Southern Company Case Study Name Instructor Task Date Southern Company Case Study Introduction Southern Company is an entity that administers its personnel in an exemplary manner. In particular, it has leaders who embrace strategies that increase performance…
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Therefore, they fail to achieve desirable management of talent in the organization. Finally, the Southern Company has functional expertise, which increases the chances of the company identifying appropriate human resources for its electric utility activities. “Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy”. There was a deliberate improvement in the entire leadership of the company. The improvement was strategic because it enabled the corporation achieve better achievement. Consequently, the effectiveness of this step to empower leaders concentrated on the suggestions in management books. “The Leadership Pipeline”, is a book that encouraged Southern Company leaders to diversify their strategies. The leaders also determined the respective results that they needed to achieve in order to improve performance (Kandula, 2006). Indeed, this strategy was effective because it enabled the strategic leaders to form desirable and applicable strategies in managing their respective talents. In addition, the strategic leaders ensured there was an implementation of a plan that would increase their performance. For example, the plan entailed the formation of certain guidelines. Consequently, the guidelines focused on how to improve the performance of management. The effectiveness of this strategy was the creation of order in the delivery of managerial responsibilities. For example, the guidelines would reduce any confusion from lack of sufficient preparing (Goldsmith, Marshall, Carter, Louis, & B.P.I, 2009). Other efficiencies of the roles played by the strategic leaders include preparing for future talents by identifying potential successors. This strategy enabled the management of Southern Company to determine the nature of talent they had during operational periods. This is because the strategic leaders encouraged willing human resources to agree to certain leadership positions in the future. Additionally, there was enhancement of performance because of the requirement to state the time that an individual was ready to perform diverse tasks. Moreover, the human resources of Southern Company work hard to achieve the required experience for promotions in the organization. This is effective because the strategy forces employees to increase their respective competencies. In particular, the management of Southern Company used its leaders in diverse departments to increase the performance of the entire company (Armstrong, 2011). “Develop a five (5) point criteria for evaluating the effectiveness of the talent management strategy and how the data could be collected” 1. Talent management focuses on diverse programs and cultures in the respective organization. These programs and cultures retain all the available talent in organizations like Southern Company. 2. Additional programs that are part of the strategy for managing talents in organizations include the rotation of duties (Armstrong, 2011). 3. Research into emerging processes of talent management is equally crucial. 4. The managers can alter their respective duty rosters in order to determine the best department for each employee. This will also ensure that employees perfect their diverse talents hence being effective in whatever department (Goldsmith, Marshall, Carter, Louis, & B.P.I, 2009). 5. In addition, the management of talent also includes retaining talent for lengthy periods in order to create loyalty. This is because loyalty increases performance in
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