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1
Staffing And Outsourcing
Community Insights Conference
August 18-21, 2015
Minneapolis, MN
2015 Electric T&D Benchmarking
2014YE 2013YE
Min Mean Max # of Bars Min Mean Max # of
Bars
Distribution
Wage Rate: Distribution Journey Level Line Worker $34.64 $40.37 $50.72 13 $35.30 $39.13 $42.14 12
Distribution Staffing: FTEs per 100,000 Customers 19.69 74.02 157.33 11 36.15 79.45 143.02 13
Percent of staffing group represented by a union/bargaining unit: Distribution Field 48% 84% 100% 8 0% 78% 100% 11
Substation
Wage Rate: Substation Journey Level Electrician $31.93 $39.40 $46.38 13 $33.24 $38.21 $41.97 12
Substation Staffing: FTEs per $100M Substation Assets 8.41 13.17 18.95 10 8.46 15.83 32.94 13
Transmission
Wage Rate: Transmission Journey Level Line Worker $34.64 $41.02 $50.72 12 $35.30 $39.30 $42.15 9
Trans Staffing: FTEs per $100M Trans Assets 3.67 11.46 27.07 10 3.49 13.18 24.69 11
Staffing demographics
2
Average staffing levels went down.Average wage rates went up.
3
2012YE 2013YE 2014YE$30
$32
$34
$36
$38
$40
$42
Transmission
Substation
Distribution
Wages rates & Headcounts
FTE counts are steadily decreasing.
Average wage rates have been steadily climbing.
Staffing SO10, Pg 3, 4, 5
2012YE 2013YE 2014YE0
5
10
15
20
25
30
35
40Transmission
Substation
Distribution
Staffing SO15, SO20, SO25, Pg 16, 25, 31
4
Changes to staffing Levels
Reducing18 Reducing through attrition to manage O&M expense.32 We are reducing - to reduce costs33 Reducing - restructure organization for efficiencies37 We have been reducing overall headcount. Each position vacated is reviewed prior to backfillingStay the Same21, 2517 Neutral. Prefer to increase efficiency instead of add bodies.31 We are maintaining a relatively flat workforce due to flat load growth and sales, but we have increased staffing in
areas such as Substations and Heavy Equipment and Transport to meet current needs, while reducing staffing in other areas as retirements occur. In some cases, we have replaced contract employees with core employees, because the position is critical to the core business, including Project Managers and Construction Managers.
38 Our primary goal is to maintain staffing levels taking into account workload levelsIncreasing23 Adding staffing as needed; primarily project employees27 Adding - Hiring for knowledge transfer from anticipated retirements24 Company is adding staffing for a number of reasons. We are installing AMI smart meters for all 4 million of our
customers, and this requires a significant amount of manpower to install and maintain the new AMI meters, as well as gathering and analyzing the data that we are receiving from these smart meters. We are also making significant investments into our existing infrastructure to make the grid more resilient, so we are hiring many engineers and project managers to execute this work. We also have an aging workforce, so we are over hiring in certain pockets of the organization in order to get ahead of expected retirements.
While the overall trend is decreasing staffing levels, that’s not true of each individual company.
5
Attrition Rates
Linemen Engineers Sub Electricians0%2%4%6%8%
10%12%14%16%18%20%
Mean
At 6% or more, attrition does seem to be a valid method for reducing staffing levels. However, some utilities are losing qualified employees more rapidly than they’d like.
Staffing & Outsourcing Pg 46, 47. 48; Source: SO57
6
Staffing per $100M Assets
T&D Staffing per Asset
Staffing pg 8, SO12
Distribution Line Staffing per Asset
Staffing pg 16, SO15
7
Staffing per $100M Assets
Substation Staffing per Asset
Staffing pg 25, SO20
Transmission Line Staffing per Asset
Staffing pg 31, SO25
8
Span of Control
Dist Field C&M
Service Restoration
Sub Field C&M
Sub Trouble
Trans Field C&M
02468
1012141618
Mean
Spans of control vary, with the broadest ranges in the Substation and Transmission Line Field Construction & Maintenance areas.
