Entergy People Health Committee Overview and Strategy. February 2017

Transcription

1 Entergy People Health Committee Overview and Strategy February 2017

2 Overview Why a People Health Committee? Industry Experience with People Health INPO Focus on PO&C s Actions support NSP Be Professional action Focus on providing fleet alignment on People Programs for long-term sustainable performance 1

3 INPO Human Resources Performance Objectives and Criteria: CO.6.1 Succession Planning CO.6.2 Workforce Planning CO.6.3 Leadership Assessments CO.6.4 Leader Integration Corporate leaders are engaged in developing future leaders and ensure the succession planning process enables the organization to fill critical positions and develop a group of qualified candidates to meet changing organizational priorities. Future staffing needs are identified and tracked through an ongoing workforce planning process. A long-term Operations workforce plan is in place to maintain sufficient operations staffing. Timely action is taken to fill vacancies when they occur. Individual and team leadership assessments and team-building activities are used to improve leader skills and to inform succession planning. New or transitioning leaders undergo an integration process that includes an understanding of the organization s culture, leadership behaviors, expectations and operating model.

4 INPO Human Resources Performance Objectives and Criteria: CO.6.5 High-Potential Program CO.6.6 Organizational Health CO.6.7 Knowledge Management CO.6.8 Workforce Effectiveness High-potential candidates are identified for preparation to be future station and corporate leaders. The potential effects of organizational changes and staff reductions are considered and addressed before such changes are initiated. Strategies for knowledge transfer and retention are executed to preserve unique knowledge and skills that could be lost through attrition or planned staffing changes. Expertise is provided to establish and maintain effective workforce relations.

5 What is a People Health Committee CO.6.6 Entergy People Health Committee Monitor Programs Structured review of strategic HR programs, such as Workforce Planning, Succession Planning, Leadership Development Assessment of Impacts Assessments of organizational impact on People to develop appropriate organizational design. People Health Committee KPI s High level review of key people indicators based on business objectives Alignment on People Senior leadership alignment around people programs and initiatives Modeled after the Plant Health Committee to ensure People Program Reliability 4

6 Primary Functions of People Health Create alignment and integration among the leadership team on programs and initiatives affecting people (see INPO HR PO&Cs) Set strategy and direction for the people section of the plants business plans and operating model that focuses on current and future people and knowledge needs for the organization Review program results and provide guidance on the people programs (see HR PO&Cs) Provide senior management oversight of and direction on issues, trends, and changes affecting people Provide the organization with a sustainable process to ensure that strategic workforce planning, leader development and knowledge management initiatives are achieving their desired results 5

7 People Health Structure Concept Section I Top Performance Indicators and Challenges Reviewed Each Meeting Key HR KPI s (e.g. Succession Planning, Staffing, Turnover, OHI) Key Program Challenges (e.g. Knowledge Management, HiPo, Recognition) Section 2 Deep Dive on Program/Topic Reviews Each Meeting Based on HR Calendar of Events Alignment Opportunity on HR Program Additional Topics as Needed Each Major Department provides overview of Organizational Risk Assessment based on HR KPI s Section 3 Department Level Reviews Reviews can be annual or twice per year Organization reviews presented by Department Managers or Director 6

8 Succession Planning Status C0.6.1 Does Succession Planning Effectively Meet our Leadership Talent Needs? 7

9 Workforce Planning CO.6.2 Key Elements of a Integrated Strategic Workforce Plan Workforce Planning Model - CEWD KPI s To analyze current state and historical trends Predictive Modeling Used to forecast retirement and non-retirement for future attrition WFP Dashboards Created for all major departments and used to establish action plans Entergy Nuclear Business Strategy People Strategy for Long-term Sustainable Performance Hiring Actions Based on Business Intelligence 8

10 Workforce Planning - Elements Entergy Workforce Planning Strategy Entergy will focus on operating the plant and maintaining the necessary skills and knowledge for safe and reliable operations until end of operations. Demographic Profile This site has 20% of its staff with less than 5 years of service and 36% with more than 20 years of service. Near-Term Hiring Needs This site is projected to need approx. 45 replacement staff over the next 3 years. Hiring Actions Based on Business Intelligence 9

11 Workforce Planning Industry Overview 10

12 Workforce Planning Pipeline Program 41% 33% 5% 21% Operations Craft Radiation Protection Engineering Trainees Apprentices & Chemistry Tech. Development Are our Staffing Strategies and Pipeline Programs Achieving Desired Results? 11

