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PerformanceMATTERS

Solutions That PerformV O L 2 | I S S U E T W O | S P R I N G 2 0 0 8

GET READY TO PASS THE TORCH OF KNOWLEDGE ,

EXPERIENCE AND TECHNOLOGY!

The Chang�ng Workforce

FROM DR. DEUTSCH

The Boomer’s Farewell: Com�ng Soon to a Workplace Near You

ATTENTION, PLEASE

Healthcare System Not Ready for Ag�ng Baby Boomers

PREPARING FOR BOOMER RETIREMENT

It’s All About Human Performance

PERfORmaNcEMATTERS

The Boomers’ Farewell: Com�ng Soon to a Workplace Near You

The ma�n theme of th�s Performance Matters

newsletter �s “The Chang�ng Workforce: Gett�ng Ready to Pass the Torch of Knowledge, Exper�ence and Technology.” And one of the b�ggest parts of that change �s the Baby Boom generat�on’s ret�rement. That’s 76 m�ll�on Boomers who w�ll be el�g�ble for ret�rement and may be walk�ng away from careers and jobs over the next couple of decades. The potent�al

loss of talent and knowledge �s �mmense.

In “Prepar�ng for Boomer Ret�rement—It’s All About Human Performance,” RWD’s Kathy Klepon�s wr�tes about how g�v�ng an organ�zat�on’s tra�n�ng program a strateg�c, performance-based approach w�ll be v�tal—not only to prepare for the Boomers’ ex�t, but to g�ve younger leaders and workers the sk�lls they’ll need. In fact, �t w�ll “ult�mately dr�ve bus�ness results and accompl�sh organ�zat�onal goals…” Kathy notes three key areas that w�ll have to be addressed to create th�s outcome—processes, change management and commun�t�es of pract�ce.

Both the o�l and gas �ndustr�es

are hav�ng trouble reta�n�ng workers, due partly to ret�r�ng Boomers. M�chael Bradford, of Bus�ness Insurance, tells why making up that deficit may depend on �mprov�ng managers’ people sk�lls.

Another art�cle looks at the �mpend�ng healthcare cr�s�s, as all those Boomers move �nto the Med�care system. The problems are daunt�ng. Med�care �s cutt�ng phys�c�an payments. There’s a short supply of ger�atr�c spec�al�sts and they’re underpa�d. And there’s relat�ve lack of tra�n�ng for ger�atr�c spec�alt�es.

As difficult as these challenges may be, they represent �ncred�ble opportun�t�es for RWD to make a d�fference. It’s

up to us to help our clients find and �mplement solut�ons that w�ll make an �mpact on th�s unprecedented transformat�on of Amer�ca’s workforce.

Dr. robert W. Deutsch | chairman

A MESSAgE FROM Dr. Robert W. Deutsch

LETTER FROM THE EDITOR

V O L 2 | I S S U E T W O | S P R I N G 2 0 0 8

�

971 Message from Dr. Robert W. Deutsch

Am�dst all the changes, opportun�ty abounds.

2 Preparing for Boomer Retirement: It’s All About Human Performance

Help employees share exper�ence and knowledge.

4 Talkin’ ’bout my generation!

Tak�ng a look at the generat�on

gap—who are we and why do we do what we do?

5 The 3 Intrapersonal Pirates of PerformancePreconce�ved not�ons, preoccupat�on and poor percept�on: make sure you’re not gett�ng robbed.

7 Oil Companies Face Manpower RiskJust how severe �s th�s talent shortage?

9 Healthcare System Not Ready for Aging Baby BoomersThere �s a grow�ng need for �mmed�ate act�on to �mprove the qual�ty of care.

9 What’s on your mind?Human Resources execs reveal the�r thoughts on �mpend�ng challenges.

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Dur�ng my daughter’s recent h�gh school graduat�on ceremony, the messages from faculty/adm�n�strat�on and the students were very d�fferent. The faculty and adm�n�strat�on focused on the current state of the economy, advances �n technology, and the fact that you have to not only work smart but work hard. The students’ speeches addressed how each graduate must approach the next phase of the�r l�ves. Whether enter�ng the workforce or cont�nu�ng the�r educat�on, “do what makes you happy” was the focal po�nt.

