TM - August 2008 - (Page 43)

TM: ZOPP: Describe your company’s approach to talent management. Our approach to talent management is to build it in to make sure it’s part of our overall business planning and strategic planning process. We make sure that in reviewing and assessing talent we talk about them both in terms of business results and also in terms of our values and their competencies in helping to drive our values. What processes or programs have you established to improve workforce performance? TM: ZOPP: spend a fair amount of time developing our leaders — both their skill sets, as well as their understanding of the business and their role as leaders. [The programs] help them develop their individual leadership styles and also help them to network with other individuals across the company. We’re spread out, and our leaders in each of [our] businesses don’t always get the opportunity to interact with each other. So our leadership programs are partly designed to build relationships across the country so that our leaders have peers at their level that they can reach out to and touch base with when issues arise. How does Exelon develop organizational culture and employee attitudes for an effective workforce? We have two key documents. One is the vision document that includes goals and values. We’re an electric delivery and generation company, so it’s about keeping the lights on and the gas ﬂowing, operating at high levels both in our generation business and our delivery business. And then we have our values, which are safety, integrity, diversity, respect, accountability and continuous improvement. In addition, we have a strategic direction document that basically has two big components: One is protecting the values we have today, and the second is growing longterm value. Pretty much everything we do — our business-planning process, our goal-setting process — derives from those two documents. Our performance management process is pretty traditional. We have an electronic system. At the beginning of the year, the employees build individual performance goals with their managers. [They] are also asked to do individual development plans with their managers that go into the system. We do a touch-base with everyone midyear. And at the end of the year, the employees and their managers go through and assess performance based on their results and based on the company’s results, and then that’s tied into our compensation system. How is performance management linked to the strategic objectives of your organization? TM: ZOPP: TM: ZOPP: When people are setting their goals — they’re set early in the calendar year — [they’re] based on the business plans that have been approved by senior leadership at the end of the preceding year. The business plans are aligned or built around our longer-term strategic objectives. We have the business plans that everybody in each organization is working off of to build their goals, and those business plans are tied to our strategic objectives. How does Exelon work to change or create leadership and management behaviors that lead to optimal workforce performance? For us, it’s still a work in progress. We have a number of good in-house leadership programs that we use for our managers, as well as our high potentials. In those programs, we TM: ZOPP: We are an operating company, so we have a lot of operating metrics. [For example, we ask], What’s the level that the plants are operating at? What’s the capacity? We measure that, and we’re at the top of our competitors in terms of capacity of our generator plants. For our delivery companies, we look at outages. How many outages do [we] have? What’s the duration of those outages? How quickly do we recover for our customers? We’re very, very focused on safety, so we have a number of different safety metrics. We look at customer satisfaction metrics in our distribution companies. We also look at our overall ﬁnancial position and, for our services TM: ZOPP: How do you measure workforce performance? August 2008 talent management magazine www.talentmgt.com 43 http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of TM - August 2008

TM - August 2008 Editor's Letter Contents Human Performance Leading Edge Foundations Global Background Screening Does Global Assessment Work? Global Total Renumeration: Creat One Organization Border Insecurity: Immigration Reform and Talent Management The Global Workforce: Communication Across Cultures Around the World in How Many Days? Insight: Exelon: Performance Under Pressure Special Report: Perspectives on Managing People Application: Reinventing Sales Rewards at Motorola Dashboard: Mideast Meets West Dashboard: Mergers and Acquisitions 2008 - Don’t Leave Employees Behind Editorial Resources Advertisers' Index Full Potential

TM - August 2008

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