operator retention and attraction
TRANSCRIPT
1ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Operator Retention and Attraction:The Social Considerations
Presented to: The American Nuclear Society
2003 Utility Working ConferenceOperations TrackAmelia Island, FL
August 5, 2003
Michael D. Quinn, Sc.D.
2ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
In Today’s Discussion We Will :• look at the challenges of retention and attraction . . . . . in a
social-technical-structural context . . . . . . . with a focus onsocial factors
• overview the importance and implications of a focusedretention-attraction strategy
• discuss the vital role of the Operations Manager/ Director/Vice President in the retention-attraction mix
• promote understanding of the need to be an ‘Employer of Choice’• illuminate what Operations Managers and Officers can
consider when tackling this challenge
3ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
The Challenge Has BeenWith Us for Some Time:
• Industry estimates in 2002 indicatedthat 50 percent of the domestic nuclearindustry workforce will be eligible toretire in the next three to five years,likely creating a workforce shortagethat can seriously challenge operationalperformance
• Industry restructuring, layoffs, mergersand acquisitions, are often conductedabsent well-designed workforce plans,have contributed to the challenge
• It’s not the 1970s Toto
Coaching and Mentoring
4ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
How Do We Maintain and Growthe Operations Staffing Bench
for the Future?• The challenge of staffing operations
positions is in many cases the mostdifficult within a nuclear station
• Operator positions require specializededucation in the field — and can beparticularly difficult to fill - as youwell know.
• Many organizations have individualswho have the training, but not theknowledge and experience thedepartment will be losing
• Minting ROs and SROs . . . . . . . . .Upcoming Jedi Operators in Training
5ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
No Surprise . . . . . The ChallengeReduces to Balancing Three Factors:
Cost
Safety
QualityOperationsDepartmentPerformance
6ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
So Is It SimplyRetention and Attraction?
i.e.,
• Retaining our staff . . . career life extension?• Designing, developing and engaging the Pipeline?• And . . . . . . . . Or?
7ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
It’s Also a Question of S-T-S Balance
OperationsDepartmentPerformance
TechnicalSocia
l
Structural
8ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
What Are These Characteristics?
• Social: organizational behavior attributed tobiological, psychological, behavioral, cultural andclimate traits
• Technical: in the context of mechanical andphysical laws, those tools, techniques, andmethods that result in products and services
• Structural: the organizational framework andinterface within which the social and technicaldomains interact
9ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Responsibility
PerformanceMetrics
RoleModeling
Training
Design Basis
Processes
Conflict
RIFDecisions
Legacy Issues
Vision/ Mission
Long-term Relationships
Resistance to Change
Respect
Repeated Cycles of Behavior
Entitlement
Baggage
Previous Experience
Accountability
Leadership Skills
CorrectiveAction Process
Collaboration
ManagementCredibility
WorkEnvironment
Critical Incidents
CriticalIncidents
Critical Incidents
Socia
l
Technical
OpsEffectiveness
Structural
Social, Technical, and StructuralImpacts on
Operator RetentionANS
August 5, 2003
Stewardship
Standards
Procedures
Programs
PerformanceManagement CRs, ARs, PIRs
Self-Assessment
Root Cause
Listening
Job Satisfaction
Employee Commitment
Technical Conceit
InformationFlow
InformationFlow
Power
Trust
Coaching
Values
LeadershipPractices
Attributes ofa SCWE
Attributes ofa VCWE
Decision Making
OrgStructure
Leadership Development
Employee Development
Job/ Career Design
Selection
Locus ofInertia
Labor Organization
LessonsLearned
InformationFlow
CivilTreatment Feedback
PathwaysExpectations
EmployeeInvolvement
EmployeeRecognition
SupervisoryEffectiveness
Cross-FunctionalTeam Effectiveness
ManagementAuthorityand C of C
Turnover
Values
Technical
Structural
Social
Values andGoal Alignment
Technical Arrogance
InterpersonalSkills
ProblemResolution
Cost
Quality
Regulations
OrgPrograms
External Assessments
R&D Prod/ Ops
Design
SafetyReadiness to Change
The Plant
© 2002 Michael D. Quinn
10ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
The Turnover Wheel
Industry Reputation
Community Reputation
Employee Word of Mouth
Sector Attraction Factors
Specific Attraction Factors
Screening
Recruitment
Retention Factors
Compensation
Culture and Climate
Leadership Practices
Employee Development
Benefits
Work and Safety Rules
Safety
Plant Condition
Environmental Factors
Attraction, Screening, SelectionFactors
RetentionFactors
Even Less So
Not EZ
11ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Why Would an Individual [Operator]Choose to Work at a
Particular Nuclear Site?
Why Do Operators Leave?
12ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
The Apparent Long TermChallenge is
Workforce Planning and Deployment . . .
while the underlying challenge isStewardship of
Your Knowledge and Experience Capital- A PROBLEM IN THE SOCIAL DOMAIN -
13ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Why is This Important?
