6.1.a. ERMUSR 11-18-2014 - Laserfiche WebLink

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Building a Workforce for the 21st Century Call it the "great shift change;" utilities are KPMG LLP(U.S.). "But offer them compelling work right losing their "brain trust" through person- out of the gate and you can attract and retain them. nel attrition and retirement. Without enough This generation doesn't just want a job, they want to qualified replacements coming up through the contribute and make a difference. They also want to climb faster within an organization." ranks and even fewer recruits interested from the outside, the industry is facing a labor force The increasing use of technology and innovation associated with sustainable energy might be a draw to quandary. With advances in technology, maybe a younger worker," said John Kunasek, National Sector your company can function with a smaller Leader-Energy and Natural Resources, KPMG LLP (U.S.). workforce, but even with fewer staff, you will "Consider the role of technology and innovation that need to hire to sustain today's company cleans up the environment, automates your home, and into the future. electrifies the transportation industry. This could be an It can be a challenging road. How do you appeal to employee's dream." talent that may not be inspired by utility work? It starts Your Existing Workforce with understanding the next generation of workers. In light of all the changes occurring in the industry, The "that's the way we've always done things" attitude its time to conduct a current skills inventory of your is not one millennials will embrace. They are interested in workforce. Get a handle on what you have and what you'll companies committed to innovation, collaboration, need. Take that information and create a forward-looking, and altruism. organizational model that identifies capability gaps within l!{ i I i the company. Look to your existing workforce as a source ,� °$ `'j �� , II �`� ,�' ' for talent. No one wants to be in a dead-end job; consider _ job rotations and leverage the talent you have to IA�� mentor or train other employees. Remember, your existing It i h ;' ' workforce is your currency; make the best use of them. vi, "Mobility within a company can be a retention strategy but it may require different jobs within the company," said / . Thompson. "Avoid silos so your workers are exposed to Generation Gap 0111.1 ilk different departments and jobs; this is a great way to create deeper capabilities and flexibility that is needed to Significant motivational difference run a utility. Gen Y isn't looking for a lifelong partnership between Gen Y and Boomers with a company, but provide varying experiences and opportunities for growth within the same organization and that restlessness can work to your advantage." Understanding Generation Y Millennials (some 82 million born between 1982 Losing employees to competitors and 2002) will replace the baby boomers as they retire. "Generation Y" is plugged into technology like no other is the #1 reason for attrition group. They comfortably multitask, and are more ethnically diverse. They also expect to change careers Internal succession plans are important—both to find the multiple times. "For this generation, they are not next person to fill the job, but also to identify the skills that inherently interested in the issues associated with the are transferable within various areas within the company. utility industry," said Zoe L. Thompson, Advisory principal, KPMG Building a Workforce for the 21st Century 20 118