Workforce Planning at TECO Energy
Tracy McPhail, Ph.D., SPHR
Planning… What’s That?
TECO Overview
Workforce Challenges
Future4
3
2
1
Examples of Workforce Planning Data
TECO Energy is a leading energy company located in Tampa, traded on the New York Stock Exchange (TE) and part of the S&P 500 Index.We have four core businesses. Our Florida utility businesses include: Tampa Electric, a regulated utility serving nearly 667,000 customers, and Peoples Gas System, Florida's largest natural gas distributor serving more than 334,000 customers.Our other businesses include TECO Coal and TECO Guatemala.
TECO
Strategic
Planning
Customers Shareholders
People &
Systems
New CEO New Direction
John Ramil
Questions from CHRO
• Where are we most at risk?• Do we have the right talent in the
right places?• How does the cost of work differ
across the company?• Is my workforce aligned and
optimized with Corporate Goals?• What are the strategic
Talents/Skills/Capabilities do we need?
We need to know what’s really going on with our whole workforce
Clint Childress, SPHR
Environmental Scan = Mixed Messages
American workforce growing grayer
More Americans leaving the workforce
• Aging Workforce• Recent RIF• Low Turnover• Concerns over mass exodus in
critical areas
Workforce Challenges
Strategic Team Goals
• Workforce plan to focus on risk areas • Create a company wide knowledge
transfer portal• Focus on retention efforts by
demographic and strategic segments
Internal Capabilities and Current Realties
• Fewer people than back in the days of centralized manpower reporting
• Need to go beyond excel charts and graphs describing current workforce
• No long drawn out internal process. Need a quick guide to assist in data-driven decision making
Workforce Planning Steps
Business Strategy
Environmental Scan
Segment Roles
Current State
Future state
Scenario Forecasting
Gap Analysis
Action Planning
Monitor and Report
Feels Like
External Drivers and Labor Market Conditions
Individual Preferences
Workforce Capacity and Capabilities Supporting Business Strategy
Strategic
Critical
Core
Necessary (non-core)
Workforce Segmentation
1 to many
WorkforcePlan by groups
1 to few
Succession
1 to1
Succession
1 to many
Monitor no plan
Strategic Necessary(
non-core)
Critical Core
Talent Review Approach
Data Required vs. Nice to Have
• Business Unit• Position Levels• Tenure• Turnover (voluntary
and involuntary)• Headcount and
FTE• Age• Gender
• Diversity• Internal moves• Performance data• Preference data• Leadership bench
(strength and depth)
• Overtime• Compensation
Data Analysis Before and After Sonar vision
Before
• SAP extracts • 100s of Queries• Excel spreadsheets• Lists and notebooks• Death by charts/graphs
After
• 1 Data upload• Risk Analysis Dashboard• Staffing Forecast• Labor cost• Instant Insight
Overall Company Risk Profile
Gap or Surplus?
Average Age and Distribution
Retirement Projections
Position and Department Specific Risks
Position Level Profile
Position level age and projected retirement
Use Workforce Informationto Guide HR Strategy
• Number of strategic and critical positions at risk?
• Which at risk positions are hardest to fill?• What positions need LTI?• What knowledge transfer plans need to be
our top priority?
Next Steps: Strategic Talent Review
Officer and Director level review of all individuals and current individual development plans for high risk strategic and critical positions
Director and Manager review of action plans for high risk core positions.
Rotation/Developmental Assignments
Potential
Strategic Critical
Current Headcount
Future Needs
New Products/Markets
Apprenticeships
Co-ops
Knowledge Transfer
Retention
Ongoing balancing act…
Questions Regarding OrcaEyes?Brad HilbertChief Technology OfficerOrcaEyes(877) 235-1112 x [email protected]