Case Study:
Earlier today, you attended a meeting 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 financial losses at AGC. John's main concerns were product market share and the threat of losing AGC's market position as the top manufacturer of electronic circuit boards for high-definition television screens. However, John did not mention any issues relating 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 leaving AGC to work for other organizations. Shawn discussed developing 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 the meeting, John was not very interested and thought that employee-related issues are not critical to AGC's performance. Shawn thinks that it will be challenging 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 briefing about the value and need for an optimized program for the management of global human capital.