Th�s class started out w�th 400 students as freshman and ended up w�th a fa�rly unruly group of 250 earn�ng the�r d�ploma. The fact that we lost �50 students �n four years can, for the most part, be contr�buted to the economy of the area we l�ve but I found �t �nterest�ng that th�s generat�on, the Gen-Yers, really do have a “whatever” att�tude and I started to wonder what th�s means for the workforce they w�ll soon be enter�ng, now or �n four years.

It �s th�s k�nd of change �n behav�or and the fact that a large number of “boomers” w�ll be ret�r�ng that we are focused on �n th�s �ssue. Innovat�ve solut�ons to reduce the generat�on gap and transfer knowledge w�ll be necessary for most organ�zat�ons for the next �0–20 years.

BTW, :-) read�ng! LOL!

Sue Varner | editor

Kayla Hartford | aSSociate editor

Corporate Market�ng & Commun�cat�onsFor quest�ons and add�t�onal �nformat�on on the content of th�s newsletter contact Sue Varner at �.800.677.3688 or svarner@rwd.com.

Copyr�ght ©2008 RWD Technolog�es, LLC. All r�ghts reserved.

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W�th 76 m�ll�on baby boomers fac�ng

ret�rement, captur�ng the�r exper�ence and translat�ng �t for a new generat�on �s a daunt�ng task. Such a mass�ve knowledge transfer �s about more than pass�ng down the �ns�ghts and processes that worked for one generat�on. It �s also about ensur�ng younger workers – who have vastly d�fferent expectat�ons – rece�ve the �nformat�on �n such a way that they reta�n �t, adapt �t and make �t the�r own. Indeed, how to reta�n knowledge wh�le ma�nta�n�ng a h�gh perform�ng workforce �s cr�t�cal to susta�n�ng tomorrow’s bus�ness economy.

There �s no one “k�ller ap” or magic solution that will fix th�s loom�ng cr�s�s. However, transform�ng an organ�zat�on’s learn�ng funct�on �nto a strateg�c performance-based approach can create real bus�ness value for compan�es fac�ng th�s challenge. The end-result �s d�fferent for every enterpr�se, but by �ntegrat�ng the best pract�ces of effect�ve tra�n�ng methods and proven cont�nuous �mprovement techn�ques w�th new collaborat�on tools and technolog�es, every company can ensure that �ts learn�ng effect�vely enhances the performance of �ts people for generat�ons to come.

Us�ng a performance-based approach to help employees share exper�ence and knowledge w�ll not only help fac�l�tate knowledge transfer but w�ll ult�mately dr�ve bus�ness results and accompl�sh organ�zat�onal goals, object�ves and m�ss�ons. An adaptable human performance program responds to change by prepar�ng for �t and �ntegrat�ng several cr�t�cal elements �n real t�me, �nclud�ng:

• Processes

• Change Management

• Commun�t�es of Pract�ce

Processes

Tra�n�ng younger generat�ons how to use new solut�ons and technology may not sound challeng�ng to many organ�zat�ons. After all, th�s �s a generat�on that has grown up onl�ne and on the cell phone. What many compan�es fa�l to recogn�ze, however, �s these workers do not understand the l�nkage that ex�sts between technology and the bus�ness. Wh�le technology des�gn, development, del�very and program evaluat�on processes are �mportant, just as �mportant are project management, vendor management, performance assessment and cont�nuous �mprovement processes. In short, younger generat�ons are equ�pped to understand

technology tact�cs but often do not have the b�g p�cture – the strategy and process beh�nd the technology that creates value – only exper�ence can prov�de.

