Entergy

People Health Committee

Overview and Strategy

February 2017

• Why a People Health Committee?

• Industry Experience with People Health – INPO Focus on PO&C’s

• Actions support NSP “Be Professional” action 1.3.4

• Focus on providing fleet alignment on People Programs for long-term sustainable performance

1

Overview

INPO Human Resources

Performance Objectives and Criteria:

CO.6.1 Succession Planning

Corporate leaders are engaged

in developing future leaders and

ensure the succession planning

process enables the

organization to fill critical

positions and develop a group

of qualified candidates to meet

changing organizational

priorities.

CO.6.2 Workforce Planning

Future staffing needs are

identified and tracked through

an ongoing workforce planning

process. A long-term Operations

workforce plan is in place to

maintain sufficient operations

staffing. Timely action is taken

to fill vacancies when they

occur.

CO.6.3 Leadership Assessments

Individual and team leadership

assessments and team-building

activities are used to improve

leader skills and to inform

succession planning.

CO.6.4 Leader Integration

New or transitioning leaders

undergo an integration process

that includes an understanding

of the organization’s culture,

leadership behaviors,

expectations and operating

model.

INPO Human Resources

Performance Objectives and Criteria:

CO.6.5 High-Potential Program

High-potential candidates are

identified for preparation to be

future station and corporate

leaders.

CO.6.6 Organizational Health

The potential effects of

organizational changes and

staff reductions are considered

and addressed before such

changes are initiated.

CO.6.7 Knowledge Management

Strategies for knowledge

transfer and retention are

executed to preserve unique

knowledge and skills that could

be lost through attrition or

planned staffing changes.

CO.6.8 Workforce Effectiveness

Expertise is provided to

establish and maintain effective

workforce relations.

4

What is a People Health Committee – CO.6.6

Modeled after the Plant Health Committee to ensure People Program Reliability

Entergy People Health Committee

Monitor Programs Structured review of strategic HR

programs, such as Workforce

Planning, Succession Planning,

Leadership Development

Assessment of Impacts Assessments of organizational impact

on People to develop appropriate

organizational design.

KPI’s

High level review of key people

indicators based on business

objectives

Alignment on People

Senior leadership alignment around

people programs and initiatives

People Health

Committee

5

Primary Functions of People Health

Create alignment and integration among the leadership team on programs and initiatives affecting people (see INPO HR PO&Cs)

Set strategy and direction for the people section of the plants business plans and operating model that focuses on current and future people and knowledge needs for the organization

Review program results and provide guidance on the people programs (see HR PO&Cs)

Provide senior management oversight of and direction on issues, trends, and changes affecting people

Provide the organization with a sustainable process to ensure that strategic workforce planning, leader development and knowledge management initiatives are achieving their desired results

6

People Health – Structure Concept

Section 3 Department Level Reviews

Each Major Department provides overview of Organizational Risk Assessment based on HR KPI’s

Reviews can be annual or twice per year

Organization reviews presented by Department Managers or

Director

Section 2 Deep Dive on Program/Topic Reviews Each Meeting

Based on HR Calendar of Events Alignment Opportunity on HR

Program Additional Topics as Needed

Section I Top Performance Indicators and Challenges Reviewed Each Meeting

Key HR KPI’s (e.g. Succession Planning, Staffing, Turnover, OHI)

Key Program Challenges (e.g. Knowledge Management, HiPo, Recognition)

7

Succession Planning Status – C0.6.1

Does Succession Planning Effectively Meet our Leadership Talent Needs?

8

Workforce Planning – CO.6.2

KPI’s

To analyze current state

and historical trends

Predictive Modeling

Used to forecast retirement

and non-retirement for future

attrition

WFP Dashboards

Created for all major

departments and used to

establish action plans

People Strategy for

Long-term

Sustainable Performance

Entergy Nuclear

Business Strategy

Workforce Planning Model - CEWD

Key Elements of a Integrated Strategic Workforce Plan

Hiring Actions Based on Business Intelligence

9

Workforce Planning - Elements

Entergy Workforce Planning Strategy

Entergy will focus on operating the plant and

maintaining the necessary skills and

knowledge for safe and reliable operations

until end of operations.

Near-Term Hiring Needs

This site is projected to need approx. 45

replacement staff over the next 3 years.

Demographic Profile

This site has 20% of its staff with less than 5

years of service and 36% with more than 20

years of service.

Hiring Actions Based on Business Intelligence

10

Workforce Planning – Industry Overview

11

Workforce Planning – Pipeline Program

41%

Operations

Trainees

33%

5% 21%

Craft

Apprentices

Radiation Protection

& Chemistry Tech.

Engineering

Development

Are our Staffing Strategies and Pipeline Programs Achieving Desired Results?

