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Developing Organizations and Building Leaders for the
Nuclear RenaissanceThe Bruce Power Story
IAEA International Conference on Human Resource Development Abu Dhabi, 14-18 March 2010
Presented by:
Lewis RusenPresident,
Leadership and Talent ConsultingNorth America
Ian McGintyExecutive Vice President, Human Resources
A Little Bit About Us
Korn/Ferry International• 2500 people• 39 countries• 90 offices
Bruce Power• Largest nuclear site in North America• 3 hours North of Toronto, Ontario• Spread over 2,300 acres – 56 kms of roadway• Supporting infrastructure, training centre, Visitors’ Centre• 3,800 employees
Korn/Ferry InternationalBruce Power
The Leadership Challenge
• Mature Industry • Leaders eligible to retire • Talent Pipeline• Opportunities for Business Growth
What Kind Of Leader?
Defining Leadership at Bruce Power• Bruce Power Leadership Model• Success Profiles• Lominger Competencies• Talent X-Ray
Bruce Power Business Direction• Strategic Map• Business Plan• Vision, Mission, Values
Bruce PowerLeadership Fundamentals
Industry Benchmarking• WANO• INPO• Industry peers
2%2%2%
6%6%
10%12%
13%17%
30%
0% 5% 10% 15% 20% 25% 30% 35%
M iningEducat ion
Public Sect orConst ruct ion
M ilit aryProfessional Services
NuclearUt ilit ies
Aut omot iveM anufact uring
Finding Great LeadersSources of External Talent by Industry
Diverse Sourcing Strategy
�United States Naval Academy's Alumni magazine
�Direct sourcing
InternetMarketingNetworks�Brucepower.com
�Campus Recruiting across Canada�Professional Engineers of Ontario
�Workopolis.com�Canadian Nuclear Association Conference�Eluta.ca�Woman in Nuclear (WiN)�Monster.com
�National Job Board�Health Physics Society
�Futurestep.com�Local Aboriginal Council
Finding Great LeadersHiring Stats:
(42%)(44%)(41%)(27%)
(58%)(56%)(59%)(73%)
60541813948
InternalSelections
10474423279718
External Selections
TOTAL
(48%)(46%)(53%)(50%)
(52%)(54%)(47%)(50%)
(38%)(43%)(28%)(11%)
(62%)(57%)(72%)(89%)
469578TOTAL225244217361Sub Totals146173181245Individual
Contributors
65573282Managers1414434Senior
Managers
External Selections
InternalSelections
External Selections
Internal Selections
20092008
� One week residential program plus annually two day long workshops � Focus on business thinking with strategic and oversight skills, the work culture and organizational
level employee engagement � Customization of the learning plan based on business drivers, the talent x-ray and the employee
engagement findings
Growing Great LeadersThe Bruce Power Leadership Academy
� 5 modules ranging from 2-3 days in length� Focus on interpersonal and operational skills to effectively engage direct reports� Designed for interactive experiential learning with a “back at work experience log” to
reinforce the learning on the job
� One week residential program plus two 2-day modules� Focus on commercially responsible decision making, working horizontally across disciplines and
personal leadership style� Uses intense business simulation exercise and classroom experiential learning
Leadership Fundamentals Managers
Senior Leadership Senior Managers
Executive Leadership Vice Presidents
Connecting With Leaders Beyond Training
Leadership Graduation
Leadership Forum
Continuing Leadership Development
Workshop
Replacement Planning Critical Role:Immediate Risk to Business:• Required to operate the plant• This is intended to be a development role for high performers who are being
developed for Senior Leadership and Specialist roles. High risk for stress.
Critical Role:Required training / experience mandatory for License roles:License Requirements:
• A comprehensive understanding of the site • Functionality of a Nuclear Facility to understand the risks • Emergency plans required to mitigate those risks• 5 years experience
Critical Role:
Experience and Education Requirements:• NOIT minimum requirements (Secondary school diploma with
University- level credits in Math, Physics and Chemistry) & CNSC license (Shift Supervisor)
• Technical knowledge (Math, Physics, Chemistry, Engineering)• Leadership skills• Rotating 12-hour shifts
Talent Profile
January
26%25%8%% of workforce under the age of 35434348Average Age
201020082001Demographics:
Top Improvements31%
23%16% 13% 12%
0%10%20%30%40%
Management Performance Management Turnover & Absenteeism Process QualityCore Value
Perce
ntage
Im
prove
ment
Leadership Driving Organizational CultureEmployee Engagement (since 2008 baseline year)
“18 out of 18 improved”
"Top 5" Towering Strengths
9188 88 86 83
70
80
90
100
Community Reputation EngagementCommunications SafetyGoals & Objectives
Favo
urable
Score
s
Engagement Response Strategy
Management
Performance Management
Operating Efficiency
Key Opportunities
Bruce Power Management is interested in the
well-being of employees
Bruce Power makes adequate use of recognition and rewards other than
money to encourage good performance
We continually work to ensure our processes are as
efficient as possible
KeyStatements
Wellness and Leadership Development Strategies
Strategic Response
RecognitionStrategy
Collaboration Strategy
Wellness and Leadership Development Strategies
Bruce Power’s Health & Wellness Fair
• $7M direct people time recovery for a combined total of $33M including indirect savings per benchmark research.
2005-2007ACTUAL
2008ACTUAL
2009ACTUAL
2009 Y/E GOAL
3 0 % A bse nte e ism I mpr ove me nt
Recognition Strategy
No formal program in 2007Target Actual
2008 2009540
1,036 1,377
7,351
G r ea t er t h
a n 70 0 %
I mpr o v
e me nt
Our BIG Collaboration Strategy
2009 Metrics: BIG Ideas
1,000
2,008
2009 Target 2009 Actual
Joint Strategic Off-Site Session – July 2008“Our Commitment to Collaboration”
Doubled the Ideas!
Collaboration TeamsThe Business Improvement Oversight Team and Collaboration Teams bring Senior Management and Union Leaders together to support our Business Plan Strategic Themes using:
Project Management & Construction
Operations & Maintenance Excellence
People & Culture
Support Services
Stakeholder Relations
Appreciative Inquiry
Taking it to the Next Level
• Increase workforce Diversity • Succession Planning • Developing a Leadership Pool• Corporate Resource Group• Greater Line Ownership of Talent
5 Years5 Years
$6M
22,000 hours
18,000,000 hours
2008 – 161% of plan2009 – 120% of plan
Leadership Driving Business Results• Record revenue &
shareholder distributions• Excellent safety record of
hours injury free• Cumulative contribution
of people capacity recovered
• People productivity recovery
• Licence renewal
2008 – 161% of plan2009 – 120% of plan
18,000,000 hours
22,000 hours
$6M