On the other s�de of the co�n, a real opportun�ty ex�sts to leverage the technology hab�ts of younger generat�ons to help them make these bus�ness / process connect�ons. Recently, authors Dan Tapscott and Anthony W�ll�ams d�scussed the l�fe styles of the “Net Gens” (born between �977 and �996) �n the�r book W�k�nom�cs, “Th�s �s the collaborat�on generat�on… Unl�ke the�r parents �n the Un�ted States, who watched twenty-four hours of telev�s�on per week, these youngsters are grow�ng up �nteract�ng. Rather than be�ng pass�ve rec�p�ents of mass consumer culture, the Net Gen spend t�me search�ng, read�ng, scrut�n�z�ng, authent�cat�ng, collaborat�ng and organ�z�ng.”

Instant message, SMS, soc�al network�ng, Youtube, blogg�ng – all are relat�vely new phenomena heav�ly used by

as millions of baby boomers were coming of age in 1973, Kurt Vonnegut wrote,

“New knowledge is the most valuable commodity on earth.” almost 35 years

later, it seems ironic that american businesses are seeking ways to retain the

“old” knowledge of the boomer generation.

It’s All About Human Performance

PREPARINg FOR BOOMER RETIREMENT

�0m�nutes,

a Baby Boomer

turns 60 years

old.©IDC. IT Training Update:

Forecast and Training Predictions, Doc# 206286, April 2007.

younger generat�ons and less understood by the boomers. But if companies can find a way to br�dge that gap, they can create a collaborat�ve culture that l�nks exper�ence w�th new technology trends. Knowledge transfer w�ll not only happen more qu�ckly but also more effect�vely, as the �nformat�on w�ll be passed through a med�um already accepted by younger workers. An added bonus – compan�es already have the technology tools and �ntellectual cap�tal to bu�ld th�s br�dge. What’s m�ss�ng �s the culture and �ncent�ve to make these l�nkages happen.

Change Management

In 2004, the Soc�ety for Human Resource Management recogn�zed the potent�al challenges of four generat�ons work�ng s�de by s�de and surveyed �ts membersh�p regard�ng the mult�generat�onal workforce. SHRM found

that, “The most commonly cited areas of conflict

among those who have w�tnessed �t

�nvolved…deal�ng w�th

EvERy

continued on page 3

By KATHy KLEPONIS, RWD TECHNOLOgIES

Or�g�nally publ�shed onl�ne �n Training Magazine

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change and technology �ssues.” (Generational Differences Survey Report, August 2004, Mary Elizabeth Burke)

Indeed, new �n�t�at�ves and new ways of do�ng bus�ness always �mpose learn�ng challenges, but the b�gger �ssue �s whether the company’s culture supports change. Typ�cally, most compan�es do not face a techn�cal or strateg�c compl�cat�on but rather a problem of the organ�zat�on’s execut�on of the change through �ts people. Put another way – does the organ�zat�on foster a culture that encourages �nformat�on exchange, knowledge shar�ng and team collaborat�on? Frequently, compan�es place too much emphas�s on opt�m�z�ng an �n�t�at�ve and not enough emphas�s on understand�ng how change w�ll �mpact �ts people.

By proact�vely address�ng key needs of the people �n the organ�zat�on and creat�ng a culture that supports mult�generat�onal d�alogue, �nformat�on shar�ng and collaborat�on, change management can protect �nvestments and hoped-for return on �nvestment (ROI) on relevant technology solut�ons. An effect�ve change management program cons�ders the �nd�v�dual – whether they are 22 or 62 – and the�r needs.

By target�ng the �nd�v�dual, organ�zat�ons can �ncrease employee acceptance and m�n�m�ze res�stance to change.

Examples of �nd�v�dual needs m�ght �nclude �dent�fy�ng a cred�ble leader or sponsor w�th whom they can assoc�ate w�th the change, a reason for chang�ng, appropr�ate structure to gu�de the�r act�v�t�es �n the new way of work�ng, and the�r need to feel �nvolved and accountable. Most compan�es w�ll approach these changes from the top down – �dent�fy�ng boomers or members of Generat�on X who w�ll be tasked w�th mentor�ng, tra�n�ng

or coach�ng younger workers. Yet compan�es can also turn th�s approach on �ts head by tapp�ng the technology savvy and �nteract�ve tendenc�es of the “Net Gen” workers to find new ways to work together and �ntegrate collaborat�ve technology.