13 Talent and Performance Management CO.6.3 IDPs Meet Objectives All leaders and nonunion employees have IDP s. Performance results are linked to IDPs. Management of Schedule Goal Setting and development plans are linked to overall business goals and cycle. All plans are managed via an online tool. Results Rewards All incentives and performance results are linked to individual Talent & Perf Mgmt. Ensure Ongoing Feedback All Employees receive ongoing feedback to improve individual, team, plant and fleet results. 12

14 High Potential Program Talent Mgmt CO.6.5 Year-End Consensus HIPO Identification HIPO Development Tracking of Results People Health Committee will provide the senior-level oversight of the development process 13

15 Knowledge Management CO.6.7 Knowledge Risk Assessments All employees are assessed for unique and critical knowledge. Tacit Knowledge Assessment Knowledge Transfer Plans Individuals with critical or business-simportant knowledge develop knowledge transfer action plans Transferring Knowledge KT&R Admin Guide Program sustainable through the Nuclear Sustainability Plan and Admin Guide Sustainability Monitoring and Measurement Assessment Results, % of Site Retention Agreements, % of Development Goals. Results Are our Knowledge Management Programs Achieving Desired Results?

16 Knowledge Risk Assessment Example Knowledge Risk Assessments Department Employee Name Job Title Type of Knowledge Held (Critical, Important, General) Single Point Vulnerability? (Yes, No) Eng - Design, PNP Lbr Employee A Sr Staff Engineer Important Yes Eng - Design, PNP Lbr Employee B Sr Staff Engineer Important Yes Admin Services, PNP Lbr Employee C Supv, Admin Svcs (Nuc) Critical Yes PNPS/IT Department Employee D Lead IT Specialist Critical Yes Maint - Electrical, PNP Lbr Employee E Lead Electrical Engineer Critical Yes Maint - I&C, PNP Lbr Employee F Nuc Contr Tech Important Yes 15

17 People Examples Health of Examples Quarterly of Topics Year-End Development Update Department Updates Action Plan Reviews Check and Adjust Period Dec Nov Oct Jan Feb Mar Apr Year End Metrics WFP Projections Staffing Plans Updates Succession Planning (Year - end results) Goal Discussion Organizational Health Index Succession Planning Update Mentoring Nominations Mid-Year Performance Mgmt Update Metrics Update Status of Staffing Plans OHI Follow Up Sep Aug Jul May Jun Performance Mgmt KT&R Update Metrics Update Pipeline Program Update Selection Process Update Employee Engagement Plan Update Department Plan Updates 16

18 People Health - Key Program Elements Committee is chaired by the Site VP along with Plant General Manager, Directors, and Human Resources Business Partner Meet once every 4 to 6 weeks to review program results Have a defined schedule, topics and agenda Outcomes from committee must be actionable and measurable Use Key Performance Indicators to measure results 17

19 People Health Committee - Schedule Example of People Health Meeting Schedule 18

20 People Health Committee - Agenda Structured Meetings 1. Safety Minute 2. Review of previous meeting and actions 3. Department Assessment 4. Review of Pending actions 5. Plus/Delta 6. Proposed new business 19

21 People Health Committee - Actions Action Tracking 1.WT Tracking 2.Assignment of owner 3.Tracking of due dates 4.History of actions taken 20

22 People Health Committee Timeline Program Development 1. Program Design 2. Guidance Document 3. Pilot Program (Echelon) 4. Implement Pilgrim Implementation Group 2 1. Palisades (as necessary) 2. Echelon 3. Fleet-Level Reviews 4 th QTR nd QTR th QTR st QTR rd QTR Project Planning 1. NSP Plan Dev 2. Benchmarking 3. Review ANO Current Activities 4. Site Visits Implementation Group 1 1. Waterford 3 2. Grand Gulf 3. River Bend 4. IPEC Check and Adjust 1. Oversight of Processes 2. Incorporate Fleet Findings 3. Update Guidance

23 Key Takeaways Success will require commitment by all Vice Presidents to own, support, and participate in the People Health Committee Process. People Health Committee is owned by the line organization. Department Managers and Directors presenting the health of their organizations is a critical element of the process. Program design is in progress (Site, Echelon, Fleet). Rollout of the process will occur after spring-outage season. HR (Site/Echelon) and OR will be working with each site on the preparation of agenda content items. 22

24 Questions and Discussion Thank you Entergy Proprietary Information