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Building Leaders for a Bright Future

Building Leaders for a Bright Future . American Association of Blacks in Energy May 20, 2010 Genevieve (Gen) Tuchow VP, Human Resources American Electric Power. Focus for Today. How AEP is building it’s future leadership talent bench

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Building Leaders for a Bright Future

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  1. Building Leaders for a Bright Future American Association of Blacks in Energy May 20, 2010 Genevieve (Gen) Tuchow VP, Human Resources American Electric Power

  2. Focus for Today • How AEP is building it’s future leadership talent bench • Evolving talent planning from reactionary succession planning to more proactive talent development • Engaging leadership in identifying and developing future leadership talent • Accelerating the development of a leadership talent pool

  3. Company Overview • 5.2 million customers in 11 states • Industry-leading size and scale of assets: • Coal & transportation assets • Control over 9,000 railcars • Own/lease and operate over 2,900 barges & 80 towboats • Coal handling terminal with 20 million tons of capacity • Over 21,000 employees Source: Company research

  4. Leadership Talent Planning • Purpose - Provide AEP a sustainable supply of quality leaders at all levels to meet challenges today and tomorrow • Overall … • Create shared understanding and development of talent at AEP • Foster the diversity of AEP’s talent pool • Embed structure, support and accountability for talent development Do we have the leadership talent needed to execute AEP’s strategies today and in the future?

  5. Past Performance & Leadership Potential Factors Targeted Development AEP’s Leadership Talent Pool All AEP Employees • Contains all AEP employees • Performance Management Review, Individual Development Plans, etc. used to further develop these individuals • Contains approximately 15% of AEP population • Individuals highly regarded and believed to have the ability to be successful in a leadership position at least one level higher than current position • Replacement Planning used to further develop / prepare these individuals Leadership Talent Pool • Once a year a subset of the leadership talent pool selected to participate in Targeted Development • Nominated by business unit leaders and confirmed by senior executives • Individuals believed to have the ability to be successful in a leadership position at least two levels higher and in other business units • Special assessments, mentoring, stretch assignments, etc. used to develop these individuals Current year’s considerations

  6. Building Leaders at all Levels Selected From Preparing For • Senior VP • President • Vice President • Chairman • EVP, Senior VP • Other EC Roles Emerging Senior Executives • Senior VP • President • Vice President • Director • Manager Emerging Bus. Unit Leaders • Superintendent • First Level Manager • Supervisor Emerging Mid-Level Leaders • Director • Manager • Superintendent • First Level Manager • Supervisor • Ind. Contributors • Professionals • Non-exempt leaders Emerging Front-line Leader

  7. Targeted Development Process Success Profile

  8. Talent Boards • Ensure ongoing quality of leadership Success Profiles (e.g., future focus, clarity, relevance, etc.) • Select a given year’s participants • Guide mentor matches • Match development opportunities across the organization to development priorities of pool members • Review the development plans of pool members for a higher level perspective • Monitor and reinforce development progress of pool members • Champion the process and talent with other organization leaders

  9. Overall Results • Increasing supply of leaders. • Jump-started organization’s developmental focus. • Talent development as key responsibility vs. “nice to do.” • Shaping a development culture (e.g., candid career discussions, ownership of development, selection criteria, etc.). • Adapting process within operating units for those expected to rise only within their group.

  10. Talent Scorecard

  11. Executive Comments • "We've seen a remarkable increase in the self-awareness of [targeted development participants]." • "This has been an excellent start in our challenge to build our future leaders." • "The structure has helped." • “There is an observable difference in many of our participants.” • "We've all gotten exposure to individuals that we otherwise would not have had."

  12. Key Take Aways • Key benefits include the "softer" aspects: visibility of talent, relationships among pool members, interaction with senior leaders, etc. • Executive involvement key. • Participant selection is a work in progress. • Selection of the “right” mentors and coaches essential. • It can be done. • It’s never over!

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