Week 8 Assignment Southern Company Case Study
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Week 8 Assignment Southern Company Case Study
HRM 532 Talent Management
Dr. Margie Hardwick
Moneak Johnson
November 26, 2023
Southern Company, headquartered in the South Eastern region of the United States, is among the
electric utility companies operating in that area. The population it serves is around 4.4 million in the surrounding area. The corporation's corporate branches provide power to clients in states such as Georgia, Alabama, Mississippi, and Florida. Aside from its electric service, the company also provides fiber optics and wireless services to its customers. The Southern Company has a workforce of approximately 26,000 employees. The individuals typically hired include entry-level employees and those who are promoted internally to leadership positions within the company. (Southern Power, 4). Tom Fanning, the CEO of the Southern Company, is responsible for managing the company's operations across four states. The company is well-known for its focus on meeting customer needs and ensuring their satisfaction. In addition, the company provides cost-effective services and is consistently expanding its range to include fiber optic and wireless communications. Their
brand is well-known for its expertise in conducting business. In 2005, the Southern Company chartered a group that served the company on a steering committee for developing leadership (Van, 1). The strategy they utilized focused on promoting individuals from within the organization to fill leadership positions, rather than looking for candidates externally. It was acknowledged that internal hiring for leadership positions posed inherent risks, especially considering the eventual retirement of successors. It was imperative for the company to have a contingency plan in place to ensure ongoing productivity and success. The main emphasis of their planning was on replacement, with inadequate consideration given to the cultivation of talent pools. Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy.
Examining the efficacy of strategic leaders' roles in the performance management strategy, efforts were made to strengthen leadership and prioritize the development of a strong leadership. The various leadership styles were examined in the book "Leadership Pipeline," and individuals adjusted their approach accordingly. Upon evaluating the performance of the leaders, it was concluded that the issue lay in their leadership approach. Therefore, it became crucial to prioritize the comprehensive training of managers in order to foster growth. The leadership framework of The Southern Company was developed through a thorough analysis
of various methods employed within the organization. Stephen Drotter, an esteemed author of "The Leadership Pipeline," was entrusted with the task of handpicking managers and conducting interviews to gather insights on their job responsibilities and strategies for enhancing success. The concept was highly commendable as it prompted individuals to engage in critical reflection and reassess their methods in order to optimize their chances of achieving success. An analysis was conducted using six levels: first-line managers, manager managers, multi-functional managers, functional managers, individuals, business managers, expertise functional managers, and the CEO (Fuller, and Green, 4). This strategy was highly effective as it enabled the leaders
to prioritize crucial tasks. The organization established specific objectives to adhere to during the
implementation of incentives. In addition, the leadership process at Southern Company involved setting performance standards for succession and using those standards to select individuals with high potential. They were tasked with implementing developmental programs, with their leadership Action Council being responsible for conducting research on various issues and identifying solutions. They conducted a thorough evaluation of the leadership assessment, succession planning, leadership education, and leadership development. The leadership assessment, succession planning, leadership education, and leadership development were thoroughly reviewed. The team from the Leadership
Action Council was responsible for identifying gaps, collecting input from management, studying best practices, and offering recommendations. The leadership Action Council assisted Southern Company in making progress when dealing with the development of leadership, and the challenges faced had to be fixed. The strategic leaders’ roles played were to obtain assistance and were in the best interest of the company (Fuller and Green, 4)
Develop five-point criteria for evaluating the effectiveness of the talent management strategy and how the data could be collected.
The implementation of a set of five-point criteria has the potential to greatly impact employee performance, which is crucial for the success of any business. After reviewing and identifying the talent requirement, the subsequent step involves assessing the availability of sufficient talent to meet the identified needs. This process involves developing talent within the organization or, if necessary, recruiting externally. An essential aspect of talent management is the thorough assessment and delineation of capabilities, encompassing both middle and top management. Both the existing personnel and the new talent who would be joining the organization were subjected to a talent evaluation that included a variety of talents (Southern Power, 2). In addition, the active participation and collaboration of management played a crucial role in the sustained progress of the project. Finally, the evaluation of the talent management strategy's effectiveness involves assessing the level of employee participation and their level of involvement. This can be done through the collection of surveys and self-evaluations (Southern Power, 2). Upon reviewing the self-evaluations, one can assess the individual's progress and development over a period of time.
Critique the components of your talent management strategy and suggest alternative ways to achieve effective results.
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Mr. Mohammed is appointed as a Sales Executive of Tiles selling section of Danube Home. He has been assigned the task of selling the floor tiles through personal selling mode. He was given on the job training for three months by a senior executive of floor tiles regarding finding sales sources, creating good relationship with the prospect, making effective presentation, presentation techniques etc. As he is new to the job, he is finding very difficult to understand and find the sources of good prospects. Given the situation:
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