By �dent�fy�ng generat�onal strengths, organ�zat�ons can ensure workers at all levels assume some degree of ownersh�p for the�r role �n the successful execut�on of knowledge transfer. When properly �mplemented, change management accelerates the trans�t�on to the new ways of bus�ness and enables a culture that lets organ�zat�ons more qu�ckly and fully adapt to new ways of work�ng.

Communities of Practice

SHRM also reported that 3� percent of human resource profess�onals sa�d that they frequently saw workers from d�fferent generat�ons learn�ng from one another. When workers are further enabled w�th collaborat�on technology, the speed and ease w�th wh�ch they can learn from each other �s accelerated.

THERE WILL BE A SHORTFALL OF

3,000,000workers between the projected workforce and the number of jobs required by 20�6.

By identifying generational strengths,

organizations can ensure

workers at all levels

assume some degree

of ownership for their

role in the successful

execution of

knowledge transfer.

Wh�le there �s no “must-have” technology, �nstant messag�ng, synchronous l�ve-meet�ng technology and screen-shar�ng capab�l�ty are espec�ally useful. However, once aga�n, merely enabl�ng workers w�th technology �sn’t enough. When left to the�r own dev�ces, knowledge workers spend 40 percent of the�r t�me look�ng for �nformat�on. There �s an old story that descr�bes the inherent inefficiencies this fosters:

A fellow �s on h�s hands and knees search�ng the s�dewalk �n the glow of a street l�ght �n front of h�s house. A passerby asks what he �s look�ng for. “My keys, I can’t find my keys.” The newcomer offers to help and asks the fellow where he th�nks he lost them. “Around the corner,” comes the reply. The passerby asks, “Why are you look�ng here?” “Because the l�ght �s better here.”

Unfortunately, most knowledge workers are �ncl�ned to do the same th�ng. When we have a quest�on, we ask the person closest to us whether or not they have the expert�se we are seek�ng, wh�ch �s why commun�t�es of pract�ce are so ©IDC. IT Training Update: Forecast and Training Predictions, Doc# 206286, April 2007.

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�mportant. If �nd�v�duals are naturally go�ng to go to others for help, why not make �t easy for them to find the people who can truly help them? Th�s �s fundamentally what bu�ld�ng commun�t�es of pract�ce �s about.

The �mportance of tak�ng a d�sc�pl�ned approach to bu�ld�ng commun�t�es results �n commun�ty membersh�p that �s focused and supported at all levels. When properly

establ�shed, these commun�t�es �mpact not only bus�ness object�ves but the health and success of �nd�v�dual parts of the organ�zat�on and commun�t�es, as well as the career growth and job sat�sfact�on of the �nd�v�duals �n the commun�ty.

As younger generat�ons further �ntegrate �nto the workforce, the�r use of soc�al network�ng w�ll play an �nterest�ng role �n creat�ng v�rtual commun�t�es

of pract�ce. Just as younger workers offer a un�que collaborat�on perspect�ve �n foster�ng change management, that same po�nt-of-v�ew can also help cult�vate v�rtual commun�t�es of pract�ce.

Looking to the Future

Commun�t�es of pract�ce, change management and process assessment are three cr�t�cal components to the development of a cross-generat�onal, h�gh performance

workforce. However, they must also be frequently evaluated aga�nst bus�ness metr�cs and v�ewed as part of a bus�ness-al�gned learn�ng program. A performance-based approach to learn�ng �s about more than prepar�ng for a potent�al baby boomer exodus. It’s about equ�pp�ng leaders and workers w�th the technology, tools and sk�lls they need to cont�nually learn and adapt to change, turnover, evolut�on and revolut�on.

Talk�n’ ’bout my generat�on!

Who are we—and why do we do what we do?

