繼任計(jì)劃(英文)課件

SuccessionPlanning&Retention

“RoadmapforLeadershipContinuity”

JimmyDuncan,SPHRWorkforcePlanning&EmployeeDevelopment

SuccessionPlanning&RetentiSessionTopicsTheSCANAProfileWhy“DevelopingourPeople”isabusinessimperativeThebusinesscaseforensuringLeadershipContinuitySCANA’sholisticapproachtoDevelopingLeadersSCANA’sSuccessionPlanningModelSCANA’sLeadershipDevelopmentModelTheArtofEffectiveLeadershipatSCANAPortfolioofDevelopmentalToolsLeadersRoleinDevelopmentResultsAssessmentSessionTopicsTheSCANAProfilCompanyProfile$9BillionFortune500CompanySoutheasternBusinessMarkets(GA/SC/NC)HeadquarteredinColumbia,SouthCarolina8MajorSubsidiaries(Energyrelatedbusinesses)SCE&G–ServingSouthCarolinafor156years557,000ElectricCustomers&1MillionGasCustomersCompanyProfileStateoftheWorkforce

TotalSCANAworkforce: 5800employees(12/31/05)Workforcegrowthtrend: Avg.growthrateof2%Avg.annualturnover: 5.2(lowerthanutilityindustryaverage)Avg.yearsofservice: 14.5yearsAvg.ageofemployees: 44%ofworkforceover40: 70%Employeeretirements: 1%Annualavg.Avg.ageofnewhire: 34StateoftheWorkforceTotalSWORKFORCEPLANNING&EMPLOYEEDEVELOPMENTVISIONSTATEMENTToensurethatSCANAwill,onanon-goingbasis,havetherightpeoplewiththerightskillsintherightpositionavailableattherighttimetomeetorganizationalneeds.

WORKFORCEPLANNING&EMPLOYMENT

MISSIONWewillproactivelyconductworkforceplanningactivitiesthatanticipateandplanforchangesintheworkforcecomposition,andthrougheffectiveemploymentprocessesensuretheavailabilityofqualifiedtalenttomeetSCANA’sbusinessneeds.

EMPLOYEEDEVELOPMENTMISSIONWewillproactivelydeliverlearningoptionsthataregearedtowardenhancingemployeeknowledgeofessentialcompetencies,leadershipskills,andorganizationaleffectivenesstoensureSCANA’son-goingsuccess.

WORKFORCEPLANNING&EMPLOYEE“DevelopingourPeople”:CriticalSuccessFactorDevelopingOurPeopleWorkforcePlanExcellenceinCustomerServiceCost-EffectiveOperationsProfitableGrowthBusinessTargetWhatarewetryingtoachieve?Whocompletesthebusinessactivities?The“PeoplePlan”enablesourBusinessPlan“DevelopingourPeople”:Criti“LeadershipContinuityisaBusinessImperative”“LeadershipContinuityisaBu“ScreamingHeadlines”McDonald’sCorporationCEO(JimCantalupo)diesunexpectedly(April2004)HarleyDavidson’sCEO(JeffBleustein)stepsdown,butwillremainasChairman(December2004)Boeing’sCEO(HarryStonecipher)isoustedamidimproperconductchargesafterjust15monthsinposition(March2005)Disney’sCEO(MichaelEisner)tostepasideinSeptember2005insteadofSeptember2006(March2005)“ScreamingHeadlines”McDonald’TheBusinessCasefor“DevelopingourLeaders”BusinessLeadershipSuccessFormula“Leadershipisthecatalystthatdeliversorganizationalsuccess”“Leadershipcontinuityisthekeyforongoingsuccess(businessimperative)WhyisSuccessionPlanningimportanttoSCANA?OurBusinessModelhaschanged(Businessvs.operationalemphasis)15%ofallSCANAemployeesareformalleaders(832of5600)42%ofourleaderswillberetirementeligibleoverthenext10yearsKeyorganizationalquestion:Wherewillthenextwaveofleaderscomefrom?Tomeetthisneed,aformalapproachtodevelopingourleadershasbecomeatoppriorityKeychallenge:ThecurrentworkforcepipelinedemographicsmirrorourleadersLaser-likefocusonleadershipdevelopmentisimperativetoSCANA’scontinuedsuccessTheBusinessCasefor“DevelopTotalStaffTotalRetirement0-5Years6-10Years11-15YearsExecutives764581621Managers304129196050SupervisorsII26312684969Supervisorsotals:82137448156172TargetedExitsatKeyLeadershipLevelsSCANA’sLeadershipDrain

