Workforce Planning at
TECO Energy
Tracy McPhail, Ph.D., SPHR
Planning… What’s That?
1
TECO Overview
Workforce Challenges
2
Examples of Workforce Planning Data
3
4
Future
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
New CEO New Direction
Strategic
Planning
John Ramil
Shareholders
Customers
People &
Systems
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
More Americans leaving the workforce
American workforce growing grayer
Workforce Challenges
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Aging Workforce
Recent RIF
Low Turnover
Concerns over mass exodus in
critical areas
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 datadriven decision making
Workforce Planning Steps
Business Strategy
Environmental
Scan
Monitor and Report
Action Planning
Segment Roles
Gap Analysis
Current State
Future state
Scenario
Forecasting
Feels Like
External Drivers and
Labor Market Conditions
Individual Preferences
Workforce
Capacity and
Capabilities
Supporting
Business
Strategy
Workforce Segmentation
Strategic
Critical
Core
Necessary (non-core)
Talent Review Approach
Strategic
Critical
Core
Necessary
(non-core)
1 to1
1 to few
1 to many
1 to many
Succession
Succession
Workforce
Plan by
groups
Monitor no
plan
Data Required vs. Nice to Have
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Business Unit
Position Levels
Tenure
Turnover (voluntary
and involuntary)
• Headcount and
FTE
• Age
• Gender
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Diversity
Internal moves
Performance data
Preference data
Leadership bench
(strength and
depth)
• Overtime
• Compensation
Data Analysis Before and After Sonar vision
Before
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SAP extracts
100s of Queries
Excel spreadsheets
Lists and notebooks
Death by charts/graphs
After
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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 Information
to 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
Critical
Strategic
Potential
Rotation/Developmental
Assignments
Director and Manager review
of action plans for high risk
core positions.
Ongoing balancing act…
Current
Headcount
Future
Needs
Questions Regarding OrcaEyes?
Brad Hilbert
Chief Technology Officer
OrcaEyes
(877) 235-1112 x 708
Brad.Hilbert@orcaeyes.com