Leadership Foundations for Foremen in the Utility Industry

Leadership Foundations for Foremen in the Utility Industry Foreman Skills Profile Project Update Nov. 8, 2018 “A Centralia College Partnership”

Why is industry interested? Digital transformation Advancing technology Competency based Validated by industry

The Grid Source: The Washington Jobs Project, May 2017

The Smarter Grid Source: The Washington Jobs Project, May 2017

Industry Sector Involvement Advisory Panels Regional Approach-one stop shops Consistency across the skills providers Cleaner energy is needed for economic growth

Foreman Skill Profile-Industry Partners Avista Corp. Bonneville Power Administration Centralia City Light Chelan Public Utility District Clark Public Utilities Energy Northwest IBEW Tacoma Power Puget Sound Energy Seattle City Light

Building and Using Profiles 1. Background Research 2. Industry Focus Group 3. Draft Skill Profiles 4. Verify Draft or Revise 5. New Programs/Revisions

Research Gaps What we DON’T know or have: ◦ Recent analyses of common functions, activities, skill needs ◦ Employer expectations and sense of urgency ◦ Foundational competencies, as a basis for training and best practices

Focus Group ‘Focus’ 1. Industry/Occupational Trends 2. Critical Work Functions (CWF) 3. Key Activities (KA) 4. Technical Knowledge and Skills 5. Workplace Competencies

Industry/Occupational Trends - Input Now and in the Future: Impact of technology, policy, markets on Foremen roles and skill requirements 1. Regulation-Related Workload 2. Knowledge and Skills Diversification 3. Age and Generational Issues

Critical Work Functions Lead and Direct Employees Communicate Construct/Install, Maintain and Repair Systems and Components Coordinate Work Perform Planning and Scheduling Ensure a Safe Work Environment Perform Administrative Duties Maintain Quality Control and Quality Assurance Customer Service

Critical Work Functions Key Activities A. Lead and Direct Employees A 1 A 2 A 3 Identify skill sets Provide skill Assign and gap training and oversee ensure personnel mandatory training B. Communicate B 1 Communicate with management and direct reports C 1 Perform preventive maintenance programs B 2 Communicate with internal and external customers B 3 Communicate with vendors and contractors C 2 Construct/Instal l and maintain systems and components D 1 Manage materials, tools, Equipment, emergency (EMS) stock levels D 2 Ensure availability of materials, tools, equipment, prints and personnel C. Construct/Install, Maintain and Repair Systems and Components D. Coordinate Work A 4 Enforce industry standard compliance A 5 Review direct reports’ performance, and conduct and identify recognition and/or corrective actions and note performance issues A 6 A 7 Develop and Lead by support example career enhancement of direct reports C 3 Respond to troubleshootin g and system emergencies C 4 Perform system and component repairs C 5 Document equipment maintenance and repairs C 6 Perform inspections D 3 Order special needs equipment as required D 4 Inspect tools and equipment D 5 D 6 Reserve equipment Coordinate as required work activity of crafts and crews

Technical Knowledge and Skills For each Critical Work Function: ◦ Identify Technical Knowledge/Skills (5 -10) ◦ Prioritize each list of skills ◦ Confirm

Technical Knowledge and Skills

Workplace Competencies Survey Basic Skills Thinking Skills Personal Qualities Worksite Competencies Reading Creative Thinking Responsibility Utilizing Resources Writing Decision Making Self-worth Interpersonal Skills Arithmetic Problem Solving Sociability Utilizing Information Listening Visualization Self-management Using Systems Speaking Knows/Learns Integrity/Honesty Using Technology Reasoning

Verify, Distribute, Evaluate Next Steps ◦ Verification by Industry ◦ Final Report and Dissemination ◦ Review Uses and Impact, Potential ◦ http: //cleanenergyexcellence. org /industry/skill-standards/