AVON Case Study Overview of Avon Situation

AVON Case Study

Overview of Avon

Situation Leading Avon towards Change

Model for Change Theory in Avon

Types of Evaluation Information and Benefits to the Avon

Success of Change in Next Five Years

Avon is found to experience different issues causing changes in its brand and product lines. It reflected the positive net sales and earnings growth for past five years in single, which were observed to be declining every year afterwards. There are specific challenging areas, which are stagnated sales, slow earnings growth, limited distribution capabilities, and shift in personal care preferences along with the spending habits. The considered organization did not have a transparent strategic vision and the employees had no sense of organizational purpose and motivation in the absence of the vision for the organization due to which the image of the Avon became the failure.

Situation Leading Avon towards Change

Many consumers responded that products of Avon are found to be boring, along with which the organization faced sufficient criticism regarding the poor product packaging, distribution, and advertising campaigns. It can be said that these specifications are known to be the signs of lacking strategic vision and straightforward objectives (Effron, Greenslade, & Salob., 2005). It was found that the Avon possess the inability to adapt the new technological advancements. Avon failed to use the important technological processes with the passage of time, which can manage the inventory of organization along with sales in a way that is more efficient. The organization uses excessive paperwork consistently, which leads the organization to mishandle the consumers' orders (Goldsmith & Carter, 2010).

Avon is also found to have a lacking leadership reflected within the entire management. In the absence of appropriate leadership, advertising campaigns, and product innovation, the organization under consideration cannot achieve success or maintain the competitive position with other organizations within the same industry. The financial and strategic objectives of Andrea Jung are found to align with the strategic vision of the organization (Rowland & Higgs, 2009). It can be said that the objectives of considered organization are measurable and attainable along with being specific in fulfilling the vision for the future. It can motivate the employees as they are aware of the available new products while knowing the expectations and encouraging the growth for the organization. The organization is required to establish the maintained up-to-date with the recent technology while using the internet to their advantage in promoting and gaining sales in the future because failure can be harmful to the strategic vision and implementation of the strategic plans (Cooper & Burke, 2011).

Model for Change Theory in Avon

The change theory identified in the case study is the 360 degree assessment process with the performance management and succession planning to deliver the expected results. The organization used this method for establishing the talent practices that were easy to implement and a talent management structure to ensure its implementation. The disciplined execution can establish a strong foundation for success of the organization. The model of talent management was proposed to integrate the business and human resource strategy along with talent management procedures, and organizational culture to provide a systemic approach (Effron, Greenslade, & Salob., 2005). It results in the development of talented leaders along with the people available to accomplish the mission of the organization under consideration. The most important change was to bring sufficient transparency in Avon to every talent practice. The talent management with new practices is required to be redesigned and existing ones using the transparency as the initial point. Transparency was removed with the concerns of confidentiality concerning the benefits of sharing information. It can be said that the change in Avon's 360-assessment process is an obvious example (Rowland & Higgs, 2009).

Avon's 360-assessment process was a model of transparency with the initiation of turnaround. The new team leader in the Avon requested certain copies of every vice president's 360 degree assessment with the goal of appropriate understanding the common behavioral strengths and weaknesses. A simpler 360 was designed and implemented while stating the proper managerial and leadership behaviors, which were critical for success of leader at Avon (Miller, 2009). Considering the importance of the model, the disclosure to all participants and respondents state that the 360 information can be reflected to the manager of the participant, HR leader, regional talent leader, and any member of Avon's HR team as they were critical to the development of participants. It can be stated that the behavioral information can be considered for making decisions about talent moves, which includes promotions or project assignments. It can help in making the transition to easier transparency with the new 360 assessments and report differed from specific tools, which can rate the participants on proficiency in different areas. It can be said that Avon has borrowed specifically from the feed forward principles of Marshall Goldsmith (Effron, Greenslade, & Salob., 2005).

Types of Evaluation Information and Benefits to the Avon

The type of evaluation information collected in Avon is from complex to simple, egalitarian to differentiated, from opaque to transparent, from meaningless to consequential, and from emotional to factual. The leaders of Avon are required to be successful while measuring the situation through which HR and management can assist them for the consequences of higher or lower performance. The leaders are aware of the performance rating for their potential ratings and they can change the organization under consideration. They can actively differentiated levels of Avon talent while providing every level with the appropriate experience. It can be said that the highest potential leaders of the organization can understand the management and their considerations regarding commensurate investment (Effron, Greenslade, & Salob., 2005).

Managers of the considered organization do the most appropriate thing for their associates because the barriers are found to be lower as compared to the previous management team. The procedures initiated to enable talent decisions to make decisions with additional layer of qualitative information drawn from different leader experiences. The leaders are aware of the fact that they must establish the talent that Avon has for their long and short-term success (Cooper & Burke, 2011). The initiation of turnaround can provide no global process for understanding the associate engagement issues present in the organization. The designing of the engagement process can enable the management to apply the similar questions regarding the business benefit, simple path, and adding additional value (Goldsmith & Carter, 2010). The management accepted the substantial research showing a correlation and certain causation between the increasing engagement and increasing different business metrics. The two goals were established around simplicity. One goal was to understand sufficient ways of driving engagement while asking minimum questions. Second goal is to note questions in simpler ways for the management to improve the score on question while considering their options for actions (Miller, 2009).