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2013 T&D Benchmarking. Discussion Topic: Human Resources Planning. Webinar #1: Strategic Resource Plan May 30, 2013. Objectives. We are trying to get a higher perspective and understanding of the issues that are driving resource planning and how those issues are being tackled

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Discussion Topic: Human Resources Planning


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    1. 2013 T&D Benchmarking Discussion Topic:Human Resources Planning Webinar #1: Strategic Resource Plan May 30, 2013

    2. Objectives • We are trying to get a higher perspective and understanding of the issues that are driving resource planning and how those issues are being tackled • We’re starting with a discussion on strategic resource planning so that we have a baseline for understanding the differences in companies at a high level • Then we’ll pick a couple of impacted groups and discuss the recruiting/outsourcing/training plans around them • We’ll also discuss the involvement and commitment of line management in planning and training • We will not focus on “workforce” planning, which while necessary is more tactical and about deciding the numbers of workers in each function.

    3. Detailed Discussion Topic Process April and May Leader’s Conference Webinar: Set Plan Prepare Plan Webinar: Review Plan Discussion Webinars • Primary Purpose • Flesh out Focus Area Topics and expectations • Deliverables • Schedule of events • Interview questions • Identify questions in core questionnaire that provide information • Plan analysis • Deliverables expected • Primary Purpose • Run a series of webinars that brings together subject matter experts on the topic and allows them to share practices and insights • Primary Purpose • Plan 2012 Program • Determine Focus Area Topics • Review Questionnaire • Deliverables • Focus Area Topics to pursue • Draft Questionnaire • Primary Purpose • Review Discussion Plan for alignment with utility expectations Review Meeting Discussion Webinars Insights Conference On-site Presentations • Primary Purpose • Focus groups on Topics • Review analysis so far • Actions/Deliverables • Group Focus • Analysis and synthesis of data • Presentations • Primary Purpose • Review results of discussions • Prepare for Insights Conference • Primary Purpose • Share “learning's” • Actions/Deliverables • Presentations by stand-out companies • Analysis/synthesis of data • Focus groups • Action Steps • Using the analysis template August June

    4. Our Webinar Roles Defined: Community and 1QC • Community • Prepare and provide “content” experts involved with HR Planning…discuss how you will use the information gathered in this process internally. Possibly set an internal “product” you may want as a result • Experts answer (before-hand) and be prepared to talk about several key “topical” questions about YOUR company’s practices, approaches, measures, etc in the discussion areas mentioned. Participation on the webinar by your content people / engage with other companies in the discussion! • Participation in the Data Review Conference (DRC) and Insights Conference sessions to talk about our findings; some companies may be asked or volunteer to speak and present their company’s efforts/activities/practices • Follow-up as needed with 1QC on questions, issues. • Respond to questions in the 2013 T&D Questionnaire (on this topic, there are several) First Quartile (1QC) • Facilitate/moderate the process and discussion • Prepare questions beforehand for each Webinar • Prepare the output/notes • Organize the DRC and Insights agendas

    5. Strategic Human resource Planning • The electric utility industry has been undergoing, and will continue to undergo, dramatic changes. These changes are being brought about by the deployment of new and advanced technologies, changing customer expectations, an evolving power market, and the addition of new services being offered by electric utilities. At the same time, the utility human resource is growing older and the oncoming wave of retirements from the Baby Boomer generation poses yet another challenge. • Human Resource planning has become more important in today’s increasingly competitive job market, as utilities compete with one another and with other industries to find employees with the right skills. A comprehensive human resource plan is a systematic, integrated, and continuous approach that aligns the utility’s human resource needs with its strategic goals and planning process. • In its human resource planning, the organization should identify the skill sets that their current employees possess, as well as the skills that will be needed and number of employees necessary to meet its goals. This will enable the utility to identify any gaps in skills that need to be filled. The organization will then need to develop and implement strategies to attract and retain these workers. Finally, the organization needs to continuously review and update its human resource plan to ensure that it meets the changing demands of the business environment. http://www.publicpower.org/files/pdfs/workforceplanningforpublicpowerutilities.pdf

    6. Strategic Resource Plan • As you plan for the growth of your system and/or changes in the way you operate, you may need more people to handle the work or different skill sets for the new equipment/technology. • What process is used to identify future human resource needs based on strategic plans, growth expectations, changes in technology? • Do you have methods for forecasting retirements and other attrition so that you can plan for replacements? • Are replacement plans targeted to specific skill sets? age groups? education levels? • What areas (if any) are targeted to encourage attrition? (e.g. meter readers might be phased out and those employees moved to other functional areas) • Do you have a specific method for developing strategies to address the "gaps” between forecasted resource needs and existing resources? • Line management understands not just the skill sets needed but also knows the aptitudes of the staff you already have: who’s motivated; who’s a leader; who’s happy where they are at. • Do you utilize their knowledge when planning for future needs? • What role (if any) does Line management have when developing strategic resource plans?