Staffing & Outsourcing Pg 21, 23, 28, 32; Source: SO15, 20, 25
9
T&D Field C&M Staffing per 100,000 customers
For those companies reporting outsourcing percentages, it doesn’t have a big impact on where they compare against the group.
Staffing & Outsourcing Pg 15;Source: SO12, ST5 Staffing & Outsourcing Pg 15;Source: SO12, ST5
Mean 52
Quartile 1 42
Quartile 2: 49
Quartile 3: 58
10
Distribution Outsourcing
2012YE 2013YE 2014YETotal Respondents 13 14 10Do Not contract 0% 0%Street lighting installation 76.92% 64.29% 70%Street light maintenance 69.23% 71.43% 60%Pole replacements 69.23% 71.43% 80%Pole inspection 84.62% 92.86% 90%Pole treatment or reinforcement 84.62% 78.57% 80%Tree trimming 100% 92.86% 100%New service installations 46.15% 42.86% 50%Overhead line construction and relocations
76.92% 64.29% 90%
URD underground line construction and relocations
76.92% 50% 90%
Concrete manhole conduit system construction and relocations
61.54% 78.57% 90%
Facility locating 46.15% 64.29% 70%Soft surface or yard restoration 46.15% 50% 90%Hard surface or paving restoration 53.85% 71.43% 100%Design work 38.46% 64.29% 80%Other 38.46% 21.43% 30%
Construction related activities are seeing increasing use of outsourcing.
Source: SO115
11
Substation Outsourcing
2012YE 2013YE 2014YETotal Respondents 13 14 12Do Not contract 0% 0%Civil construction 84.62% 92.86% 100%Electrical Construction 76.92% 71.43% 100%Transformer maintenance 15.38% 14.29% 33.33%Breaker maintenance 7.69% 14.29% 41.67%Relays or control maintenance 7.69% 14.29% 33.33%Ground maintenance or vegetation management
92.31% 78.57% 100%
Other 15.38% 14.29% 16.67%
The biggest change is in the maintenance area.
Source: SO120
12
Transmission Outsourcing
2012YE 2013YE 2014YETotal Respondents 12 13 12Do not contract 0% 0%Pole or tower inspections 66.67% 38.46% 50%Pole treatment or reinforcement 91.67% 69.23% 66.67%Pole replacements 83.33% 69.23% 75%Tower construction 75% 69.23% 91.67%Tower maintenance 66.67% 61.54% 58.33%Tree trimming or Vegetation management 100% 92.31% 100%Other 33.33% 38.46% 16.67%
An obvious trend is hard to find in transmission outsourcing.
Source: SO125
13
Employee Engagement
Mean 65 %
Quartile 1 73 %
Quartile 2: 71 %
Quartile 3: 54 %
Staffing & Outsourcing Pg 86; Source: SO150
Engagement Survey Questions:
#23: Increased focus on performance and development, communications and our Comfort Speaking Up program, People Strong initiatives, safety, ethics and integrity, and diversity and inclusion.
#33: 1. Overall, how would you rate your satisfaction with your company at the present time? 2. I would recommend my company as a great place to work. 3. I feel proud to work for my company. 4. I am motivated to go beyond what is normally expected to help my company be successful. 5. What is one idea you have that can be implemented at your company to improve engagement?
#27: I know what is expected of me at work. My fellow employees are committed to doing quality work. At work my opinion seems to count. In the last seven days I received recognition or praise for the work I've done. I have a best friend at work.
Do more probing questions equal poorer scores?
14
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First Quartile Consulting is a utility-focused consultancy providing a full range of consulting services including continuous process improvement, change management, benchmarking and more. You can count on a proven process that assesses and optimizes your resources, processes, leadership management and technology to align your business needs with your customer’s needs.
Visit us at www.1stquartileconsulting.com | Follow our updates on LinkedIn
About 1QC
Satellite Offices
Debi [email protected]
David [email protected]
Dave [email protected]
Dave [email protected]
Your Presenters
Ken Buckstaff [email protected]
Thank You for Your Input and Participation!