CEWD 2016 Midwest Region Meeting Promising Practices 2

CEWD 2016 Midwest Region Meeting

Promising Practices 2

Wisconsin Energy Workforce Consortium (WEWC) Member Survey January 2016 3

WEWC Member Survey § Link sent to all listed WEWC members § 42% response rate § Agree/Strongly Agree WEWC is a good use of time and useful information is shared § Agree WEWC has a positive impact on workforce issues § Agree WEWC strategies for improving talent pipeline are on track 4

WEWC Member Survey Responses § Valuable outcomes from taskforce § Demand & Supply data § Outreach and sharing of information § How can outcomes be more valuable § Focus on needs and target efforts geographically § Active participation by members; commitment of time and resources 5

WEWC Member Survey Responses § Impacts/Implication of strategic plan on: § Industry § § § Government § § § Career awareness Qualified applicant pool Stronger relations with the industry Opportunity to support an important industry sector Educators § § Connection between education and industry Expand program offerings to meet industry needs 6

WEWC Member Survey Responses § What actions would you like to see the consortium take in 2016 to attract and hire qualified candidates for technical and craft positions? § Career Awareness with multiple and diverse populations § Support to high schools § Improvements in student preparedness, build out of educational pathways at post-secondary level § Structure/Support/Members § Incumbent Workers 7

Positive Impacts from the Survey § Confirmed the WEWC’s overall strategic direction § Provided input to the review of the WEWC strategic plan § Prompted continued engagement by all members of the WEWC 8

WEWC Member Responsibilities § Membership responsibilities – Make every effort to attend all meetings (if unable to attend, please send a representative) – Serve as an active member by providing input to the Consortium efforts – Adhere to requests and deadlines associated with the Consortium’s strategic areas of focus – Participate on at least one taskforce 9

Review of the WEWC Strategic Plan Elements 10

WEWC Strategic Plan The WEWC Strategic Plan is organized around four strategic pillars: § § Career Awareness Education Workforce Planning Structure & Support Each area of focus developed by the Consortium aligns within one of the plan’s strategic pillars. 11

Industry Game Changers 12

Wisconsin Game Changers §Fuel Mix is changing – ie. Renewables §Flat to declining sales §Impact of centralized generation versus decentralized §Emerging markets - CNG, batteries, alternative fuel vehicles §Increased demand for natural gas service §Focus on compliance and pending regulation §Cyber & physical security is a big need – Business continuity requirements §Fewer internal employees and more contractors §Infrastructure upgrades – Modern reliability project: lines underground/ renewing distribution projects §Increasingly competitive labor markets §Attrition §Technology changes that will drive new skill sets §Work culture - need to be more flexible, adaptive, and innovative 13

Additional Workforce Challenges §Lack of awareness of career opportunities in energy §Lack of qualified engineers §Industry perception §Attracting strong diverse candidates §Lack of qualified technical instructors §Enough training programs to develop employees §Passing pre-employment testing §Passing physical ability testing(climbing poles) §Lack of interviewing skills §Employability skills 14

Additional Workforce Challenges Continued §Competition for graduates from existing programs § High school graduates without basic skills or linear skills § Ups and downs of hiring and work for contractors § Cross training to account for attrition and knowledge gaps § Utility is not accustom to today’s younger labor market –Determine the Employ Value Proposition § Cultural issues for both company and employee - need to foster and develop creativity, innovation, and flexibility 15

SWOT Analysis for the WEWC Strengths S What internal factors strengthen our ability to meet our objective and goals? W • • Diverse perspectives Lots of partners in the room Workforce system has the capability to help Collective focus Draw upon the consortia that already exist Leverage perception of the industry collectively More resources (funding available) Learning from each other/ industry-education – workforce • Sr. leadership buys into the need for workforce development O Opportunities What external opportunities exist to leverage the effectiveness of the consortium? • New Ideas for bringing people up more quickly • Veterans/ community based organization • Consider programs that already exist - Project lead the way/ robotics • Include Career and Tech Education person- engage DPI • Career awareness for parents • Careers in Energy Week • Utilize Fast Forward Grant • Utilize WEWC website to share information • Partner with K-12 educators and target diverse high schools • Bring millennials to consortium • Develop a means for members to disseminate information through their organization. Weaknesses What internal factors weaken our ability to meet our goals? • Job requirements and testing may not be the same across various job • Need geographic information on demand • Need to involve contractors more • Lack of focus on millennials • Lack of consortium participation • Engage others from each company Threats T What external factors threaten the ongoing effectiveness of the consortium or its ability to meet its goals? • • • Competitive job market Utility are very conservative Need to bring people in and create new opportunities Takes too long to get people trained See training as an investment in the future – not a cost Influx of hiring-growing economy Lack of engagement at the state level Consortium losing momentum Cost pressure/budget constraints Not knowing who to contact at a state level

Outcomes from the WEWC Strategic Plan Review § Heightened awareness to areas of strategic focus – Clear alignment between Taskforce objectives and the Strategic Plan § Modifications to consortium structure and governance – Implementing changes to address gaps § Overall value of the review – Focus on what is important to the membership 17

Wisconsin Energy Workforce Consortium 18