1. Foreman Skills Profile
Leadership Foundations for Journey-Level Foremen in the Utility Industry
Foreman Skills Profile
Alan Hardcastle
Senior Research Manager
April 12, 2018

2. Underlying Need for Foremen Skill Profiles
Moving skilled journey-level employees into leadership careers
Leadership credibility rooted in craft experience
Human behavior elements critical
Work is highly knowledge-based
Leadership skills are learned/earned:
Technical skills
People skills
Management skills
New technologies
Changes in demographics and labor pool
Continuous learning—training and re-training

3. Benefits of Energy Skill Profiles
Communicate workplace expectations
Verify critical work functions, activities, qualifications and skills
Increase responsiveness of education, workforce programs, service providers, internal training
Enhance employability and portability of skills
Match programs and curriculum to workplace requirements (Relevance)

4. Why Foremen? Key leadership role—a high-value catalyst
Most foremen ‘lead’ and ‘do’ simultaneously
Team-based work requires group cohesion
Adapting to new technologies and processes
Knowledge and skill expectations changing
Common challenge for Utilities
Relevant to other industries, programs and certifications

5. What are Skill Profiles?
Detailed summaries of the critical work functions, key activities, knowledge and skills required of occupations
Defined through a facilitated, one-day focus group process
Participants are employees in the job, and other subject matter experts from industry
Used by education and industry trainers to identify program gaps, and to develop or improve curriculum, training, certifications and degrees

6. Building and Using Profiles1.
Background Research 2.
Industry Focus Group 3.
Draft Skill Profiles 4.
Verify Draft or Revise 5.
New Programs/Revisions

7. Research to Date
Variety of leadership programs available (NWPPA, WEI, Colleges, etc.)
State, regional and federal resources
Utility partners offer some training; both passive and OJT/mentorships
May be different in every utility
Industry changes- Leadership Competitiveness/Performance

8. Research to Date What we DON’T know or have:
Recent analyses of foundational functions, activities, skill needs for foremen
Employer expectations and sense of urgency
Transferability across sectors

9. Next Steps Project Timeline: Agreement on project (April 12)
Recruit 8-10 Focus Group Participants (ASAP)
Focus Group Date (May 8-10)
Analyses and Draft Report (by early June)
Final Report (June 15)

10. Thank You!

12. Alan Hardcastle 360-956-2167 Hardcast@wsu.edu
Contact
Alan Hardcastle