Workforce Planning at TECO Energy

Tracy McPhail, Ph.D., SPHR

Planning… What’s That?

TECO Overview

Workforce Challenges

Future4

3

2

1

Examples of Workforce Planning Data

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

Strategic

Planning

Customers Shareholders

People &

Systems

New CEO New Direction

John Ramil

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

American workforce growing grayer

More Americans leaving the workforce

• Aging Workforce• Recent RIF• Low Turnover• Concerns over mass exodus in

critical areas

Workforce Challenges

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 data-driven decision making

Workforce Planning Steps

Business Strategy

Environmental Scan

Segment Roles

Current State

Future state

Scenario Forecasting

Gap Analysis

Action Planning

Monitor and Report

Feels Like

External Drivers and Labor Market Conditions

Individual Preferences

Workforce Capacity and Capabilities Supporting Business Strategy

Strategic

Critical

Core

Necessary (non-core)

Workforce Segmentation

1 to many

WorkforcePlan by groups

1 to few

Succession

1 to1

Succession

1 to many

Monitor no plan

Strategic Necessary(

non-core)

Critical Core

Talent Review Approach

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

Data Analysis Before and After Sonar vision

Before

• SAP extracts • 100s of Queries• Excel spreadsheets• Lists and notebooks• Death by charts/graphs

After

• 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 Informationto 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

Director and Manager review of action plans for high risk core positions.

Rotation/Developmental Assignments

Potential

Strategic Critical

Current Headcount

Future Needs

New Products/Markets

Apprenticeships

Co-ops

Knowledge Transfer

Retention

Ongoing balancing act…

Questions Regarding OrcaEyes?Brad HilbertChief Technology OfficerOrcaEyes(877) 235-1112 x 708Brad.Hilbert@orcaeyes.com