1. Rick Legleitner, Manager Employee Development & Skilling
Count on Us
Michigan Utility Industry Workforce Development
Rick Legleitner, Manager
Employee Development & Skilling

2. Consumers Energy Electric
& Gas Service Area

3. Consumes Energy Gas Statistics

4. Consumers Energy Electric Statistics

5. Gas / Electric / Combination

6. Service & Training Centers

7. ISSUE
Diminishing internal OM&C (Operations, Maintenance and Construction) workforce
47% of Consumers Energy workforce is OM&C
50% retirements over 5 year time period
Diminishing resource pool
Identified the need to construct a larger, competent and diverse external workforce resource pool
Insert table from CEWD Website

8. Utility Industry Retirement Forecast

9. Context, Importance, & Consequences
Regulated by MPSC (Michigan Public Service Commission) and Michigan Gas Safety Code
Maintain reliable and safe operating facilities and infrastructure
Requires a competent and productive workforce
Incompetent and unproductive workforce
On-going equipment failures
Public safety issues
Unreliable energy sources
Consequences
Negatively impact Michigan’s economy
Put public safety at risk
Regional power outages beyond Michigan’s borders

10. CEWD Competency Model

11. MI Consortium Competency Model
Identify core competencies needed for training
Employers complete Job Task Analysis (JTA) for desired job classifications / segments
Inventory education and training programs that meet the core competencies
Consortium industry member agreement to accept training from programs that meet the core competencies

12. Action Plan Senior management work with union to establish agreement
Establish articulation agreements with select community colleges
Provide internal training materials and resources
Provide workforce forecast model and anticipated failure rate
Provide subsequent timeframe required to internally complete apprenticeship training
Senior management work with union to establish agreement
Allow external / community college trained candidate to enter company apprentice training program
Reduces total internal training time by one year
Addresses immediate need to mitigate the anticipated near term retirement challenge
Reduces total training costs for the company

13. Results Articulation agreements established with community colleges
Community college programs implemented
Senior management established an agreement for graduates to enter company apprenticeship program

14. Outcomes Intended Unintended
Access to a competent pool of new employees
Unintended
National economic crash
Michigan still not recovered
Reduced new business construction for Michigan utilities
The pace of OM&C retirements has slowed
Community college programs now producing graduates that do not have jobs to go to upon graduation.

15. New Business
Gas
Overall gas installs decreased by 24% from 2008 to 2010
Gas installs decreased by 28% from 2008 to 2009
Gas installs increased 6% from 2009 to 2010
Electric
Overall electric installs decreased 33% from 2008 to 2010
Electric installs decreased 30% from 2008 to 2009
Electric installs decreased 5% from 2009 to 2010

16. Review of Outcomes Cost advantages of external programs
Access to external employee pool
Gained valuable experience in designing and implementing articulation agreements
Community college establish these programs within their industry certificate program area, instead of the academic program queue
Community colleges must be careful not to intentionally or unintentionally make employment promises

17. Subsequent Plan Community college utility programs offered in 2011
Status quo or slight increase
Build off of core curriculum

18. Michigan Utility Workforce Development
Community College Network
DELEG
Michigan Utility Industry
Pool of Diverse Qualified Individuals