Veterans Boomers Xers Gen-Y (1922-1945) (1946-1964) (1965-1980) (1981-2000)

formative WW I and II cold war fall of Berlin Wall September 11

attitude toward Honor & respect challenge leadership Ignore choose own boss authority

View of technology Hope to outlive it master it enjoy it employ it

Philosophy no sweat no problem no fear Whatever

Work & family The two kept separate Work to live Balance Balance

feedback & rewards Satisfaction in job money & title freedom is feedback at the well done best reward push of a button

Work obligation adventure challenge means to an end

messages that Your experience You are valued Do it your way You will work with motivate is respected & needed other bright people

as we age, our priorities in life change—those things so important

to us at 20 may not mean as much at 60. What’s shaped our view

of the world, what motivates us? Take a look below at some very

interesting observations! ©IDC. IT Training Update: Forecast and Training Predictions, Doc# 206286, April 2007.

5

Background

Evolut�on of spec�es seems to work �n three steps: repl�cat�on, var�at�on and select�on. Var�at�on leads to d�vers�ty and that seems to be the bas�s for the select�on step. So, �n pr�nc�ple, �ncorporat�ng d�vers�ty of v�ewpo�nts, op�n�ons and perspect�ves should ensure the long-term surv�val of any team. In pract�ce, however, some teams are better at deal�ng w�th d�vers�ty than others. In Amer�ca, when people talk of d�vers�ty, unfortunately the debate qu�ckly centers only on race, ethn�c�ty and rel�g�on. However, I have exper�enced the “us versus them” mental�ty between eng�neers and operators, between sc�ent�sts and eng�neers, between people from one state versus another, between IT folks and non-IT folks, between plant groups and corporate groups, etc. When our exper�ences and world v�ews are d�fferent, �t �s �ndeed challeng�ng to work as a team.

There are several means to ensure the success of such d�verse teams. Some of these means are external, such as the reason for the ex�stence of a team. Object�ves that are larger and go way beyond the �nd�v�dual asp�rat�ons, such as land�ng on the moon or erad�cat�ng world hunger, have an organ�c ab�l�ty to �nsp�re people to work together. Other ways of support�ng team excellence �nclude prov�d�ng appropr�ate resources, tools and

�. The yolk of an egg IS wh�te.

2. The yolk of an egg ARE wh�te.

Preconce�ved not�ons often man�fest outwardly as conclus�ons. One telltale s�gn of preconcept�ons at work �s the over-rel�ance on “absolutes” �n our assert�ons about other people and s�tuat�ons. For example:

• Mary �s not open to �deas.

• Higher profits are always better than faster growth.

• Eng�neers always make everyth�ng more complex.

Preoccupation

Th�s �s the second of the three IPPs. Preoccupat�on happens when our thought process �s dom�nated by events of the morn�ng or the prev�ous day or �t could be a long-term obsess�on that prevents us from fac�ng the present moment w�th our full attent�on and full capab�l�t�es. Th�s obsess�ve th�nk�ng prevents us from expand�ng our hor�zons. As

c. L�ne “B” �s longer than l�ne “A.”

Answers are presented on page �0 of th�s newsletter. You may want to read the ent�re art�cle before tak�ng a peek at the answers.

Next, �nspect the s�tuat�on descr�bed �n the paragraph below and mark your answer.

An �nternat�onal student came to the Un�ted States from another country. He was new to the nuances of the Engl�sh language. Please help h�m by lett�ng h�m know wh�ch one of the follow�ng two statements are correct:

address�ng the �nterpersonal work�ngs of the team.

I have d�scovered three �ntrapersonal p�rates of performance (IPPs). They are the enem�es that lurk w�th�n all of us. They d�rectly affect �nd�v�dual performance but �mpact team performance exponent�ally. Although descr�bed �nd�v�dually and separately �n the next few sect�ons, �n l�fe the Three IPPs work synerg�st�cally. The Three IPPs are preconce�ved not�ons, preoccupat�on and poor percept�on.

Preconceived Notions

Our m�nd �s des�gned to detect patterns. Th�s ab�l�ty was essent�al for surv�val under host�le cond�t�ons. It allows us to sense danger such as recogn�z�ng the roar of a l�on or not�c�ng a snake �n the path. However, when work�ng w�th people and bus�ness s�tuat�ons the same strength can become a weakness.

