Avon Products or GE Money America Case Study Example | Topics and Well Written Essays - 1000 words

Avon Products or GE Money America - Case Study Example A client then selects a product to purchase after which the sales representative places the item selected on order with the relevant distribution center assigned to the representative (Bartholdi, 2002, p. 2). Items produced by Avon include skin care items; make up, perfume fragrance, hair care, personal care, body care, and sun care. The most conspicuous products of the company are Skin-So-Soft which is a bath products while a new product include â€Å"Avon color† comprising lip, eye, face shades and nail colors (Clinton, 1993, p. 2) In the business world today, human capital is one of the company’s most valuable assets therefore companies must retain and engage talented employees. They must also equip their employees with the necessary skill to become more beneficial. Talent management includes attracting, identifying, recruiting, developing, motivating, promoting, and retaining people that have a strong urge to succeed within an organization (Laff, 2006, pp. 42-50) By 2005, the company was an $8 billion company with a 10% growth in its annual revenue and 25% growth in the profits. However, in 2006 the company experienced problems mainly associated with decreasing revenues and profits. The root cause of these challenges was that the company was growing at a rate faster than it could support in terms of infrastructure and talent. The main problem was on the management of talent and talent practices. Therefore, something had to be done to solve these problems and make a revolution in the company. This could be through making changes to these talent practices in order to make the practices easy to use and very effective From the Case Study it is clear that the company embraced several models to improve talent practices among them was the model for simplification of every process. It has been noted that majority of talent practices possess unnecessary complexity that discourage managers from using them and this dragged the pace at which talent was growing in