Public Power - October 2008 - (Page 54)

HUMAN RESOURCES Tips for Fighting Work Force Shortages By Jim Paterson personnel shortages threaten public power utilities— from the loss of trained lineworkers to a managerial brain drain. Although most human resource experts agree that finding and keeping the best people will be challenging in the years ahead, the extent of the problem—and where it will be most evident—is uncertain. To address this, utilities must study current conditions and a clear assessment of their future needs, said Kim Jensen, vice president of corporate services for Wisdom Worker Solutions, a work force consulting firm. They have to develop customized solutions. “When we look at boxes in an organizational chart, we often look at the job the way it is now or what we remember it to be, rather than considering what it really is and, even more importantly, what it will be like five years from now,” said Jensen. Real job responsibilities and parameters are often different than descriptions on paper – people’s strengths, weaknesses and interests and real-life requirements change how a job evolves, she said. Future needs also are often much different than current ones. Beyond thinking about the long-term, human resource managers should think about “impact analysis” when they are looking at positions—not just work force analysis, Jenson said. They should consider “roles, not just jobs,” she said. She suggested that utilities look at the real characteristics of a person filling a position, how they are 54 OCTOBER 2008 Serious put to use and the role they play in the organization. She also recommended conducting an “attrition analysis.” “Attrition is a manageable event,” she said. “Through an analysis, we can get a better idea than we typically do about the risk of an employee leaving the utility, and we can manage that risk more effectively.” These assessments can be developed by conducting a carefully constructed employee survey and by performing a cultural audit, Jenson said. In the latter step, do not simply consider “benefits and bosses,” but whether core values match, she said. Determine whether the utility considers matters that are important to employees—from a cleaner lunchroom to an acceptable environmental policy. Attrition analysis also entails conducting interviews and appraisals. Human resource staff must gather better information about employee expectations and factors that lead to job satisfaction. HR staff also should talk to each employee about plans for retirement or moving to a different position, and propose changes to retain them. Human resource staff should conduct entry and exit interviews—even “staying interviews” —with staff members. Those conversations should examine the reasons the employee took a position and assess whether initial goals were met. Jensen also recommended that utilities examine their procedures replacing and retaining workers and determine what steps may be needed to improve that process. Utilities should use strong employees as a recruiting resource. Internships are often overlooked as a very effective way to train potential workers who, in turn, are very likely to join the utility. To retain employees, utilities should consider each individual’s career goals and look for training programs and lateral moves that support those goals., Jenson said. Don’t overlook the possibility that someone may want to scale back job responsibilities. “We think everyone wants to move up and ahead, but a lot of baby boomers are just looking for security or a different quality of life and may be content to stay where they are or even move back to a previous position.” In management positions, succession must be carefully considered, Jensen said, but the entire pool of potential candidates should be used, not just those formally in line for a position. Human resource personnel should spend more time grooming a variety of people for management positions. “Even if they don’t get that job or want it, you are broadening the talent pool and increasing their skills,” said Jensen. Finally, utilities need to do a better job of explaining what they do and promoting the exciting opportunities available in the power industry, said Jensen. “Utilities do need to polish and shape up their image a bit,” Jenson said. “They have a lot to offer. Young people in Generation X and Y are very interested in technology, and the power industry offers many opportunities in that field, she said. The interest in green alternatives also can be satisfied in a public power utility. “There are a lot of challenges for the industry, and many of these young people want challenges and would be extremely excited about the opportunities,” said Jensen. T PUBLIC POWER

Table of Contents Feed for the Digital Edition of Public Power - October 2008

Public Power - October 2008 Contents Perspective 10 Questions The Future of Fuels in a Carbon-Constrained World An Energy Revolution Energy Policy in 2009 and Beyond A Green Reincarnation Beyond the Green Bandwagon Reliability Green Energy Community Broadband Customer Service Hometown Connections Human Resources Parting Shot

Public Power - October 2008

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