POWER June 2016 - 28

WORKFORCE
4. Mobile tech. Both older and younger workers can benefit from a transition to mobile
technology for plant functions. Don't assume older workers will resist the change or will be
more challenged by it than younger ones. Courtesy: XPlore Technologies
much this attitude should be accommodated,
however.
Ashenbrunner said the key is making the
transition as seamless as possible. " Make the
on-screen forms and tools as similar to existing
processes as possible. Even let the older
technician type in the number under the barcode
on the equipment if he chooses. After
a while, he'll try the scanner, see how much
easier it is, and then switch on his own. "
But John Roffel, product line director-
simulation and competency for Honeywell
Process Solutions, thinks this is the wrong
approach. " It's amazing how often we duplicate
the old analogue view and interaction in
the new digital world, only to accommodate
a significant resistance to change. Compromise
equals risk, so this resistance is indeed
important to overcome for the benefit of all. "
Roffel suggested that generators " should
Making Technology Transitions
Ridout noted that, not surprisingly, younger
workers tend to be more adaptable to technological
evolutions.
" Younger employees seem to be more flexible
to changes, especially where technology
is concerned. Controls automation, upgrading
software programs, or migrating to performing
tasks like registering for benefits online
seem less of a burden on Millennials. "
But while older workers may need different
approaches to adapt to new technologies,
the stereotypes of Baby Boomers befuddled
by their smartphones and computers don't really
translate well to the power sector.
" Today's older employee has migrated
and moved with the technology throughout
the last 30 years, from pneumatic and relaybased
controls to the early microprocessor
controls such as the PLC2 and PLC3 to a
modern DCS like PlantPAx, " McDonnell
said. These workers understand electronic
processes and the advantages of digital controls
and shouldn't be patronized (by managers
or vendors) when new tech is introduced
(Figure 4). " The biggest difference between
generations in the use of power industry technology
is the fact that new workers prefer
mobile platforms and handheld technologies
to transfer information. "
Still, new tools may need to be introduced
differently for older workers, without assumptions
about worker familiarity or desire
to change platforms.
" An initial introduction with a more hands26
on
instructional follow-up, by a live instructor,
is often helpful to adapt older workers to
the new processes, " Ridout said. " We share
information through electronic versions as
well as bulletin boards and tailgate talks to
satisfy those who crave instant information
as well as those who need a more personal
delivery method. "
Sullivan noted that many changes can actually
make things easier for older staff.
" We find that the knowledge and experience
of more-tenured employees is a benefit
to making improvements in our plants, "
he said. " Over time, power generators have
implemented innovative approaches that
minimize labor-intensive tasks and reduce
workload. This continuous improvement
process has been primarily in the interest of
improving employee safety and efficiency,
but also has the effect of improving processes
such that all workers have less-labor intensive
tasks. "
One key difference, Ashenbrenner noted,
is that older workers are less enamored
of making changes just to get the latest
gear-they want clear justification for the
new approach.
" Older workers tend to question the benefits
of too many new technologies, " he said.
" They've relied on the same paper-driven
processes for decades and, in their experience,
the way they've done things has always
'worked.' They believe that they can continue
to work as before without issue. "
There are differences of opinion on how
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adapt for the benefit of all generations as
most things that would benefit an older worker
are also beneficial for the rest. What is
more problematic is the resistance to change
from the older generation, which has left an
industry that some consider as obsolete. This
resistance has resulted in compromise as new
technologies (such as human-machine interfaces)
are deployed. "
Managers who have done a good job
building intergenerational bridges can leverage
them when there's a technology transition,
Sullivan noted.
" We focus a great deal of energy around
teamwork, " he said. " By taking advantage of
everyone on the team, we see more-experienced
workers sharing knowledge with newer
workers, while newer workers share ideas
and their own experience with technology
with workers who may not be as tech savvy.
This knowledge sharing is especially important
since our fleet is very large. Regardless
of background, our view is that when one of
us needs help, we all are accountable to jump
in and assist. "
McDonnell agreed. " Generations can complement
each other, " he said, " with younger
workers providing insight to newer technologies,
and older workers providing insight into
the effect of technology on physical equipment. "
Generators, he said, " can manage the
challenges effectively by providing technology
with traditional and remote capabilities,
as well as training opportunities. This broad,
cross-selection of resources allows workers
to learn in a matter that is most effective to
each individual. "
Remote technologies are particularly well
suited to bridging generational divides, McDonnell
noted.
" Remote access allows a plant's most seasoned
employees to offer their expertise to
sites around the world from a central locaPOWER
| June 2016

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POWER June 2016

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