    7. Retaining The skills • Among the people most likely to leave (e.g. retire) are those who have had time to develop some specific and valuable skills. • Do you have specific plans for harvesting the knowledge of people who are leaving? • 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.) • Education, training and on-the-job experience are an investment the company makes in individuals. The last thing you want is for them to take their acquired skills and use them elsewhere. • What are you doing to keep employees, specifically… • Older employees who are ready to retire • Younger employees who were recently trained • We’ll discuss retention plans for employees with specific skill sets or in specific positions on the next webinar. • Retention efforts aren’t just focused on specific employee types. What specific things are you doing for general employee retention?

    8. Employee Satisfaction & Motivation • Some people are born leaders, others can be trained or will acquire the skill naturally over time. Either way, good leadership can be hard to come by. • Do you have specific plans for developing new leaders: foremen, supervisors, directors, etc.? • Employees move on to new positions for many different reasons. Not all of them can be controlled by the company, but the company does have some influence on others. Employee satisfaction will certainly have an impact on their desire to stay with the company. • What efforts/initiatives are underway to maintain and/or improve employee satisfaction? • Managing and improving expectations of employees can help address satisfaction issues. Different groups of people will have different expectations for their day-to-day work environment and their overall career. Differences in expectations are related to generation, culture, gender and background (among others). • How are you setting and managing expectations for employees’ day-to-day work activities? Such as: interpersonal interactions; gender or race related issues; generational issues. • How are you setting and managing expectations for employees’ long-term career path within their chosen field and/or within the utility?

    9. Goals and Measures • Generally, we we recommend measuring activities wherever possible in order to determine their effectiveness. In this area there are a few lagging indicators used to measure the success or progress of the activities: attrition; growth; percent of employees satisfied, etc. There are probably a few leading indicators out there as well: percent of employees completing training courses; employees involved in mentoring programs; etc. • What measures are you using in the human resources planning area? • Have you set any goals for any of these measures?

    10. Next Steps

    11. 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

    12. Proposed Schedule of Events: HR Planning • Possible Dates Webinar Topic May 30 Strategic Resource Planning June 6 Specific plans with regard to two positions Part 1: skilled trade staff (e.g. linemen) Part 2: degreed staff (e.g. engineers, analysts, project managers) • DRC: JuneSummary of results from webinars • Insights: AugustPresentations with practice examples

    13. Preview of the Next Webinar:Specific plans with regard to two positions • Recruiting plans – What are the plans and the success of the various recruiting and/or mentoring plans • Retention plans – How do you keep the people you have • Diversity plans – How you recruit and retain people to create a diverse workforce • Knowledge transfer plans • Outsourcing plans – why areas are chosen for outsourcing and how they are managed • Apprentice programs – what you’re doing that may be different from traditional apprentice programs, what’s working • Career development • In particular, replacing supervisors and managers that are retiring • Training and knowledge transfer plans • How you measure the success of these plans and initiatives • e.g. Employee satisfaction and engagement (vendor used; measures used) • Part 1: skilled trade staff (e.g. linemen) • Part 2: degreed staff (e.g. engineers, analysts, project managers)

    14. Thank you for your Input and Participation! Your Presenters Ken BuckstaffKen.Buckstaff@1QConsulting.com310-922-0783 Gene DimitrovGene.Dimitrov@1QConsulting.com 301-535-0590 Debi McLain Debi.McLain@1QConsulting.com760-272-7277 About 1QC First Quartile Consulting is a utility-focused consultancy providing a full range of consulting services including continuous process improvement, change management, benchmarking and more. You can count on a proven process that assesses and optimizes your resources, processes, leadership management and technology to align your business needs with your customer’s needs. Visit us at www.1stquartileconsulting.com | Follow our updates on LinkedIn Satellite Offices Corporate Offices California 400 Continental Blvd. Suite 600El Segundo, CA 90245(310) 426-2790 Maryland 3 Bethesda Metro Center Suite 700Bethesda, MD 20814(301) 961-1505 New York | Texas | Washington | Wisconsin