SOUTHERN COMPANY CASE STUDY

Southern Company Case Study



Southern Company Case Study

Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy

Since traditional systems of performance management fail to produce desired business objectives. Indeed, in the worst case, poor performance management can be linked directly to poor business results and loss of talent from the organization. Talent is the key asset to be managed by strategic leaders within an organizations that wants to beat heading into the future, but performance management systems that seek to manage the performance of people have become bureaucratic rituals that have a high failure rate compared to its initial objectives deigned to foster the development of individuals in relation to Southern Company's strategy and take evidence with respect to decision making. The three common faults in a performance management system of Southern Company were:

Misunderstanding of language and development techniques;

Lack of Objectivity, which does not allow decision making, and

It is managed as a strategic variable.

The quality of decisions made by leaders of the organization may have a significant impact on the results of operations. For this reason, use of corporate performance management can help to facilitate better decision making. The practice can often improve the implementation of the strategy used by the organization and provide a basis for measuring and monitoring of the quantitative results of strategic decisions.

The specific performance management tools used by each organization may vary according to the needs of the organization and the external environment in which the organization operates the tools are usually driven by technology that allows an analytical review of company performance. Performance management often depends on the collection and analysis of significant amounts of related performance data, so there are many software programs available for this purpose. It is possible to incorporate performance management practices without these tools, but is generally more difficult.

What happens in the first line of the organization is generally not something expected the CEO when the CEO established the business strategy. This is because top-level communications are not always clearly understood at lower levels, leading to a mismatch between corporate strategy and how it translates into targets for individual or team level. In short, if the 'hard' (objectives and business strategy) and 'soft' (motivation and culture of the employees) are not in harmony, the results will suffer. However, by implementing strategic performance management connection between the hard and whites can be achieved. The missing link is the strategic model of performance management. Executives should ask themselves how they want to really drive performance (Charan, Drotter & Noel, 2011).

Develop a point criterion for evaluating the effectiveness of the talent management strategy and how the data could be collected.

Talent management was defined by Dowell and Silzer (2010) as integrated set of cultural norms, programs and processes within an organization that is implemented and designed in order to attracting, developing, deploying and retaining talent so that the organization achieves its strategic objectives along with meeting its upcoming needs of ...