Hrm 530 Southern Company Case Study

1260 Words6 Pages
Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy. According to Silzer and Dowell (2010), Talent Management is defined as “ an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs” (p. 18). Southern Company is an electric company that serves over 4 million customers in the southeastern United States (Goldsmith & Carter 2010, p. 242). Southern Company has been ranked top in the customer services department for nine years. In addition, they are also known for high reliability and retail electric prices that are below the national average. Although Southern Company has demonstrated a strong formation in succession planning and leadership development systems, they lacked the focus on developing critical talent. Southern Company cross system calibration of talent was difficult to manage because there was not a standard set of information was not available for comparing individuals. Therefore, Southern Company took the initiative to improve on their leadership development by adopting the leadership framework by Ram Charan, Stephen Drotter, and James Noel in their book “The Leadership Pipeline: How to Build the Leadership-Powered Company (Goldsmith & Carter 2010, p. 244). Stephen Drotter was also hired to assist in customizing the leadership framework. Southern Company leadership framework identified major leadership transition that analyzed and resulted in six levels of leadership; (1) individual contributor, (2) first line managers, (3) manager of manager, (4) functional manager, (5) multi-functional manager, and (6) CEO/business unit manager. Each level required a performance standard list that leaders to successfully be grouped

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