To exper�ence the power of th�s factor, exam�ne the two l�nes shown �n F�gure � (right). Now, answer the follow�ng quest�ons about the p�cture you just saw:

�. Have you seen th�s puzzle before? (Circle one) Yes. No.

2. Mark the correct answer from the follow�ng opt�ons (Pick one):

a. The two l�nes are of equal length.

b. L�ne “A” �s longer than l�ne “B.”

The Three Intrapersonal P�rates of Performance

THE THREE IIPs

By SAIDAS M. RANADE

With the make up of the workforce in a constant state of flux, this article

focuses on intrapersonal factors that are critical not only to the performance

of individuals but also to the success of the team—crossing the boundries of

not only age but of experience level, work style and personal perceptions.

FIgURE 1. Two lines derived from the famous Müller-Lyer Oplical Illusion.1

FIgURE 2. What is this a picture of?2

Think you know the answers?

a

B

the say�ng goes, “If you are a p�ckpocket, all you see are pockets.” It narrows our focus too qu�ckly. It makes our dec�s�ons “�mbalanced.”

Here �s a s�mple exerc�se to �llustrate the role of preoccupat�on. Exam�ne the p�cture shown �n F�gure 2 (below left) and l�st three qu�ck guesses on what �t represents. Just for fun, show �t to a teenager and ask h�m or her to also prov�de three guesses.

Some examples of preoccupat�on at work are:

• A boss whose only concern �s expenses. If you showed h�m an �dea that could make m�ll�ons of dollars h�s first question and the only quest�on �s “How much �s �t go�ng to cost?”

• A PM who wants you to finish the task as fast as you can, even �f �t does not meet the quality specifications.

• An �nterrupt�on. You got a nasty call from a cl�ent so you drop everyth�ng and just focus on that cl�ent’s project.

6

• A team member who loves Excel and �gnores all other formats of commun�cat�on.

• A colleague who �s obsessed w�th “s�mple and qu�ck” answers.

Poor Perception

Stud�es have shown that our percept�on of even s�mple, well-defined objects is skewed by the asymmetr�c nature of our senses. If we add to that the d�mens�ons of human emot�on and human nature, �t �s very easy to m�sread complex s�gnals compr�s�ng v�sual and verbal cues. In h�s sem�nal book, “The F�fth D�sc�pl�ne3,” author Peter Senge �ncludes th�s factor �n what he calls the ladder of �nference.

To exper�ence the role of poor percept�on exam�ne the photograph of the famous St. Lou�s Gateway arch shown �n F�gure 3 (below).

Answer th�s s�mple quest�on: Is the he�ght of the arch the same as the d�stance between the two bases of the arch? (Circle one) Yes. No.

Here �s another exerc�se to check the rel�ab�l�ty of our “s�mple and qu�ck” responses to a s�tuat�on. F�gure 4 (below) shows a p�cture of our planet. Rev�ew the s�tuat�on and answer the quest�ons posed.

Somet�mes �n real l�fe th�ngs happen so fast that our senses are unable to keep up w�th the s�gnals. We then resort to select�ve or part�al percept�on. But even �n s�tuat�ons that are not overwhelm�ng, preconce�ved not�ons and pre-occupat�on cloud our ab�l�ty to perce�ve s�gnals clearly. Here are some examples of poor (part�al, select�ve or �ncorrect) percept�on:

• The project manager asks: “When w�ll the report be ready?” You hear “Why �s the report not ready yet?”

• The V.P. of your d�v�s�on congratulated your colleague for her hard work. Your percept�on: “He (the V.P.) th�nks we are not work�ng hard and �s send�ng a message.”

• You joke about the MIS group’s ab�l�ty to act fast. The MIS representat�ve perce�ves that you are tell�ng her that she �s not do�ng her job.

Summary and Recommendations

The ma�n focus of th�s art�cle �s the often �gnored �ntrapersonal factors that can have a d�rect �mpact on qual�ty of �nterpersonal relat�onsh�ps and dec�s�on-mak�ng �n a team env�ronment. Preconce�ved not�ons, preoccupat�on and poor percept�on were �ntroduced as the three p�rates of performance or the “Three IPPs.”