Total0-56-1011-15ExecutiveAverageAgeandServiceOverviewTheStateoftheWorkforcePipelineJobGroupAverageActiveEmployeeAgeAverageActiveEmployeeServiceOFFICIALSandEXECUTIVES48.119.8PROFESSIONALS44.514.5TECHNICIANS44.315.3SALESWORKERS46.415.4OFFICE&CLERICALS40.39.4CRAFTWORKERS43.816.1OPERATIVES40.910.0LABORERS44.614.0SERVICEWORKERS42.95.9Average43.814.5SubsidiaryAverageActiveEmployeeAgeAverageActiveEmployeeServiceSCANAServices42.311.1SCE&G45.017.2SCPipeline44.615.4SCANACommunications42.94.6ServiceCare34.86.3SCANAEnergyMarketing41.86.3PSNCEnergy43.514.7Primesouth43.85.4

Average43.814.5AverageAgeandServiceOverviLeadershipDevelopment&SuccessionPlanningModelIncreasedleadershipeffectivenessincurrentroleIncreasedcapabilityorreadinessforgreaterleadershipresponsibilityCurrentandEmerging SuccessionPlanningLeaders CandidatesTheSuccessFormulaSuccessionplanningwithouttheproperexecutionofleadershipdevelopmentisjustreplacementcharting.Tobeeffective,thesetwoseparatesystemsmustbehighlyintegratedandthesuccesscriteriamustbealignedtodelivertargetedresults.SCANA’sApproachtoDevelopingLeadersLeadershipDevelopment&SucceSCANA’SSuccessionPlanningProgramApril,2006SCANA’SSuccessionPlanningPrWhatisSuccessionPlanning? “Anyeffortdesignedtoensurethecontinuedeffectiveperformanceofanorganization,division,department,orworkgroupbymakingprovisionsforthedevelopment,replacement,andstrategicapplicationofkeypeopleovertime”(KenRothwell,HowtoDevelopLeaders)WhatisSuccessionPlanning?SuccessionPlanningProgram-PrimaryGoalsProvideleadershipcontinuitytoSCANAanditssubsidiaries.IdentifykeyleadershippositionsthatarecriticaltoSCANA’ssuccess.Identifyindividualswhoarepotentialcandidatesforkeyleadershippositionsorhavethepotentialtoassumegreaterleadershipresponsibilities.DevelopsuccessionplanningcandidatestorealizetheirfullleadershippotentialandtobeconsideredforappropriatekeyleadershippositionsacrossSCANA.Encouragethemovementofindividualsfromonepartofthebusinesstoanothertofillkeyleadershipopenings.SuccessionPlanningProgram-SuccessionPlanningProgram-SuccessCriteriaAnincreasednumberofsuccessionplanningcandidateswhoassumekeyrolesidentifiedinsuccessionplans.Ashorterperiodofvacancyinsuccessionplankeypositions.Ahigherpercentageofsuccessionplankeypositionsfilledinternally.Anincreasednumberofsuccessionplankeypositionsthathavenamedcandidatesonareplacementchart.Anincreasednumberofsuccessionplancandidateswitha“readynow”status.Anincreasednumberofsuccessionplancandidateswhomovetohigherlevelsofreadiness.Anincreasedretentionrateforsuccessionplancandidates.SuccessionPlanningProgram-SuccessionPlanningProgram-KeyFeaturesSuccessionplancandidatesaretoldthattheyareseenasindividualswhohavethepotentialtoassumegreaterlevelsofleadershipresponsibility–notspecificpositions.Noguaranteesaremadetosuccessionplancandidatesthattheywillbeselectedforopenkeyleadershippositions.Replacementchartandhighpotentialcandidatesidentified.Businessareaseniorleadersowntalentprofilesheetdata–thisisnotsharedwithsuccessionplancandidates.Developmentplansarecreatedwithallsuccessionplancandidatesfocusedonincreasingreadinessand/orpromotability.Optionaldevelopmentalassessmentsareavailabletoassistincreatingdevelopmentplans.SuccessionPlanningProgram-SuccessionPlanningProgram–ProcessStepsStep1–IdentifykeypositionsStep2–IdentifysuccessionplanningcandidatesStep3–DiscusssuccessionplanningcandidatesStep4–CreatesuccessionplansStep5–CreatedevelopmentplansStep6–ImplementandmonitorplansSuccessionPlanningProgram–Step1:IdentifyKeyPositionsKeyPosition:apositionofformalleadershipthatisdeterminedtobeofprimaryimportanceduetoto:RetirementriskDifficultyinfillingpositionImpacttoarea’sbusinessplan/strategicplan.Step2:IdentifySPCandidatesArealeaders:RequestworkforceplanninganalysisIdentifyKeyPositionsIdentifykeyKSAsforkeypositionsEmployeesupdateSPDataArealeaderscompletePerformance&promotabilityassessmentonallemployeesArealeadersnominateSPcandidatesArealeaderscompletetalentprofileassessmentonallSPcandidatesEmployeesproviderelevantworkexperience(includinginternationalandstart-upexperience),education,mobility,careerinterests,etc.Supervisorsprovideoverallperformancerating,promotabilityrating,areasofstrength/development,readinesstoassumegreaterresponsibilityandproficiencyonleadershipcompetenciesTiming:February-AugustPurposeistoinputandevaluateSPemployeedataandnominateSPcandidates.Step1:IdentifyKeyPositionsStep3:DiscussSPCandidatesPurposeistodeterminenextpossiblepositionsanddevelopmentoptions.Step4:CreateSuccessionPlansArealeadersholdtalentdiscussionson:CandidatequalificationsNextpossiblepositionsDevelopmentopportunitiesArealeaderscreatereplacementchartsforeachkeypositions.Arealeadersidentifyandcharthighpotentialemployees(HiPos)LDdepartmentcreatestalentprofilesheetsforeachSPcandidateandtalentprofilebooksforarealeaders.Timing:February-AugustStep3:DiscussSPCandidatesPStep5:CreateDevelopmentPlansDevelopmentplanswillincreasereadinessandpromotability.Step6:Implement&MonitorPlansUseSPplansinfillingofopenpositionsandevaluationofthesuccessoftheSPprocessArealeaders:CanuseoptionaldevelopmentalassessmentsDiscussdevelopmentwithSPcandidatesCreatedevelopmentplanswitheachSPcandidateLDrecommendsdevelopmentoptionsAssessmentOptions-360’s-Simulations-Comprehensiveassessments-Stand-aloneassessmentsTiming:September-MarchSPCandidatesimplementdevelopmentplansArealeadersconsiderSPcandidatesforopenkeypositionsArealeadersmonitorSPdevelopmentplansanupdateatleastonce/yearLDdepartmentevaluatesSPprocesssuccessindicators.Step5:CreateDevelopmentPlaSuccessionPlanningProgram-OwnershipandTimelineSCANASuccessionPlanningProgramisownedbytheseniorleadership

team.AllsubsidiarieswillparticipateintheSCANASuccessionPlanningProgramonanannualbasis.Succession

