Hrm 532: Avon Case Study

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Provide a brief description of the status of the company that led to its determination that a change was necessary. After six straights years of ten percent or more growth, in 2005, Avon Products success story turned ugly. Given the tripling of earnings under CEO Andrea Jung, the company suddenly began losing sales across the globe. Avon, an extremely successful company, found itself challenged by flattening revenues and declining operating profits. There were many situations that contributed to the Avon’s down swing, there was just the one underlying issue of Avon growth that was faster than portions of its infrastructure and talent could support. As with many growing organizations the structure, people and processes that were right for a $5 billion company were not necessarily a good fit for a ten billion dollar company (Effron, 2005). Numerous cases existed in Avon’s existing talent and in its ability to identify and produce talent. While some of those gaps were due to missing or poorly functioning talent processes, an underlying weakness seemed to lie in the overall approach to managing talent and talent practices (Goldsmith M. &., 2010). Neither managers nor associates knew how existing talent practices, performance management, succession planning, worked or what they were intended to do. Decisions on talent movement, promotions, and other key talent activities were often influenced as much by individual knowledge and emotion as by objective facts. The Human Resource department could not answer the most basic questions a manager might ask about talent practices, “What will happen to me if I don’t do this?” (Goldsmith M. &., 2010). Their talent practice had no merit. There was no talent pipeline. 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

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