvement may have problems with receiving the required benefits. Therefore, the current benefits package must be revised. For these purposes, the current approach toward the allocation of the firm’s financial resources will have to be revised. Particularly, more financial resources ought to be supplied to meet the financial expectations of the employees. Additionally, benefits related to staff members’ family issues, e.g., parental leaves, are to be incorporated into the package (Ahmad, Yei, & Bujan, 2013).

To collect the data concerning the levels of staff satisfaction about the current benefits package and the salaries, one will have to consider the use of quantitative analysis tools. Indeed, seeing that there is a need to quantify the research data, one will have to incorporate the appropriate devices into the analysis. Testing the efficacy of the benefits package will require using a bivariate analysis to identify the Cronbach alpha and, therefore, determine the connection between the elements of the benefits package and the employees’ satisfaction levels (Gayathiri & Ramakrishnan, 2013). The statistical information concerning the changes in the benefits package and the performance of the staff will have to be considered as the primary data sources for the analysis.

An overview of the decision-making processes at AGC will show that the company promotes a set of rigid guidelines that leave little to no freedom to the staff members. Therefore, the employees might feel constricted by the lack of flexibility in the decision-making guidelines.

The staff members should be provided with independence in the workplace, which can be achieved with innovative leadership. As a result, they will feel that the company leaders trust them and their judgments. Consequently, a rapid increase in the loyalty rates among the personnel can be expected. The identified phenomenon will become the means of retaining the staff (Girma, 2016).

It is crucial to make sure that the employees’ opinions about the problem should be heard and taken into account. Furthermore, the person must be aware of the fact that their opinions matter. Therefore, interviews must be conducted to ensure that every staff member could receive feedback about the issues that concern them most. Open-ended questions will also leave more opportunities for receiving extra information. Codes created in the course of the analysis will serve as the foil for identifying the emergent tendencies among the staff members and, therefore, pinpoint the issues that the participants of the study may be having in the current workplace setting (Lehmann-Willenbrock, Allen & Belyeu, 2016).

AGC has been experiencing issues with staff turnover rates because of the lack of concern for the personal needs of the employees and the unwillingness to switch to the multicultural mode of operations. Even though the root cause of each problem is unique all of them lead to the same issue of diversity that AGC has been experiencing over the past few years. Furthermore, the company could use a better leadership strategy; particularly, it is desirable to provide the staff members with independence in decision-making. As soon as the issues mentioned above are addressed, AGC will experience a rapid improvement.