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The Next Generation:Succession Planning and Talent Management in
a Changing World
Presented by Geoff Isbell, Chief Operating Officer
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Passing the Torch - Olympic Tradition
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• The greatest resource we have is the wealth of knowledge and experience that we can pass to the next generation…
• We need to pass the torch, now more than ever…
• It should be considered an honor to carry the flame for Natural Gas!
Passing the Torch…
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Take Away:
Something to think about…
1. Challenges we face
2. Actions we must take
3. Principles we must embrace
How will you pass the torch?
NextGen Overview
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1. Awareness
2. Assessment
3. Action* The Sloan Center on Aging & Work
ENERGY worldnet’s Involvement
Three Necessary Steps
Recruitment, Talent Management and Succession Planning:
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Primary Challenges
1.Aging Infrastructure
2.Aging Workforce
3.Limited talent/resources
4.Increased Regulation
The Challenges We Face
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60% of utility assets are near the end of their useful service life*
20 -25% of utility assets are past their intended service life*
* CRA International report dated February 2009
Chart from DOT/PHMSA Report on Pipeline Safety
Aging Infrastructure = More Work
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CERA estimates that the electric power industry alone will invest approximately $900 Billion for infrastructure projects over the next 15 years.* (Natural Gas will need more pipelines and facilities to meet the demand for electrical power generation)
Outlays of $10 to $20 billion per year could be required over the next 20 years to build new systems and facilities and modify existing ones to bring U.S. oil and natural gas resources to market.**
*CERA – Cambridge Energy Research Associates**Curt Launer, Managing Director of Natural Resources/Deutsche Bank
Aging Infrastructure = More Work
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Aging Workforce = Fewer Workers
Center for Energy Workforce Development (CEWD), 2011 Survey
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Aging Workforce = Fewer Workers
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As 75 million baby boomers approach retirement age, a significant portion of the existing workforce will be leaving.
Beginning in 2005, around 8,000 baby boomers per day are turning 60. Since 2010, half the U.S. population is now over 50 years old.
National Center for Construction Education and Research
Aging Workforce = Fewer Workers
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40% of employers surveyed anticipate the aging of the workforce will have a negative or very negative impact on their business over the next 3 years.
** The Sloan Center on Aging & Work
Aging Workforce = Fewer Workers
Talent Management Study
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77% of employers stated that they have not analyzed the projected retirement rates of their employees, either “not at all” or “to a limited extent”.
* The Sloan Center on Aging & Work
Aging Workforce = More Training
Talent Management Study
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Two-Thirds (68%) of employers surveyed reported not having analyzed the demographics of their workforce, either “not at all” or only “to a limited extent”.
* The Sloan Center on Aging & Working
Aging Workforce = More Training
Talent Management Study
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Approximately one-third of employers surveyed reported NOT having enough programs for the recruitment (30%) and training (35%) of workers.
* The Sloan Center on Aging & Work
Limited Skilled Talent/Resources
Talent Management Study
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Records from the Dept. of Labor’s Bureau of Labor
Statistics (BLS) show that less than 10% of the 7 million workers in our
industry participate in a formal internship program.
* U.S. Department of Labor, BLS
Limited Skilled Talent/Resources
Taking Action
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The battle to attract our future workforce is with other industries that are all competing to attract the same pool of talent.
• 50% - attend college
• 25% - earn degree
• 75% - looking for employment that doesn’t require a degree.
* National Center for Construction Education and Research
Limited Skilled Talent/Resources
Taking Action
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We are not attracting enough of the right workers to our industry.
It’s essential to our future that we reach out to our young people and expand career-training opportunities to them.
Career and technical education students can benefit greatly from the opportunities our industry has to offer.
* National Center for Construction Education and Research
Limited Skilled Talent/Resources
Taking Action
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Actions We Must Take
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1. Creating a Business Casea. Assess current environmentb. Use Succession Planning Templates
2. Developing a Comprehensive Plana. Assessment Centersb. Talent Poolsc. Matching Talent with Roles
3. Knowledge Capture & Transfera. Policy and Proceduresb. Training/Apprentice Programsc. Mentoring
Actions: Best Practices
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Actions/Examples: Protocols
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Proactive Examples1. High School Recruitment &
Apprenticeships
2. College Recruitment & Internship Programs
3. Gas Operations Schools and Assessment Centers
4. Partnerships with Technical and Community Colleges
5. Rehiring Retired Employees as Trainers & Evaluators
Actions We Must Take
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An argument for recruitment and screening:
Puget Sound Energy (PSE)(from article in Western Energy Magazine –Spring 2012)
From 2008 to 2011, PSE recruited for five apprenticeship programs that focused on critical skills and functions at PSEPSE received 3,674 applications1,241 met basic qualification requirements (33% of applicants)Only 500 passed required apprentice aptitude tests (<14% of applicants)
Assessment Center: A Case Study
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ALAGASCO – Alabama Gas Corp. Birmingham, AL
Phase I6 month Construction Crewman program
Pre-employment Test (Hogan Personality-Auburn Univ.)Trades Experience & Mechanical AptitudeStructured Interview Process/PanelSkill Assessments every 30 days
Phase II24 month formal Apprentice Program (Journeyman/Master)
Pre-Meter Construction & Service/Post-MeterTrades Experience & Mechanical AptitudeStructured Interview Process/PanelSkill Assessments every 30 days/90 days
Apprenticeship: A Case Study
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Missouri Gas Energy (MGE) partners withMetropolitan Community College: Gas Utility Technician
Gas/Tech Schools: A Case Study
Provided all necessary training
Short program: Only 4 weeks
Reasonable Cost
Job placement opportunities
Good pay opportunities
NOT ENOUGH PARTICIPANTS!
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Pacific Gas & Electric (PG&E): PowerPathway™
Partnerships: A Case Study
Recognized by…National Commission on Energy
Policy as a best practice program
Clean Edge Clean Tech Job Trends
as an organization to watch
White House/Skills for America’s
Future initiative: PG&E's
PowerPathway™ program is a
distinguished leader in workforce
development.
Public Reference: www.pge.com/about/careers/powerpathway/about/
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Mentoring: A Case Study
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Mentoring – Learn the job of the man ahead of you and teach your job to the man behind you.
Military – The one who gives the order leads the charge!
Passing the Baton…The success or failure of the team is entirely dependent on the exchange
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Learning Organization
1.Systems Thinking
2.Personal Mastery
3.Mental Models
4.Building Shared Vision
5.Team Learning
* Peter Senge, The Fifth Discipline (1990)
Principles we must Embrace
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1. Compelling case for change
2. Time to change
3. Help during the change process
4. Removing new/unknown barriers
* Peter Senge, The Fifth Discipline (1990)
Four Barriers to Change
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A word of encouragement…
“I was doing my job,” Mitchell said. “But probably
at 201 meters, I heard it and I felt it.”
“Faith, focus, finish. Faith, focus, finish.”
“That’s the only thing I could say to myself.”
Legacy of Leadership
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Questions & CommentsQuestions & CommentsContact Info:
Geoff IsbellChief Operating OfficerENERGY worldnet, Inc.
Email: [email protected]/Text: 940-399-9653Office: 940-626-1941
www.energyworldnet.comwww.energyworldnet.com
Thank You.