1. Workforce Planning at TECO Energy
Tracy McPhail, Ph.D., SPHR

2. Planning… What’s That?
During a constant change of priorities, downsizing, rightsizing. It’s amazing that any planning is done like it should be.

3. TECO Overview 1
Workforce Challenges 2
Examples of Workforce Planning Data 3
Future 4

4. 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.

5. TECO

6. Strategic Planning New CEO New Direction Customers People & Systems
John Ramil
Customers
Shareholders
People & Systems

7. 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?
Clint Childress, SPHR
We need to know what’s really going on with our whole workforce

8. Environmental Scan = Mixed Messages
More Americans leaving the workforce
American workforce growing grayer

9. Concerns over mass exodus in critical areas
Workforce Challenges
Aging Workforce
Recent RIF
Low Turnover
Concerns over mass exodus in critical areas

10. Workforce plan to focus on risk 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

11. 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 data-driven decision making

12. Workforce Planning Steps
Business Strategy
Environmental Scan
Segment Roles
Current State
Future state
Scenario Forecasting
Gap Analysis
Action Planning
Monitor and Report

13. Feels Like
External Drivers and Labor Market Conditions
Individual Preferences
Workforce Capacity and Capabilities Supporting Business Strategy

14. Workforce Segmentation
Strategic
Critical
Core
Necessary (non-core)
A critical step in our project. Before we could give a good answer to where our risk in the organization was we needed to get on the same page about what positions/people were important to us now and in the future. We went back and identified all 900+ unique positions.
It forced us to review our incentive structure, succession plans.

15. Talent Review Approach
Strategic
Critical
Core
Necessary(non-core)
1 to1
Succession
1 to few
Succession
1 to many
Workforce
Plan by groups
1 to many
Monitor no plan

16. Data Required vs. Nice to Have
Business Unit
Position Levels
Tenure
Turnover (voluntary and involuntary)
Headcount and FTE
Age
Gender
Diversity
Internal moves
Performance data
Preference data
Leadership bench (strength and depth)
Overtime
Compensation

17. Data Analysis Before and After Sonar vision
SAP extracts
100s of Queries
Excel spreadsheets
Lists and notebooks
Death by charts/graphs
1 Data upload
Risk Analysis Dashboard
Staffing Forecast
Labor cost
Instant Insight

18. Overall Company Risk Profile

19. Gap or Surplus?

20. Average Age and Distribution

21. Retirement Projections

22. Position and Department Specific Risks
Helped us see the need for a clear deployment plan. Using our segmentation data and our risk data from sonarvision we were able to support certain decisions around our mechanical maintenance areas.

23. Position Level Profile

24. Position level age and projected retirement

25. 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?

26. 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
Director and Manager review of action plans for high risk core positions.
Rotation/Developmental Assignments
Potential
Strategic
Critical

27. Ongoing balancing act…
Current Headcount
Future Needs
New Products/Markets
Apprenticeships
Co-ops
Knowledge Transfer
Retention
reduced staff levels, Hire best talent & Capture Critical knowledge

28. Thank You! Brad Hilbert Chief Technology Officer OrcaEyes
Questions Regarding OrcaEyes?
Brad Hilbert
Chief Technology Officer
OrcaEyes
(877) x 708
Thank You!