plansmustbecreatedbetweenFebruaryandAugusteachyear.Plansshouldbereviewedandupdatedatleastonceduringtheyear.SubsidiarysuccessionplanswillthenbeavailableforuseintheseniorstaffdiscussionsonsuccessionplanningthatoccurinSeptember.ProgramadministrationsupportisprovidedbytheLeadershipDevelopmentareaandtheHumanResourceteamsupportingeachbusinessarea.SuccessionPlanningProgram-SCANA’SLeadershipDevelopmentProgramApril,2006SCANA’SLeadershipDevelopmentTheArtofLeadershipatSCANAEffectiveleadersatSCANA,aremorethanproficientmanagers.AtSCANA,effectiveleaders:Communicate:directly,openlyandhonestlyDevelop:individualsandteamsInspire:trust,enthusiasmandcommitmentBillTimmermann,SCANALeadershipMeeting,February,2004SCANACEOTheArtofLeadershipatSCANALeadershipDevelopmentProgram-PrimaryGoalsAssistleadersinidentifyingdevelopmentalareasoffocus.Providedevelopmentalopportunitiesforleadersthatwillincreasetheireffectivenessintheircurrentroleandprepareleaderstoassumegreaterlevelsofleadershipresponsibilityandreducetransitiontimeintonewleadershiproles.ProvidedevelopmentopportunitiesthatincludeleadershipbehaviorsrelatedtoSCANA’scoreandleadershipcompetencies.EstablishaconsistentleadershipdevelopmentcurriculumacrossSCANA’sbusinessareas.IncreaseunderstandingofSCANA’sleadershipexpectations.LeadershipDevelopmentProgramLeadershipDevelopmentProgram-SuccessCriteriaImprovementsinperformance,promotability,orreadinessofsuccessionplanningcandidateswhoparticipateintheleadershipdevelopmentprogram.Increasedknowledgeoreffectivenessinpreandpost-participationleadershipassessments.Overallincreaseinthecorporatebaselineofleadershipassessments.Leadershipdevelopmentprogramparticipantsbeingselectedforkeyleadershipopenings.Overallbusinesssuccessinareasimpactedbytheleadershipdevelopmentprogram.LeadershipDevelopmentProgramLeadershipDevelopmentProgram-KeyFeaturesLinkagebetweenleadershipdevelopmentandthecorporatesuccessionplanningprogram,andotherkeyHRsystems.AfocusonleadershipbehaviorsthatsupportSCANA’score(forsupervisors)andleadership(formid-managersandexecutives)competenciesTargeteddevelopmenttothreeleadershiplevels:supervisor,mid-manager,andexecutive.Leadershipassessmentsusedtoidentifydevelopmentneedsandcreatefocuseddevelopmentplans.Awiderangeofdevelopmentoptionsthatincludeeducational,relational,andexperientialopportunities.Amixtureofinternalandexternaldevelopmentresources.LeadershipDevelopmentProgramLeadershipCompetenciesBusinessAcumenEnsuresuncompromisingsafetyofbusinessareasDeliversexceptionalcustomerserviceDisplaysresultsorientationPromotesbusinessexpansionMaintainshighindustryknowledgeDriveschangeforcontinuousimprovementBusinessEthicsAvoidsillegal,unethical,orimproperconductMaintainsunquestionedintegrityCreatesaworkplaceenvironmentfreeofhostility,intimidation,andoffensivenessEncouragesgoodfaithreportingofallegedwrongdoingsEnsuresthatsystemsareinplacetoprotectcompanyassetsMonitorscodeofconductcomplianceDevelopsPeopleCoachesandmentorsothersAttractsandretainskeytalentDemonstratescommitmenttodevelopingothersBuildshighperformingteamsValuesdiversityFinancialStewardshipDemonstratesfinancialleadershipCreatesshareholdervalueMaintainsprofit&lossresponsibilityEnsurescost-effectiveoperationsTakesprudentfinancialrisksManagesassetseffectivelyImpactfulCommunicationArticulatesthevisionTranslatesstrategicconceptsBuildstrustMotivatesothersRelationshipBuildingDisplaysempathyEstablishesdiversenetworksCultivatescustomerrelationshipsBuildsconsensusCreatesownershipthroughdelegationHasdynamicinteractionswithemployeesStrategyDevelopmentEstablishesstrategicdirectionDevelopsstrategicplansMakesdecisionsconsistentwithstrategicdirectionEnsuresorganizationalalignmentofgoalsProvidesglobalperspectiveLeadershipCompetenciesBusinesLeadershipCompetencies……..Arethefoundationtothemiddlemanagerandexecutiveleadershipdevelopmentprograms.Areinadditiontoexistingcorecompetencies.Addressthe

additionalresponsibilitiesofmiddlemanagersandexecutives.Driveexpectedbehaviorsinmiddlemanagesandexecutives.Areassessedaspartofaleader’sperformancemanagementcycle.Areincludedinasuccessionplanningcandidate’stalentprofile.LeadershipCompetencies……..AreLDProgramParticipationParticipationinSCANA’sLDProgramisoptional.TheLDprogramisavailabletoall

supervisorsandabove,aswelltoindividualcontributorswhomeetspecificparticipationcriteria.

