Implementing Military Career Transition Recruiting Options Stan Shoun, Central Virginia Community College Phil Ganley, Helmets to Hard Hats Jerome Richard, Southern Company Steve Guess, US Department of Labor/VETS [NC]

Military Recruiting Strategy Jerome Richard October 16, 2006

Preview Company overview Ideal strategy and candidate Military Advisory Team Building our company brand Summary

Southern Company - who we are.. Five Electric Utilities –Georgia Power –Alabama Power –Mississippi Power –Gulf Power Southern Nuclear Southern Generation 120,000 sq. mile service territory 78 Generating Stations –69% Coal –16% Nuclear –12% Gas/Oil – 3% Hydro Revenues - $11.9 Billion Net Income - $1.5 Billion Assets - $37 Billion Employees – 25,000

The Aging Workforce Average Age: 45 Average Tenure: 19

Over the next several years, Southern Company will face serious workforce challenges. With the number of retirement eligible employees increasing along with the potential growth, it will be necessary for us to build strong recruitment relationships to meet the current and future needs.

Ideal Military Strategy Predictable –Flow of candidates Adaptable –Needs change from Military Installation to Military Installation Co-Owned by Transition Offices –Trusted credible source Efficient –Pass rates up among targeted candidates –Reducing unnecessary transactions

Ideal candidate Committed Flexible Professional Culture

The Military Talent Pool Trained Leaders and Technologists –The military is the world’s largest training organization. Technical skills abound. Service members assume extraordinary responsibility at young ages Motivated –Can Do attitudes are part of the military DNA Diverse –40% of men and women serving in the military are minority or female candidates

Military Advisory Team Provide strategic military recruiting plans to assist Southern Company with its military recruiting efforts Assist new military hires with the transition from military life to the corporate world

Military Advisory Team Advertising Committee –Assist in the advertising and branding of Southern Company’s Military Campaign Workforce Development Committee –Identify Southern Company’s critical positions and match their skill sets with the military Career Fair Committee – Provide centralized and strategic planning of Military Recruiting by attending career fair events and other special events

Our Approach… Identify, target and partner with the Career Transition Offices for recruitment activities (Career Fairs, Teach Resume Workshops and Job Postings) Brand Southern Company on military installations (sponsor Seabee Ball or Military Police Battalion Ball) Partner with Helmets to Hardhats to provide former military personnel with a civilian career

And more branding …..

Company Branding Military City (Army Times, Navy Times, Air Force Times, Marine Times) –72% of all active duty personnel view this publication –Magazines are sold at every Post Exchange or Base Exchange –“Decision Times” is a monthly insert that focuses on employment opportunities for transitioning military personnel

Company Branding Military.com –Approximately 6.6 million monthly visitors –Positions are automatically wrapped from Monster to Military.com –“Fast Track” newsletter targets candidates with company specific targeted degrees

Company Branding GI Jobs –Magazine circulated to approximately 120,000 transitioning personnel and Transitioning Assistance program office –Top 50 Military-Friendly Employer list –Recruiter Intel feature highlights specific companies and their recruitment process

Military Friendly Employer Plan Military careers splash page –Splash pages are an introductory page to your Web site –( Military recruiting brochures and placement ad Military Policy

Summary New military sources and strategic partnerships can help build pipelines that are diverse and qualified Military backgrounds prepare candidates for our skill needs and culture Military sources provide numerous opportunities for branding and partnerships