Discussion Topic:Human Resources Planning

Webinar #2: Specific plans with regard to positions

June 6, 2013

2013 T&D Benchmarking

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Highlights of the 1st Webinar

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Issues Being faced

Utilities are facing a few overarching problems:◼ Competition from other industries and utility contractors for the available

staffing resources for both craft and non-craft positions◼ Lack of funds to spend on recruiting or retention efforts◼ Lack of awareness that a utility is a good place to work◼ Finite population from which to draw utility employees

http://www.pennlive.com/midstate/index.ssf/2012/07/utility_linemen_face_long_hour.html

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Areas to Focus on for Insights Conference

◼ Differences between smaller utilities with a limited population base and larger metropolitan utilities that have a much broader pool of potential employees

◼ May add some questions or gather data for use as ammunition for change

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Specific plans for Positions

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Using retirees

◼ Are you using or do you have plans to use retirees in some way in your T&D organization?

◼ For what positions or activities? Examples: storm restoration, training, special projects

◼ What programs do you have for compensation?◼ Are you doing anything to encourage people to defer retirement?

http://www.publicpower.org/Media/magazine/ArticleDetail.cfm?ItemNumber=15328

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Specific plans: skilled craft positions

Recruiting◼ Where are you recruiting?◼ Who are you recruiting? College grads, high school, same skill set different positions◼ What programs, events, or initiatives are used for recruiting◼ What messages are you sharing about the Utility as a career

Retention◼ How do you keep the people you have or keep them a little longer?

Replacement and Knowledge Transfer Please briefly describe your approaches to

• Apprentice programs• Mentoring

Do you have examples of methods for transferring knowledge and skills? (e.g. one-on-one training; mirroring positions; one-to-many training; grooming specific individuals to hold future positions; etc.)

Outsourcing plans ◼ Which areas are chosen for outsourcing and why?◼ What are your criteria for determining the mix of internal versus contracted

resources?

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Specific plans: degreed staff positions

Recruiting◼ Where are you recruiting?◼ Who are you recruiting? College grads, high school, same skill set different positions◼ What programs, events, or initiatives are used for recruiting◼ What messages are you sharing about the Utility as a career

Retention◼ How do you keep the people you have or keep them a little longer?

Replacement and Knowledge Transfer Please briefly describe your approaches to

• Apprentice programs• Mentoring

Do you have examples of methods for transferring knowledge and skills? (e.g. one-on-one training; mirroring positions; one-to-many training; grooming specific individuals to hold future positions; etc.)

Outsourcing plans ◼ Which areas are chosen for outsourcing and why?◼ What are your criteria for determining the mix of internal versus contracted

resources?

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Measurement

◼ How you measure the success of these plans and initiatives e.g. Employee satisfaction and engagement (vendor used; measures used)

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Next Steps

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Deliverables

Deliverables Expected

Following each webinar:

◼ Notes from our webinar discussions following each webinar

At DRC and Insights Conferences:

◼ Listing or presentation of key insights / practices or “learning” gleaned from webinars

◼ Presentations of practices / initiatives from companies

Thank you for your Input and Participation!

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Ken Buckstaff Ken.Buckstaff@1QConsulting.com310-922-0783

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