InorderforanindividualcontributortoparticipateinanLDprogramoffering,theymust:

BeemployedbytheSCANACorporationforaminimumof2yearsDemonstratestrongtechnicalskillsandhighperformanceinhis/hercurrentjobBepreparingtobeconsideredforapositionalleadershiprolewithinthenext3yearsORhaveaspecificbusinessneedbasedonhis/hercurrentperformanceplanLDProgramParticipationParticLeadershipDevelopmentProgramModelLeadershipcareerleveldefinesparticipantgroupforeachtier.Overlappingtiersallowsflexibilityofleadershiplevelparticipation.Supervisortierusescorecompetenciesasfoundation.Mid-managerandexecutivetiersuseleadershipcompetenciesasfoundation.Mid-ManagerDevelopmentTargetaudience:managers,andhighpotentialsupervisors/teamleadersLeadershipcareerlevels:4–6ExecutiveDevelopmentTargetaudience:directorsandabove,andsuccessionplancandidatesLeadershipcareerlevels:7-9SupervisoryDevelopmentTargetaudience:supervisors,teamleaders,andprospectiveleadersLeadershipcareerlevels:1-3LeadershipDevelopmentProgramLeadershipDevelopmentProgramOptionsSupervisorDevelopmentMid-ManagerDevelopmentExecutiveDevelopmentAssessments:SCANA360forLeadersLeadershipKnowledgeAssessmentforSCANAAssessments:Leadershipcompetency360SimulationComprehensiveassessmentStandaloneassessmentAssessments:Leadershipcompetency360SimulationComprehensiveassessmentStandaloneassessmentEducation:LeadershipcommunityontheEDGEIn-houseleadershiplibraryLEADworkshopsLeadershiponlinelearningmodulesCTNbroadcastsEducation:LeadershipcommunityontheEDGEIn-houseleadershiplibraryIn-housemid-managerworkshopExternalmid-managereducationreferralEducation:LeadershipcommunityontheEDGEIn-houseleadershiplibraryIn-houseexecutiveworkshopExternalexecutiveeducationreferralExecutivebooksummariesRelationship:Coaching(internal/external)MentoringJobshadowingRelationship:Coaching(internal/external)MentoringIndustrynetworkingRelationship:Coaching(externalonly)MentoringIndustrynetworkingExperience:SpecialprojectsApprenticeshipsJobassignmentsExperience:SpecialprojectsSCANAcross-functionalcommitteesCommunityboards&committeesJobrotationJobassignmentsExperience:ProjectassignmentsrelatedtoSCANAstrategicplanSCANAcross-functionalcommitteesCommunityboards&committeesJobrotationJobassignmentsLeadershipdevelopmentoptionsarepromotedthroughSCANAUontheEDGE.LeadershipDevelopmentProgramLDProgramOptions-Supervisor

Assessments:SCANA360forLeaders-behavior-basedassessmentofcorecompetenciesLeadershipKnowledgeAssessmentforSCANA-corecompetencybasedEducation:LeadershipcommunityontheEDGE–onlineresourceforleadershipinformationIn-houseleadershiplibrary–books,videos,cassetteslocatedinLDareaLEADworkshops–13separateworkshopsincludingcoreandelectiveofferingsLeadershiponlinelearningmodules–15onlinemodulesplusHR101CBT’sCTNbroadcasts–onlinebroadcastsonleadershiptopicsprovidedbyCTNExternaleducationreferral–referraltolocalorregionalworkshopsandseminarsRelationship:Coaching–trainedinternalandlocalexternalleadershipcoaches,3-6monthsstandardMentoring–corporateguidanceonadministeringabusinessareamentoringprogramJobshadowing–corporateguidanceonadministeringjobshadowingExperience:Specialprojects–businessareauseofspecialprojectsfordevelopmentApprenticeships–businessareauseofapprenticeshipsfordevelopmentJobassignments–businessareauseofjobassignmentsfordevelopmentLDProgramOptions-SupervisoLDProgramOptions-Mid-manager

