Overview

This year’s global survey delivers insights from more than 11,000 business and human resource leaders across 124 countries—our largest survey to date.

For power and utilities organizations, the key topics are:

• The workforce ecosystem: Managing beyond the enterprise
• Citizenship and social impact: Society holds the mirror
• The longevity dividend: Work in an era of 100-year lives

For more information on each trend, including specific examples of power and utilities organizations putting the trends into action, download the full report.

The workforce ecosystem: Managing beyond the enterprise

Unlike traditional utilities contractors, the modern freelance worker or contractor for power and utilities organizations may not be subject to cultural, skills, and other assessments used for full-time employees. The question is, then, how can they be measured? What capabilities and skills should they develop? HR should help formalize training and support as well as clear performance goals for alternative workers.

Citizenship and social impact: Society holds the mirror

Twenty-six percent of power and utilities survey respondents stated that the primary purpose of their citizenship and social responsibility program was to support employee recruitment and improve employee branding.

In today’s era of the social enterprise, stakeholders are taking an intense look at power and utilities organizations’ impact on society; whether it is how a power plant affects the community or how employees feel about their jobs. This mirror—held up to businesses by society—reflects an organization’s identity for all to see. Polishing that reflection is now vital for success.

The longevity dividend: Work in an era of 100-year lives

Power and utilities organizations are bracing for the anticipated retirements of many highly skilled, long-term employees. Managing this shift requires innovative practices and policies to support extended careers and knowledge transfers, as well as collaboration between business leaders and workers on shared challenges such as age bias and pension shortfalls.