Global expansion and running businesses overseas are challenging because of the complexity of associated factors. Atlantis Global Corporation suffers from internal and external organizational factors that limit its efficiency and effectiveness in reaching goals. The company’s redundant culture inhibits its managers from focusing on critical issues and maximizing productivity. Additionally, their human resource and employee relations strategies do not align with their goal of self-sustainability and profitability. Therefore, Atlantis Global Corporation should redesign their staff hiring and recruitment policies, continuously empower their employees to achieve intended goals, and encourage embracing change throughout the organization, as this will encourage innovation and satisfaction.
Problem Statement and Recommendations
Staff and employee retention are the most notable concerns interfering with Atlantis Global Corporation’s prospects. The case notes that, although employees in the organization are highly trained for their responsibilities, the organization experiences significant turnover rates, obligating management to find replacements. Subsequently, the organization spends considerable time on recruitment as human resource personnel train all recruits regardless of their expertise. As a result, the technical recruitment and hiring process produces inefficiencies by discouraging focus on advancements and achieving the intended goals. Therefore, the organization should streamline its recruitment process and design a system that prioritizes employee comfort and satisfaction. In addition, the organization should consider hiring high-level managers and professionals who can culturally relate with their respective subsidiaries, as tis will foster better relationships and effective communication. AGS should offer the most efficient recruitment process compared to its competitors and employee benefits such as on-job training to create a competitive advantage.
The organization’s current operational strategies should be revised to employ effective solutions to limit expenditure and ensure positive investment returns. The case notes that fully training employees take three to six months, which the managers can use on other projects. In addition, the organization spends considerable revenue on the subsidiaries without an effective plan. Moreover, the organization forces its managers to waste time on recruitment when they should focus on employee development and improving the abilities of staff available within the organization. Therefore, the organization should re-organize its priorities and work with readily available resources to maximize generated revenue. Instead of instructing managers to pay attention to staffing, the organization should conduct comprehensive research on government policies, regulatory issues, and solutions to enhance productivity continuously. Constructing a well-developed plan and altering the subsidiaries’ priorities will help them realize success.
Anticipated Outcomes
Employee issues such as high dissatisfaction, turnover, and conflicting cultural practices or beliefs introduce several limitations to an organization’s operations by limiting staff productivity and preventing them from achieving their goals. Hence, dealing with these issues will allow employees to put in more effort in their jobs and strive to achieve the expected outcomes. For example, hiring a culturally sensitive team will improve communication and help create a supportive work environment (Nam & Park, 2019). In addition, simplifying the recruitment process and contributing to the employees’ development will increase their dedication. Moreover, encouraging managers to prioritize employee development instead of staffing will facilitate higher retention as employees will feel valued. Subsequently, training programs will allow the organization to train its employees selectively and fill gaps in required expertise. Consequently, the organization will be better positioned to deal with external issues that limit its initiatives.
Comprehensive market research and a well-developed strategy will enable the organization to set priorities, spend less on redundant projects, and ensure the growth and sustainability of the establishments. Atlantis Global Corporation’s subsidiaries exist on different continents and abide by different laws and regulations. Additionally, these organizations are situated in different environments, meaning managers should refrain from adopting similar initiatives in planning and initiating programs (Shams et al., 2021). The organization should revisit its expenditure plans and deal with issues that promise immediate and positive results. Dealing with each subsidiary will allow the organization to note specific issues and adopt the most effective solutions to dealing with setbacks. Moreover, a decentralized approach will facilitate learning from others’ mistakes and adopting the most productive approaches in particular cases. In the long run, the organization will deal with its productivity issues and realize profits in all three subsidiaries.
Conclusion
Expanding into global markets requires comprehensive preparation and planning to acknowledge critical issues that might affect the project’s success. However, Atlantis Global Corporation exhibits several shortcomings, especially in its recruitment and employee retention initiatives. Moreover, the organization’s operations strategy does not support cultural sensitivity or the appropriate use of resources. Therefore, dealing with these issues will increase organizational efficiencies and employee satisfaction levels, thus enhancing their productivity. The subsidiaries suffer from setbacks because of high competition, regulatory limitations, and uncertainties in their external environment. Thus, they should conduct research and decentralize their management initiatives in the three subsidiaries, as this will allow for innovation, higher success rates, and better management of resources.
References
Nam, K. A., & Park, S. (2019). Factors influencing job performance: organizational learning culture,
cultural intelligence, and transformational leadership. Performance Improvement Quarterly, 32(2), 137-158. https://doi.org/10.1002/piq.21292
Shams, R., Vrontis, D., Belyaeva, Z., Ferraris, A., & Czinkota, M. R. (2021). Strategic agility in
international business: A conceptual framework for “agile” multinationals. Journal of International Management, 27(1), 100737. https://doi.org/10.1016/j.intman.2020.100737
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