Assignment 4: Southern Company Case Study XXX XXXXX Professor XXXX XXXXX HRM 532 – Talent Management May 27‚ 2012 Abstract Southern Company is an electric utility company headquartered in Atlanta‚ GA. The company owns electric utilities in Alabama‚ Florida‚ Georgia‚ and Mississippi and services roughly 4.4 million customers. Southern Company also provides fiber optics and wireless communications. Southern Company brands are known for excellent customer service‚ high reliability
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iCQ Level 2 Certificate in Contact Centre Operations (QCF) A (Mandatory Group A) UNITS A.1 Principles of personal effectiveness in a contact centre | T/503/0356 | L2 | 2 (14 hours) Learning Outcome - The learner will: Assessment Criterion - The learner can: 1 Know the process for improving personal effectiveness in a contact centre 1.1 List the expectations defined by the job role for working in a contact centre 1.2 Describe the steps in identifying development needs and improving
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I. PROJECT SUMMARY As Acme Widget Company has released the new type of its toy products called “Generations”‚ the main purpose of this project is to publicly announce the Generations in order raise its awareness positively in the public eye. Besides the project’s purposes‚ the project also has some specific goals that align with the purpose; therefore‚ those goals are: • Increasing Generations’ public awareness by 90% at the end of the year • Increasing Generations’ engagement in terms of purchases
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ISO CASE STUDY Broadway Cafe AUTHORS Julio Romero Zapata – Student ID 3031203 Amanthi Wijeyekoon – Student ID 3037866 Clara Chong – Student ID 3047408 Tina Swaker – Student ID 121271 Table of Contents Table of Contents 1 1 Introduction 2 1.1 Assumptions 2 1.2 Where to from here 3 1.3 Use of Groupware tool 3 2 Competitive Advantage 4 2.1 Making business decisions I – Porter’s Five Forces & Generic Strategy 4 2.2 Making business decisions II – Customer Order Process 5 3 Customer Relationship Management
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Riordan Manufacturing Executive Report Warren Buffet once said‚ “Price is what you pay. Value is what you get.” With a company that has over five hundred employees‚ four locations worldwide‚ and $50 million in annual sales‚ placing the value on the organization is simple; look at the bottom line and see the profit. This is the situation at Riordan Manufacturing where the price it paid to do business was less than what it made‚ defining a clear value in what Riordan provides. Riordan’s
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supplier development An exploratory study on Supplier Development and its Benfits Strategic Procurement 602 Curtin University By Kevin Varghese Chaoyi Ni Shaktikam Saikia Manikandan Table of Contents 1.0 Introduction and context of supplier development…………………...3 2.0 Supplier development process………………………………………...5 3.1 Performance Measurement…………………………………….5 3.2 Evaluation and Motivation……………………………………..8 3.3 Rwards & Recognition………………………………………
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objectives may be set within that goal. Measuring goals and objectives Goals may or may not be measured but in most cases objectives are measurable. SMART / SMARTER is a mnemonic used to set objectives‚ often called Key Performance Indicators (KPIs)‚ for example for project management‚ employee performance management and personal development. The letters broadly
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RECRUITMENT AND JOINING PROCESS IN BHARTI AIRTEL Executive Summary The objective of Recruitment is to ensure precisely channeled selection of resources‚ to enable achievement of the company’s business goals. In Bharti Airtel once the Manpower budgeting is prepared by the CEO‚ GM-HR & HODs at the end of financial year. The concerned manager of a vacant position requests for manpower through Manpower Requisition Form (MRF). GM-HR approves the form. If the manpower requirement is approved it
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overview‚ business model‚ and governance structure (How do we create value and make decisions?) 12 3.3. Understanding the operating context (What are the circumstances under which we operate?) 13 3.4. Strategic objectives‚ competencies‚ KPIs and KRIs (Where do we want to go and how do we intend to get there?) 14 3.5. Account of the organisation’s performance (How have we fared over the reporting period?) 14 3.6. Future performance objectives (Informed by our recent performance
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service issues and long term goals. It is not a once off quick fix process. A Performance Management System includes the following actions: * Developing clear job descriptions and employee performance plans which includes the key result areas (KRA) and performance indicators. * Selection of right set of people by implementing an appropriate selection process. * Negotiating requirements and performance standards for measuring the outcome and overall productivity against the predefined
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