Reference no: EM132720151

So far Daniel Chinn is really enjoying interacting with the "new idea people" as he refers to his new management hires. However, he worries that their newness will not be an asset to the people of VMI who have been there for many years. The recent scare with the production workers has made a mark on Chinn. He realizes that the workers are questioning whether they want to stay at VMI. They were promised that the company would retain its "Southern Identity" and somehow that promise is not being met but why? This southern identity seemed to create loyalty among the employees and committed them to stay with the company. How can all the new ideas compete and get them engaged? To this end Chinn wants his new idea people to examine in detail the company profile and history to analyze the values, ideas, and environment that seemed to generate loyalty for VMI employees before the takeover. He then wants the new idea people to come up with a plan together that will use these facts to transition the new ideas into the old "identity". This plan should come up with the following:

-Identification and analysis of what was meant by a "Southern Identity" and how it created engaged employees prior to the takeover.
-Identification and explanation as to the two major methods managers use to create engagement in employees and within an organization.
-Evaluation of whether a new "Southern Identity" should be created as opposed to a new "VMI" identity. Be sure to consider the cultural diversity that is now part of the company.
-Createa group consensus as to which culture path should be taken.
-Application and explanation as to how a manager can use the two methods of engagement defined earlier at VMI to create the "new culture" chosen by the group. The application should detail the actual steps to be taken to implement the methods.References
Gallup Report: What Separates Great Managers from the Rest?
Attracting and Retaining the Right Talent McKinsey
Deloitte 2017 Capital Trends, Pages 51-63 Improving the Employee Experience Culture and Engagement
McKinsey Managing Talent in a Digital Age
5 Powerful Steps to Improve Employee Engagement
Glass Door Recruiting and Retention Statistics for 2016
30 Secrets to Selecting the Right People
What Great Managers Do
Saylor Employee Engagement