Industry Solution – Regional
Implementation
S. Gary Snodgrass, EVP, Exelon Corporation
Chief Human Resources Officer
“Future Forward”
How do great companies attract, develop
and retain key talent needed to transition
to the future?
What are the critical workforce
challenges facing the energy industry?
Market-wide aging workforce challenges
Population Aged 65 and Over
as % of total population
Projected Growth in U.S. Workforce
External labor market data forecasts
by age group, 2002-2012
Jobs vs. employees
60%
25%
More jobs
than people
165 K
50%
Employer’s Market
160 K
20%
40%
155 K Fewer jobs
15%
than people
30%
51%
10%
20%
5%
10%
43%
0%
2000
2050
transitio
n
150 K
145 K
13%
0%
1950
Employee’s Market
14%
10%
140 K
-7%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
-10%
20-24 25-34 35-44 45-54 55-64 65+
Civilian Labor Force (employed or looking for work)
Employment (jobs available)
What are the critical workforce
challenges facing the energy industry?
Trends to count on:
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Aging
More women
More ethnic diversity
Increasing life-style/life-stage variety
Tightening labor markets
Shortage of skills and experience
Shortage of workers
Shortages of educated candidates
Pressure on training and development
Tension around HR policies and practices
Strain on organizational coherence
SOURCE: Workforce Crisis, Dychtwald, Erickson and Morison; HBR Press, 2006
What are the critical workforce
challenges facing the energy industry?
Utilities will continue to have to do more with less.
 Increased regulatory scrutiny
 Rate recovery pressure
 More competition for available workforce
Utilities and like industries are perceived as an archaic,
dirty business, lacking the allure of a computer or
biotechnology career.
What are the critical workforce
challenges facing the energy industry?
“The industry needs to change more
than its image. It needs to change
its reality.”
How do great companies attract and
retain the next generation of talent?
• Create a bigger pool of available talent through
education support
• Increase the pool of non-traditional applicants
• Increase channels for reaching candidates
• Manage their employer brand to raise industry appeal
and capture new, quality talent
• Offer flexibility to keep older workers active and
deferring retirement
• Create the environment and development
opportunities that retain the Gen-X’s and intrigue the
Gen-Y’s
• Re-hire retirees as consultants, trainers and mentors
How do great companies attract and
retain the next generation of talent?
What young workers expect from work:
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Individual responsibility, freedom to make decisions
Sociable and enjoyable colleagues and workplace
Opportunities to learn and grow
Opportunities to contribute right away
Team-based work, collaborative decision making
Lots of feedback, frequent and constructive reviews
Accessible managers
Respect from older coworkers
Pay for performance
Flexible schedules and ample time off
SOURCE: Workforce Crisis, Dychtwald, Erickson and Morison; HBR Press, 2006
The call to action for winning the
emerging war for talent
• Meet our commitments to customers,
shareholders and the communities we serve
• Demonstrate a relentless commitment to
acquiring and retaining key, diverse talent
• Successfully re-define the “new deal”
• Act as agents of change
• Instill pride in the work, the team and the
organization
Winning the emerging war for
talent – pride builders
• Clarify what really matters – the “working visions” used by
leaders that touch the hearts and minds of employees
• Develop and repeat your most compelling stories
• Tap into family, community and union events
• Build on successes – everyone wants to be on a winning
team
• Recognize the value of contributions and relate the work
to organizational values
• Reward development, growth and initiative
Source: Why Pride Matters More Than Money, Jon Katzenbach