Assessments:Leadershipcompetency360-behavior-basedassessmentofleadershipcompetenciesSimulation–results-basedsimulationinfictitiousleadershiproleComprehensiveassessment-batteryofassessmentsonleadershipeffectivenessStandaloneassessment–singleleadershipassessment,predictiveinnatureEducation:LeadershipcommunityontheEDGE–onlineresourceforleadershipinformationIn-houseleadershiplibrary–books,videos,cassetteslocatedinLDareaIn-housemid-managerworkshop–3-5daylocalworkshop,basedonleadershipcompetenciesExternaleducationreferral–referraltoregionalornationalworkshopsandseminarsRelationship:Coaching–trainedinternalandlocalexternalcoaches,6-12monthsstandardMentoring–corporateguidanceonadministeringabusinessareamentoringprogramIndustrynetworking–businessareauseofnetworkingfordevelopmentExperience:Specialprojects–businessareauseofspecialprojectsfordevelopmentSCANAcross-functionalcommittees–businessareauseofcommitteesfordevelopmentCommunityboardsandcommittees–useofcommunityboards/committeesfordevelopmentJobrotationandassignments–businessareauseofassignments&rotationfordevelopmentLDProgramOptions-Mid-managLDProgramOptions-Executive

Assessments:Leadershipcompetency360-behavior-basedassessmentofleadershipcompetenciesSimulation–results-basedsimulationinfictitiousseniorleadershiproleComprehensiveassessment-batteryofassessmentsonleadershipeffectivenessStandaloneassessment–singleleadershipassessment,predictiveinnatureEducation:LeadershipcommunityontheEDGE–onlineresourceforleadershipinformationIn-houseleadershiplibrary–books,videos,cassetteslocatedinLDareaIn-houseexecutiveworkshop–2-3daylocalworkshop,basedonleadershipcompetenciesExecutivebooksummaries–onlinesummariesofleadershipbooksforexecutivesExternaleducationreferral–referraltonationalexecutiveeducationprogramsRelationship:Coaching–nationalexternalcoaches,6-12monthsstandardMentoring–corporateguidanceonadministeringabusinessareamentoringprogramIndustrynetworking–businessareauseofnetworkingfordevelopmentExperience:Strategicplanprojects–useofprojectsrelatedtoSCANA’sstrategicplanfordevelopmentSCANAcross-functionalcommittees–businessareauseofcommitteesfordevelopmentCommunityboardsandcommittees–useofcommunityboards/committeesfordevelopmentJobrotationandassignments–businessareauseofassignments&rotationfordevelopmentLDProgramOptions-ExecutiveLeadershipDevelopment-LeadershipCommunityLeadershipDevelopment-LeadeLeadershipDevelopmentProgramAccountabilitySeniorleadersareaccountablefor:

