Next Generation Workforce, CEWD and Succession Planning - PowerPoint Presentation

Next Generation Workforce, CEWD and Succession Planning March 2016 1

Agenda Workforce Challenges Overview CEWD Discussion Succession PlanningNRECA Next Generation Workforce Goal 2

58% of global CEOs concerned about availability of talent Over next decade, ~52% of industry has potential to leaveNot enough skilled workers to:Build new infrastructureMaintain and repair equipmentOperate facilities and new technologies 14,400 co‐op / PPD jobs to be filled in the next 5 years Global Talent Shortage 3

Source: NRECA Data Warehouse (Jan 2016) 3,496 National Co-op Retirements

2015 Hiring Percentages Gen Z (Ages 5 - 19): 3% Gen Y (Ages 20 – 35): 53% (Millennials) Gen X (Ages 36 - 51 ): 31% Baby Boomers ( Ages 52 - 69): 13% National Co-op New Hires

Missouri Co-ops Retirement Eligible Employees Within Next 5 Years

Missouri Co-op Workforce Statistics 7 Source: NRECA data for distribution system employees as of 01/2016 © NRECA, all rights reserved.  May not be copied, reprinted, published, translated, hosted or otherwise distributed by any means without explicit permission. ** All data are estimates based on NRECA data for distribution system employees

Compiled from Bureau of Labor Statistics (BLS) Data White areas are urban counties Shrinking Rural Workforce 8

From 2010 – 2035: The Non-Hispanic White Majority will drop from 65.3% to 54.1 % The Hispanic population will nearly double from 51 million (16%) to 98 million (25%) The Asian population will grow from 15.7 million (5.1%) to 28.7 million (7.4%) Changing Demographics 9

Pulled from NASA’s Generation Y Perspectives presentation Generation Considerations 10

Three Major Challenges: Attracting qualified employees from a smaller pipeline of candidates at the pace needed Retaining our new generation of co-op employees Loss of knowledge through retirements and attrition How do we leverage the positive attributes of these three co-op characteristics to solve the challenges identified above? 11 Next Generation Workforce Challenges

12 NineBox Potential Experience AssignmentsPlans Talent Management Strategy Succession Leadership Mentor Performance Learning Mentoring FutureDevelopmentStretchPlanningAgilitySuccession Planning

13 Agenda for Today’s Succession Planning Discussion What I have skipped: What is succession planning and why is it important? What are the keys to effective succession management? How to gain executive buy-in for succession planning. What I plan to discuss: A practical approach to succession planning for an organization of 25 employees.

14 5 Practical Steps + Communication Communication

15 ID Key Positions

16 ID Key Positions Key Positions

17 Assess Available Talent for Key Positions Key Position Title: Position Vulnerability: Incumbent Name: (Open in < 1yr, 1 – 3 yrs , 3+ yrs) Cooperative.com HR Community: Succession Management Toolkit

18 Assess Available Talent for Key Positions Potential Performance

19 Create Readiness Chart Key Position Title: Position Vulnerability: Incumbent Name: (Open in < 1yr, 1 – 3 yrs , 3+ yrs ) Dale Carnegie: Succession Planning for You and Your Managers

20 Document Bench Strength 0 Successors 1 Successor 2 or More Successors Bench Strength (within 1 year)

21 Create Development Plans Development Plans for All Employees Overall performance summary Key strengths Development Needs Development Actions On The Job Special Assignment Training

22 Succession Planning Communication Balance transparency with discretionSuccession planning deals with sensitive issues. Take time to assess who needs to know what There will always be a degree of subjectivity and fluidity in your analysis of potential successors. Which types of information can and should be made public, shared internally or treated as highly confidential? Share your formal process and key criteria for choosing successors Being able to justify your reasons builds staff trust and engages your top performers in a clear development path to success. http://kallidus-blog.com/2014/01/08/communication-succession-planning /

CEWD Mission Build the alliances, processes, and tools to develop tomorrow’s energy workforce 24

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Cross Functional Collaboration Essential Elements of Workforce Planning Organized Workforce Planning Structure and Support Strategic Workforce Priorities and Implications Workforce Risk Analysis Map of Current and Future WorkforceStrategic Workforce AnalysisShort and Long Term Talent RequirementsTalent Pipeline Development EffectivenessInternal Employee Development Effectiveness Feedback for Continuous Improvement Short and Long Term External Talent Pipeline D evelopment Internal Employee Development Knowledge Capture and Retention Link Workforce Needs to Corporate Business Strategies BUSINESS PLANNING WORKFORCE ANALYTICS Forecast Talent Needs EXECUTION & METRICS Measure Results WORKFORCE DEVELOPMENT Build Internal and External Talent Pipeline

Career Awareness 27

Troops to Energy Jobs Website 28 Step by step Roadmap for Veterans Virtual Coach at any point in process Jobs Microsite for all CEWD member company positions with exclusive occupation translationRegistration site www.troopstoenergyjobs.com

29 NRECA Next Generation Workforce Goal

Next Generation Workforce Goal Enable cooperatives to attract and retain the best, brightest and best-matched talent for today and the future. 30

National Mentoring Program 31 The purpose of this Mentoring Program is to help co-op employees:Build a professional network across the co-op system, Succeed in their new roles, and Decrease their learning curve Build Test Launch Measure Jan – Mar 2015: Rebuilt program based on lessons learned Mar – Aug 2015: Conducted successful pilot with 23 co-opsOct 2015: Launched full program with 43 participants2016 and beyond: Build on programContinuous: Anecdotal and survey data2016 Goal: 120+ participants Approach:

Pilot Results 32 Program Materials Relationships 100% of participants would refer a friend!

Program Status and Next Steps 33 Mentors Mentees # of Participants 21 22 States 13 14 Regions 8 8 Distribution 7 15 G&T 9 4 Statewide 3 3 Service 4 0 Our current program is represented by: Recruiting for new Mentors (Present – October 2016) Recruiting for new Mentees (INTERACT 2016, CEO Communications, HR Communications) 2016 cycle launched in October 2016 Seeking Referrals for BA Mentors!

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Program Overview 35 Mission To provide veterans, service members and military spouses, with the opportunity to continue their mission of serving America’s suburban and rural communities. Vision To create a coalition of cooperatives with the shared goal of empowering military professionals in their local communities.

44% of Veterans from Rural Areas Highly Skilled, Trainable, Diverse Population 36 Our Opportunity Veterans Share Cooperative Values

Approach 37 Build Test Launch Measure May – Dec 2015: Build program concept, tools and relationships. Sept – Dec 2015+: Pilots underway with Exec Committee Members. Jan 2016: Launched at CEO Conference; reinforced throughout the year at every possible venue. 2016 Goals: 100 Co-op Coalition Members7 State Level Co-op Working Groups 2017+ Goals: Mature metrics as program growsShort Term Goal: Co-op EngagementLong Term Goal: Co-op CollaborationUltimate Goal: Veteran & Spouse Employment

Progress since Launch 38 1 st Offer to Veteran as a Result of the Program (Employee starts June 2016).Co-op Coalition MembersAssociation of Illinois EC directors unanimously adopted the “Serve our Co-ops; Serve our Country” member pledge. 6 individual co-op registrations; additional 20 CEOs with intent to join the coalition plus Illinois co-op registrations (27). State Level Co-op Working Groups Illinois Co-op Veteran Working Group Established.Texas, Nebraska, Iowa, Indiana and possibly Georgia underway.

How to get Started 39

Thank you!