12

Talent and Performance Management – CO.6.3

Management of Schedule

Goal Setting and development

plans are linked to overall

business goals and cycle. All

plans are managed via an online

tool.

Ensure Ongoing Feedback

All Employees receive ongoing

feedback to improve individual, team,

plant and fleet results.

IDPs Meet Objectives

All leaders and nonunion employees

have IDP’s. Performance results are

linked to IDPs.

Results Rewards

All incentives and performance

results are linked to individual

Talent & Perf Mgmt.

13

High Potential Program – Talent Mgmt – CO.6.5

Year-End Consensus HIPO Identification HIPO Development Tracking of Results

People Health Committee will provide the senior-level oversight of the development process

Transferring

Knowledge

Tacit

Knowledge

Assessment

Sustainability

Results

Knowledge Transfer Plans

Individuals with critical or business-s-

important knowledge develop knowledge

transfer action plans

Knowledge Risk Assessments

All employees are assessed for unique

and critical knowledge.

KT&R Admin Guide

Program sustainable through the Nuclear

Sustainability Plan and Admin Guide

Monitoring and Measurement

Assessment Results, % of Site Retention

Agreements, % of Development Goals.

Knowledge Management – CO.6.7

Are our Knowledge Management Programs Achieving Desired Results?

15

Knowledge Risk Assessment

Example

Knowledge Risk Assessments

Department Employee Name Job Title Type of

Knowledge Held (Critical, Important, General)

Single Point Vulnerability?

(Yes, No)

Eng - Design, PNP Lbr Employee A Sr Staff Engineer Important Yes

Eng - Design, PNP Lbr Employee B Sr Staff Engineer Important Yes

Admin Services, PNP Lbr Employee C Supv, Admin Svcs (Nuc) Critical Yes

PNPS/IT Department Employee D Lead IT Specialist Critical Yes

Maint - Electrical, PNP Lbr Employee E Lead Electrical Engineer Critical Yes

Maint - I&C, PNP Lbr Employee F Nuc Contr Tech Important Yes

Jan Feb

Mar

Apr

May

Jun Jul

Aug

Sep

Oct

Nov

Dec

• Year End Metrics • WFP Projections • Staffing Plans Updates • Succession Planning (Year -

end results) • Goal Discussion • Organizational Health

Index

• Performance Mgmt • KT&R Update • Metrics Update • Pipeline Program Update • Selection Process Update • Employee Engagement

Plan Update • Department Plan Updates

• Year-End Development Update

• Department Updates • Action Plan Reviews • Check and Adjust

Period

• Succession Planning Update

• Mentoring Nominations • Mid-Year Performance

Mgmt Update • Metrics Update • Status of Staffing Plans • OHI Follow Up

16

Examples of Quarterly Topics People Health – Examples of Topics

17

People Health - Key Program Elements

Committee is chaired by the Site VP along with Plant General Manager, Directors, and Human Resources Business Partner

Meet once every 4 to 6 weeks to review program

results Have a defined schedule, topics and agenda Outcomes from committee must be actionable and

measurable

Use Key Performance Indicators to measure results

18

People Health Committee - Schedule

Example of People Health Meeting Schedule

19

People Health Committee - Agenda

Structured Meetings 1. Safety Minute 2. Review of previous

meeting and actions 3. Department

Assessment 4. Review of Pending

actions 5. Plus/Delta 6. Proposed new

business

20

People Health Committee - Actions

Action Tracking 1.WT Tracking 2.Assignment of owner 3.Tracking of due dates 4.History of actions

taken

Program Development 1. Program Design 2. Guidance Document 3. Pilot Program (Echelon) 4. Implement Pilgrim

Implementation Group 2 1. Palisades (as necessary) 2. Echelon 3. Fleet-Level Reviews

Project Planning 1. NSP Plan Dev 2. Benchmarking 3. Review ANO Current

Activities 4. Site Visits

Implementation Group 1 1. Waterford 3 2. Grand Gulf 3. River Bend 4. IPEC

Check and Adjust 1. Oversight of Processes 2. Incorporate Fleet

Findings 3. Update Guidance

4th QTR 2017 2nd QTR 2017 4th QTR 2016

2012 23rd QTR 2017

014

People Health Committee Timeline

1st QTR 2017

22

Key Takeaways

Success will require commitment by all Vice Presidents to own, support, and participate in the People Health Committee Process.

People Health Committee is owned by the line organization. Department Managers and Directors presenting the health of their organizations is a critical element of the process.

Program design is in progress (Site, Echelon, Fleet). Rollout of the process will occur after spring-outage season.

HR (Site/Echelon) and OR will be working with each site on the preparation of agenda content items.

Thank you

Questions and Discussion

Entergy Proprietary Information