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
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