Developing Organizations and Building Leaders for the ... · • Bruce Power Leadership Model ... United States Naval Academy's Alumni magazine ... The Bruce Power Leadership Academy

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

Solution: INTEGRATED Leadership Talent Management

LEADERSHIP TALENT X-RAY

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

Assessment of Leaders

IN-DEPTH REPORT

360°

INTERVIEW

DECISION STYLES

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

Investing in People = Business Results

Shar

ehol

der V

alue

Return on Investment

New Hires

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