It is a nuclear organization’s importantresponsibility to protect the public,
employee, and environmenthealth and safety in its
activities and operations
14ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
To That End . . . .
Operator Retention, Attraction, and
Management of Your Staff’s Knowledge Capital and Experience
are as important as keeping up with the PMs and CMs that
Support Plant Safety and Reliability
15ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Implications
• Not attending to the Precursors, which asidefrom obvious staffing challenges,
could lead to:– an increase in triggering event frequency– critical incident significance– exacerbating factors up, mitigating factors
down(See Bill Corcoran on Precursors)
16ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
What You as Decision Makers Can DoOperations Managers, Directors, and VPs need to:• Understand the impact of the social element in your
organizational setting, and its role in balancing STS,CQS, and the various risk-benefit-cost permutations
• Consider the presented concepts to enhance vigor ofoperations bench strength in your organization
• Employ an intrinsic approach to improve careerextension, and better enable knowledge andexperience transfer
This is not Pollyanna
17ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Become an Employer Of ChoiceFeel their work and contributions are valued
Find purpose and meaning in the work they do
Feel the company’s mission and values are aligned with their own
Know their work makes an impact and contributes the corporate strategy
Have their efforts acknowledged and rewarded: both personally and financially
Know conflict resolution is available, and practiced in a safe environment
Feel communication lines are open, and are building healthy relationships between management and staff
18ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Become an Employer Of Choice - (cont’d)
• Know they are improving and learning through constructive feedback
• Feel their work/ life balance issues are supported in a flexible way
• Know organizational structures are in place to support work flow
• See teamwork efforts established that support themselves and the organization
• Feel challenged by new responsibilities, and that their professional skill level is growing
• Know the organization is committed to diversity, and their life experience will be broadened by interactions at work
• Feel their organization is ethical, socially conscious, and gives something back to society and the environment
• Know their creativity and spirit can be expressed without fear - www.corporatehealers.com
19ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Derailers To Watch For . . . . .
This is the Audience Participation Portion of the Program
Some Business Thermodynamics Principles May Be Helpful . . . . .
20ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
In Summary . . . . . . . We:• looked at retention/ attraction from a social-technical-
structural perspective• reviewed the importance and implications of a focused
retention-attraction strategy• discussed the vital role of the Operations Manager/
Director/ Vice President in the retention-attraction mix• promoted understanding of the need to be an ‘Employer of Choice’• illuminated retention elements that Operations Managers
and Officers can consider when tackling this challenge
21ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Questions/ Comments?
22ANS 2003 UWC
Amelia Island, FLAugust 5, 2003
Presenter BackgroundMICHAEL D. QUINN, Sc.D.
Michael D. Quinn is a Principal in a consulting practice that focuses on change management and optimizing employee–managementrelations. Dr. Quinn brings a background of nuclear operations, organizational design experience, and formal education to diagnose,
recommend, implement, and facilitate actions to achieve improved organizational and human performance, effectiveness, and development.
Prior to co-founding WorkPlace Cornerstone Group, Michael had over 25 years of nuclear industry leadership and development experience invarious capacities, including director of nuclear station services, director of nuclear station emergency operations, operations duty officer,
station operations review committee member and chair, and member of a nuclear safety assessment board committee.As well, he has experience as an internal consultant, manager of planning and strategy, chemistry, and corporate business practices departments,
founding member of an Executive Review Board, and chair of a group over-sighting a safety conscious work environment,as part of the recovery team at a shut down, multi-unit nuclear power facility.
While engaged in the commercial nuclear power field and various business sectors, he has facilitated effective interventions at organizational levelsranging from non-exempts to executives. These interventions have included coaching, change management, conflict resolution,
work effectiveness, corrective action, targeted selection, root cause evaluations, training, strategic planning,organizational assessments, readiness for change assessments, and human performance improvement initiatives.
Inclusive in his experience are 18 years of facilitating management – collective bargaining unit interventions in a nuclear facilityenvironment. Michael has taught seminars and coursework including systems management, organizational change, safety culture, and vision/
values, in business environments and at the undergraduate and graduate level in university settings.He currently serves on the Connecticut Community Care Inc. Board of Directors.
Dr. Quinn holds a Bachelor of Science Degree in Chemistry, a Masters in Business Administration with a focus inorganizational behavior, and a Doctor of Science in Organizational Management Systems.
ACCOMPANYING QUALIFICATIONS
U. S. NRC Senior Reactor Operator’s License 10071Nuclear Safety Review Concepts Event Evaluation ®
FPI/ PII Prevention and Reduction of Organizational and Programmatic Failures ® (certified root cause investigator)Hogan Assessment Systems ® (individual selection, executive and management coaching and development)
DDI Assessment Center ® and DDI Certified Behavioral Interviewing ®Community Conflict Transformation
Clark Wilson Group Certification ® (executive, management, group, and team assessments)Contact Information: 877.595.0899 [email protected]