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(1)

Building the Platform for Growth

Jonathan Moore, Deloitte Consulting LLP

[email protected]

Karen Cunningham, Deloitte Consulting LLP

[email protected]

Monday, September 28, 2015

A Human Capital Perspective of the

Alternative Energy Industry

(2)

Jonathan Moore

Director

Deloitte Consulting LLP

Jonathan is a Director at Deloitte

Consulting LLP and was recently asked to lead up the Alternative Energy

community of practice for Human Capital. He has over 18 years of experience in selling and delivering large, complex advisory engagements to a variety of clients in different industries, with 10+ years in Energy and Resources.

He is recognized for his extensive

program management skills and his deep knowledge in numerous ERP and SaaS technology packages. Jonathan received his undergraduate business degrees from the University of Texas at Austin, where he is also a frequent guest lecturer.

Human Capital, Organization Transformation & Talent

Karen Cunningham

Senior Manager

Deloitte Consulting LLP

Karen is a Senior Manager in Deloitte’s Human Capital Power & Utility practice. She has 10+ years providing strategic advisory services to clients in regulated industries. Karen specializes in

Organization Transformation – focusing on Change Management,

Communications and Learning & Talent Development. She leads Deloitte’s national Human Capital Energy &

Resources Community and is the Power & Utilities and the Alternative Energy PMO. Karen received her Masters of

Industrial/Organizational Psychology from the Illinois Institute of Technology and a Bachelors of Psychology from The Ohio State University.

Human Capital, Organization Transformation & Talent

(3)

Deloitte Human Capital (HC) Trends 2015

Human Capital Trends in Energy

The Intersection of AE and HC Trends

Q&A

(4)

3,300

+

Business and

HR leaders

106

countries

One of the

largest-ever

longitudinal global talent studies

Unless otherwise cited, all data referenced in this presentation is from the Global Human Capital Trends 2015 survey.

Global Human Capital Trends 2015

(5)

Global Human Capital Trends 2015

LEADERSHIP

Why a perennial issue?

LEARNING AND DEVELOPMENT

Into the spotlight

CULTURE AND ENGAGEMENT

The naked organization

PERFORMANCE MANAGE MENT

The secret ingredient

WORKFORCE ON DEMAND

Are you ready?

SIMPLIFICATION OF WORK

The coming revolution

REINVENTING HR

An extreme makeover

HR AND PEOPLE ANALYTICS

Stuck in neutral

PEOPLE DATA EVERYWHERE

Bringing the outside in

MACHINES AS TALENT

(6)

Global Human Capital Trends in Energy

LEADERSHIP

Why a perennial issue?

LEARNING AND DEVELOPMENT

Into the spotlight

CULTURE AND ENGAGEMENT

The naked organization

PERFORMANCE MANAGE MENT

The secret ingredient

WORKFORCE ON DEMAND

Are you ready?

SIMPLIFICATION OF WORK

The coming revolution

REINVENTING HR

An extreme makeover

HR AND PEOPLE ANALYTICS

Stuck in neutral

PEOPLE DATA EVERYWHERE

Bringing the outside in

MACHINES AS TALENT

Collaboration, not competition

(7)

L E AD E RSHIP

Why a perennial issue?

see leadership

shortfalls as

a top-3 issue

Need to focus on

developing

leaders at

all levels

Treat as

short-term

training

instead of

a strategic

initiative

86

%

(8)

C U LTURE AN D E N GAGE MENT

The naked organization

talent issue

Create

meaningful

work,

deep

engagement,

and job fit

#

1

global

say the

problem

is “very

important”–

double

the 2014

percentage

50

%

(9)

L E AR N ING AN D D E V E LOPMENT

Into the spotlight

Need to

reinvent

the learning

experience

Skill

shortage

is holding

back strategy

execution

see L&D as

a top-3 issue;

up from

#8 last year

84

%

(10)

R E IN VENTING H R

An extreme makeover

Align HR

capabilities

with business

goals

HR is being

redefined

as an

enabler

and builder

of talent

see an urgent

need to

reskill the

HR function

39

%

(11)

WOR KFORCE ON D E MAN D

Are you ready?

Need to apply

engagement

strategies

to all workers

see an

increase

in

contingent

hiring in the

next 3 to 5

years

Organizations

are tapping

networks of

specialists

51

%

(12)

The Intersections of AE & HC Trends

…Regulations are changing.

…Companies are engaging in

M&A.

Source: “US Renewable M&A Revs Up. Renewable power enters the mainstream,” Deloitte, 2015.

…Start-Ups are scaling.

Source: U.S. Office of Energy Efficiency & Renewable Energy, 2015

…Established organizations are

shifting strategic priorities.

Source: “Energy storage: Tracking the technologies that will transform the power sector,” Deloitte, 2015.

(13)

Human Capital Questions AE Industry

Leaders Should Consider

Enterprise Systems

Is the system a good fit for the needs of today and tomorrow?

Will the solution scale parallel to growth plans?

Learning & Development

Do the right people have the right skills for the jobs required tomorrow?

Retaining Culture

Are all stakeholders engaged with the direction of the organization?

How will growth and change affect existing norms and values?

Workforce Readiness

Does the current talent pipeline meet the future needs?

Are the right models in place to tap into the required talent?

Leadership Alignment

Are leaders visibly committed to the direction of the organization?

Is there a plan to identify and prepare leaders for the future of the organization?

Organization Strategies

(14)

• Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/aboutfor a more detailed description of DTTL and its member firms.

References

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