Carole Rosenlund - Project Manager, ICH, NorwayBrian Makungo - Training Manager, KGRTC, Zambia

Talent Management within Utilities through workforce planning & critical

skills development

Talent Management defined:-

The integrated system of strategies, policies

and programmes designed to identify,

develop, deploy and retain talent to

achieve strategic objectives and meet future

needs.

Silzer & Dowell (2010)

Workforce planning

The process of analysing and forecasting the

workforce needs of an organisation, in order

to achieve business objectives.

• identifies ways of dealing with gaps that emerge between:

• current state

• the desired future state Workforce planning provides strategic direction to talent management activities to ensure an organization has the right people in the right place, at the right time and at the right price to execute its business strategy.

http://www.brighthub.com/office/human-resources/articles/101591.aspx?cid=parsely_rec

Talent = Competitive advantage

Talent management holds

the key to organizational

performance.

�Holistic &

�Integrate as a fundamental element of

business strategies and plans

Why talent management matters

Top of Africa's agenda

�Talent is scarce

�Talent is valuable

� 85% of CEOs in Africa anticipate making changes to their talent management strategies.

� 48% say it’s getting more difficult to find the right people

PWC Africa study

Principles

Talent management centers' on:

�managing employee performance and development

�build organizational capabilities

�individual competencies

Changing landscape

• Globalization

• Climate change

• Growing energy demands

• Rapid technological transformations

• Skills shortages

• Competitive energy markets

Drivers force behind this in the electricity sector:

Workforce issues affecting utilities

• Lack of;• workforce planning strategies• sustained investment in talent management

• Evolving occupational and technological

changes

• Inadequate educational infrastructure to

support industry

• Human capital shortages

• Skills gaps – Aging workforce

Challenges facing energy companies

Exhibit 03. Key HR Challenges Facing Renewable Energy Companies

% of respondents

0% 10% 20% 30% 40% 50% 60% 70% 80%

Developing existing leadership

64

Managing labor costs

48

Rewarding employees

42

Attracting the right leadership

42

Developing existing business developers

36

Extract from Tower Watson's - Renewable Energy at the Crossroads

Strategies to support utility functions

1. Align utility objectives with HR strategies

2. Perform planning and evaluation: this is

linked to growth & adds value

3. Strategic Manpower planning

4. Mapping talent – focus on attracting,

developing and retaining employees

Talent Management strategies

Matrix extracted from - http://www.managementparadise.com/article/2574/talent-management-is-a-strategy

Diagram from - http://kdms.in/advantages.html

Workforce planning strategies

Diagram from - http://kdms.in/advantages.html

Workforce planning and talent acquisition are

critical links in an organization’s talent supply

chain.

Critical processes

• Requirement – Develop job description & specifications

• Sourcing talent – Innovative recruitment practices to target the best talent and ensuring the right people are attracted to the organization.

• Recruitment – Selecting the right person for the right job.

• Retain – Developing and implementing practices that reward and support employees.

• Training & Development – ensuring continuous informal and formal learning and development to get desired output.

Critical processes

• Redeploy – Succession planning for pivotal positions regardless of where where they are in the organization –ongoing workforce analysis and planning process.

• Promotion – Competency mapping through skills assessment - job enrichment plays an important role.

• Mapping of career paths– recognize & reward efforts to retail employee.

• Succession planning - through mentoring and coaching.

• Exit – end of process

• Branded or company logos are only permitted on the opening slide

• Logos (other than that of the event logo) may not be used throughout the presentation, unless prior authorization has been obtained from the organizers

HR/TM Myths and solutions

Myth Reality Solution

Paying higher compared

to Rival Firms will prevent

the employees from

leaving.

This may help to an extent in

retaining your employees or

even help you poach

employees from your rivals

Analyse each employee on

what motivates them and

try to align their career

interests with their

growth in the

organization.

Rewards and Incentives

only Motivate People

It is the attributes and the

culture of the organization

that is most likely to

motivate people to work

better and be happy with

their jobs.

Make the organization a

better place by enriching

the culture, improving

senior -junior

relationships and of

course laying due

emphasis on how the

employees are being

compensated.

www.managementstudyguide.com

HR/TM Myths & solutions

Myth Reality Solution

Employee engagement is

useless and employee

engagement also helps

only the employees and

not the organization.

There is no direct

connection between levels

of attrition and employee

engagement

Customize engagement

strategy for each

employee and show the

connection between

employees work

commitment and

organizational success.

Low Growth Periods do

not require Employee

Engagement

Absence of employee

engagement de-motivates

an employee to contribute

his best and may cause the

utility to loose projects in

hand.

Employee engagement is

critically required to

retain and polish talent

that is essential for

future growth and

opportunities.

www.managementstudyguide.com

Current realities

• Utilities need people

• People are the best resource of an organization

• Better equipped and skilled workforce makes a great difference

• Talented utility personnel are in short supply

• Utility personnel are mobile and their commitment is short term

Retention of talent is the sole purpose of the TM process.

Demographic and other trends continue to drive talent scarcity - 5/50 crisis

Cost of talent acquisition and impact of loosing talent are increasing

Action plan…

• Make the energy sector attractive to young people, especially those considering career options in the industry.

• Promote opportunities to those already in the workforce who may consider job/career change.

• Increase apprenticeships places to enable new, technician level entrants.

• Ensure adequate higher education provision to meet the growing skills demand.

Action plan…

• Flexible training Framework – provide short courses to enable those moving into the energy sector to apply their existing skills in a new context

• Ensure adequate facilities to provide specialist training.

• Employees to engage with employers to ensure vital flow of intellect from industry to inform ongoing skills developments

Conclusion

• competition for skills in utilities is real

• processes need to be aligned to utility objectives fit it to be effective.

• not a one off event but continuous process

• every leaders responsibility and not just a HR function.

• “recruit for attitude and train for aptitude”

• One size does not fit all

• recruiting for willingness and ability to learn over a longer period of time.

Job enrichment

C.S. Lewis - “It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present. And you cannot go on indefinitely being just an ordinary, decent egg. We must be hatched or go bad.”enrichment

Thank you

• Carole Rosenlund: Carole.Rosenlund@sintef.no / cm@ich.no

www.ich.no

Mob: +47 995 10 502

• Brian Makungo: hbmmakungo@kgrtc.org.zm

Mob: +260 996 845 495 -ww.kgtrc.org.zm