ensuringthatdevelopmentplansarebeingcreatedsupportingparticipationindevelopmentactivitiesbalancingdevelopmentalneedswiththeneedsofthebusinesssettingclearexpectationsforwhatistobegainedthroughparticipationinthedevelopmentactivityaswellashowthedevelopmentwillbeutilizedatSCANAAllprogramparticipantsareaccountablefor:drivingtheirowndevelopmenttakinganactiveroleincreatingdevelopmentplansidentifyingappropriatefulfillmentoptionscompletingparticipationinthedevelopmentthatwasselectedapplyingthedevelopmentinameaningfulwaytosomeaspectoftheirworkatSCANATheLeadershipDevelopmentareaisaccountablefor:administeringtheleadershipdevelopmentprogramdevelopingandmaintainingprogramcontentschedulingprogramofferingsregisteringprogramparticipantstrackingtheparticipationofparticipantsevaluatingtheeffectivenessoftheprogramLeadershipDevelopmentProgramConnectsthelearningeffortsfortheSCANAfamilyofbusinessestothebottomline.TargetedOutcomes:DriveSCANA’svisionandexpectationsforemployeedevelopment.FacilitatethemarketingofcorporateandSBUlearninganddevelopmentoptions.ServeastheeintersectionforalllearninganddevelopmentcommunitiesatSCANA.ConnectsthelearningeffortsSCANAUniversitySCANAUniversity2005SCANAUniversityMetricsEmployeeDevelopmentProgram/ProcessYTDParticipationEducationProgram(Enrolledinprogram/Activestatus)PersonalLeadershipBehaviorsforSuccessCourse ManagingYourCareerCourse CTNBroadcastsE-LearningModules(#ofindividualsgrantedaccesstoEDbundle)3542941284654461EducationReimbursementProgramPayout$728,322LeadershipDevelopmentProgram/ProcessYTDParticipationSCANA360forLeadersLeadershipKnowledgeAssessmentforSCANAPM360LeadershipOnlineLearningModuleRegistrationsLEADWorkshopsLEADCertificates27471315256149TotalUtilization(ED/LDPrograms)2,2862005SCANAUniversityMetricsELeaders’RoleinDevelopment(RetentionFocus)AligndevelopmentalactivitieswithtargetedbusinessoutcomesViewdevelopmentasaprocess,notanactivityPrepareemployeeforcurrentorfuturecareerassignmentsRemindemployeesthatdevelopmentisacontinuousprocessHoldemployeesaccountablefortheirowndevelopmentLeaders’RoleinDevelopment(“WhatisMeasured,GetsDone”

“WhatisMeasured,GetsDone”ResultsAreOnTargetSuccessionPlanningandLeadershipDevelopmentProgramshavebeenembracedandfullyfundedbyseniorleadership.Top50HighPotentialEmployeeshavebeenidentifiedandplacedinaccelerationprogrambyseniorleadershipteam.2/3ofemploymentopportunitiesarefilledbyinternalcandidates.Onlya3%turnoverrateinleadershiplevelsduringthelastthreeyears.Allsubsidiarieshavebeguntodeveloplongrangeworkforceplanswhichfocusontheriskpotentialattheleadershiplevel.DevelopmenthasbecomeembeddedasaperformanceexpectationthroughkeyHRandbusinesssystems.ManagingperformanceandensuringworkforceplanningisanintegralpartofleadersperformanceexpectationsResultsAreOnTargetSuccessioQuestionsQuestions

SuccessionPlanning&Retention

“RoadmapforLeadershipContinuity”

JimmyDuncan,SPHRWorkforcePlanning&EmployeeDevelopment

SuccessionPlanning&RetentiSessionTopicsTheSCANAProfileWhy“DevelopingourPeople”isabusinessimperativeThebusinesscaseforensuringLeadershipContinuitySCANA’sholisticapproachtoDevelopingLeadersSCANA’sSuccessionPlanningModelSCANA’sLeadershipDevelopmentModelTheArtofEffectiveLeadershipatSCANAPortfolioofDevelopmentalToolsLeadersRoleinDevelopmentResultsAssessmentSessionTopicsTheSCANAProfilCompanyProfile$9BillionFortune500CompanySoutheasternBusinessMarkets(GA/SC/NC)HeadquarteredinColumbia,SouthCarolina8MajorSubsidiaries(Energyrelatedbusinesses)SCE&G–ServingSouthCarolinafor156years557,000ElectricCustomers&1MillionGasCustomersCompanyProfileStateoftheWorkforce

TotalSCANAworkforce: 5800employees(12/31/05)Workforcegrowthtrend: Avg.growthrateof2%Avg.annualturnover: 5.2(lowerthanutilityindustryaverage)Avg.yearsofservice: 14.5yearsAvg.ageofemployees: 44%ofworkforceover40: 70%Employeeretirements: 1%Annualavg.Avg.ageofnewhire: 34StateoftheWorkforceTotalSWORKFORCEPLANNING&EMPLOYEEDEVELOPMENTVISIONS