Avon in Global Market
Avon in Global Market in 2009: Managing and Developing a Global Workforce
3. Since 70 percent of Avon’s revenues are generated outside of US, what recommendations would you provide to the company regarding dealing with a culturally diverse workforce and a multicultural marketplace in the coming years?
In order to deal with this kind of diversity Avon’s Human Resource Management should focus on hiring and training local workforce to deal with local markets. By doing so, the labor force already knows the culture and social situation on each specific market, and training should be focused on developing/improving an organizational culture on the hired workforce to implement the global view and work ability according to the business strategy of the company. When doing so, Avon could lower costs on training to reduce the cultural shock (area studies, culture assimilators, language training, and field experiences) . In order to manage their workforce its important to improve the transnational management skills, which could be done with an expatriation program that results in training and developing fewer workforce but at a higher rank. This kind of structure requires a very complex use of information. Gathering important local information on each market could help the organization develop and set up business, not only before entering but also after beginning operations so that the program ends up being successful.
4. Avon’s future global expansion is contingent on hiring and retaining the best workforce and salespeople in the global market. What training and cross-cultural practices would you recommend to the company to deal with this area?
Avon should focus on training the workforce, learning content and skills to improve interactions with host country individuals by reducing the culture shock by easing the adjustment to the new environment. The training practices that we think are vital to deal with global expansion are area studies, culture assimilators, and
3. Since 70 percent of Avon’s revenues are generated outside of US, what recommendations would you provide to the company regarding dealing with a culturally diverse workforce and a multicultural marketplace in the coming years?
In order to deal with this kind of diversity Avon’s Human Resource Management should focus on hiring and training local workforce to deal with local markets. By doing so, the labor force already knows the culture and social situation on each specific market, and training should be focused on developing/improving an organizational culture on the hired workforce to implement the global view and work ability according to the business strategy of the company. When doing so, Avon could lower costs on training to reduce the cultural shock (area studies, culture assimilators, language training, and field experiences) . In order to manage their workforce its important to improve the transnational management skills, which could be done with an expatriation program that results in training and developing fewer workforce but at a higher rank. This kind of structure requires a very complex use of information. Gathering important local information on each market could help the organization develop and set up business, not only before entering but also after beginning operations so that the program ends up being successful.
4. Avon’s future global expansion is contingent on hiring and retaining the best workforce and salespeople in the global market. What training and cross-cultural practices would you recommend to the company to deal with this area?
Avon should focus on training the workforce, learning content and skills to improve interactions with host country individuals by reducing the culture shock by easing the adjustment to the new environment. The training practices that we think are vital to deal with global expansion are area studies, culture assimilators, and