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Building Leaders for a Bright Future. American Association of Blacks in Energy May 20, 2010 Genevieve (Gen) Tuchow VP, Human Resources American Electric Power. Focus for Today. How AEP is building it’s future leadership talent bench

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Building leaders for a bright future

Building Leaders for a Bright Future

American Association of Blacks in Energy

May 20, 2010

Genevieve (Gen) Tuchow

VP, Human Resources

American Electric Power


Focus for today
Focus for Today

  • How AEP is building it’s future leadership talent bench

  • Evolving talent planning from reactionary succession planning to more proactive talent development

  • Engaging leadership in identifying and developing future leadership talent

  • Accelerating the development of a leadership talent pool


Building leaders for a bright future

Company Overview

  • 5.2 million customers in 11 states

  • Industry-leading size and scale of assets:

  • Coal & transportation assets

    • Control over 9,000 railcars

    • Own/lease and operate over 2,900 barges & 80 towboats

    • Coal handling terminal with 20 million tons of capacity

  • Over 21,000 employees

Source: Company research


Leadership talent planning
Leadership Talent Planning

  • Purpose - Provide AEP a sustainable supply of quality leaders at all levels to meet challenges today and tomorrow

  • Overall …

    • Create shared understanding and development of talent at AEP

    • Foster the diversity of AEP’s talent pool

    • Embed structure, support and accountability for talent development

Do we have the leadership talent needed to execute AEP’s strategies today and in the future?


Aep s leadership talent pool

Past Performance &

Leadership Potential Factors

Targeted

Development

AEP’s Leadership Talent Pool

All AEP

Employees

  • Contains all AEP employees

  • Performance Management Review, Individual Development Plans, etc. used to further develop these individuals

  • Contains approximately 15% of AEP population

  • Individuals highly regarded and believed to have the ability to be successful in a leadership position at least one level higher than current position

  • Replacement Planning used to further develop / prepare these individuals

Leadership

Talent

Pool

  • Once a year a subset of the leadership talent pool selected to participate in Targeted Development

  • Nominated by business unit leaders and confirmed by senior executives

  • Individuals believed to have the ability to be successful in a leadership position at least two levels higher and in other business units

  • Special assessments, mentoring, stretch assignments, etc. used to develop these individuals

Current year’s considerations


Building leaders at all levels
Building Leaders at all Levels

Selected From

Preparing For

  • Senior VP

  • President

  • Vice President

  • Chairman

  • EVP, Senior VP

  • Other EC Roles

Emerging Senior Executives

  • Senior VP

  • President

  • Vice President

  • Director

  • Manager

Emerging Bus. Unit Leaders

  • Superintendent

  • First Level Manager

  • Supervisor

Emerging Mid-Level Leaders

  • Director

  • Manager

  • Superintendent

  • First Level Manager

  • Supervisor

  • Ind. Contributors

  • Professionals

  • Non-exempt leaders

Emerging Front-line Leader



Talent boards
Talent Boards

  • Ensure ongoing quality of leadership Success Profiles (e.g., future focus, clarity, relevance, etc.)

  • Select a given year’s participants

  • Guide mentor matches

  • Match development opportunities across the organization to development priorities of pool members

  • Review the development plans of pool members for a higher level perspective

  • Monitor and reinforce development progress of pool members

  • Champion the process and talent with other organization leaders


Overall results
Overall Results

  • Increasing supply of leaders.

  • Jump-started organization’s developmental focus.

  • Talent development as key responsibility vs. “nice to do.”

  • Shaping a development culture (e.g., candid career discussions, ownership of development, selection criteria, etc.).

  • Adapting process within operating units for those expected to rise only within their group.



Executive comments
Executive Comments

  • "We've seen a remarkable increase in the self-awareness of [targeted development participants]."

  • "This has been an excellent start in our challenge to build our future leaders."

  • "The structure has helped."

  • “There is an observable difference in many of our participants.”

  • "We've all gotten exposure to individuals that we otherwise would not have had."


Key take aways
Key Take Aways

  • Key benefits include the "softer" aspects: visibility of talent, relationships among pool members, interaction with senior leaders, etc.

  • Executive involvement key.

  • Participant selection is a work in progress.

  • Selection of the “right” mentors and coaches essential.

  • It can be done.

  • It’s never over!