Next t�me you are �n a team meet�ng or exam�n�ng a challeng�ng s�tuat�on, start by not�c�ng your �nner d�alogue about an �nd�v�dual or the s�tuat�on. Th�s present-moment awareness w�ll act as a deterrent to preconce�ved not�ons and preoccupat�on.

Next t�me, before you get �nto that heated argument, rem�nd yourself of the fickle nature of percept�on, ask clar�fy�ng quest�ons to understand the b�g p�cture and cross-check your gut react�on w�th a bra�n check and a heart check. Combat�ng these bl�nd spots w�ll allow us to respond creat�vely as �nd�v�duals and as teams to the complex challenges fac�ng us today.WHO IS SAIDAS RANADE, RWD

LLC, HOUSTON TEXAS? Dr. Saidas “Sai” ranade is a Ph.D. chemical engineer and is the manager of Process and Product Innovation in rWD’s energy practice. He has published over 20 articles on topics ranging from mathematical modeling to organizational excellence. This article is based on a motivational seminar that he has presented, prior to joining rWD, to memorial Hermann IT Department, Louisiana office of Student financial aid, UH Women’s network, aga Khan foundation Walk, etc. In his spare time, as an award-winning standup comedian, he explores the shadow side of the Three IPPs.

References1 Th�s puzzle �s based on my

recollect�on of a class exerc�se I d�d �n the early 90s wh�le attend�ng an excellent course called, “Target Account Sell�ng” or�g�nally developed by the Atlanta-based Target

Market�ng Group.2 Adams, J.L., “Conceptual

Blockbust�ng,” 2nd Ed. W.W. Norton and Co., N.Y., �974, p.22.

3 Senge, P., “The F�fth D�sc�pl�ne,” Currency Doubleday, N.Y., �990.

4 Claxton, G., “Hare Bra�n Torto�se M�nd,” The Ecco Press, New Jersey, �997.

FIgURE 4. Premature articulation.4

FIgURE 3. The St. Louis gateway Arch, St. Louis, Missouri.

Imagine the earth has been smoothed over

and it forms a perfect sphere and a piece of

non-elastic string has been tied snugly round

the equator. now imagine that the string is

untied and another two meters is added to

the total length, which is then spaced out so

that the gap is the same all way around. How

big is this gap? could you slide a hair? a coin?

could you crawl under it?

Other ways of supporting team

excellence include providing appropriate

resources and tools and addressing

the interpersonal workings of the team.

7

Wh�le many �ndustry challenges were

d�scussed, I would l�ke to touch on one cr�t�cal �ssue: talent management and take th�s opportun�ty to d�scuss three solut�ons RWD br�ngs to the �ndustry to address �t.

Before jump�ng to a solut�ons d�scuss�on, someth�ng Bus�ness Development Managers are apt to rush �nto, please perm�t me to descr�be the state of the �ndustry so we understand why address�ng th�s need �s so cr�t�cal at th�s t�me.

Over the last five years, what industry has not discussed the reality of the baby boom retirement challenge?

What �s d�fferent today? The Boom �s ret�r�ng now and the r�se �n energy costs �s dr�v�ng talent �nto the o�l and gas sector. The power compan�es that have not �nvested �n new and �nnovat�ve ways to attract, h�re, tra�n and reta�n the next workforce are scrambl�ng.

The pr�mary stakeholders affected by th�s challenge �nclude state and local governments, trade schools and academ�c �nst�tut�ons, power and d�str�but�on compan�es and consult�ng and performance �mprovement

compan�es l�ke RWD. State and local governments have the opportun�ty to prov�de grants and fund�ng to grow �ndustry human capital and benefit from local econom�c growth. Trade schools and colleges can access grant mon�es and del�ver fundamental knowledge curr�culum that attracts students who need educat�on to enter the �ndustry. Power compan�es need a pool of talent to draw educated, exper�enced new h�res �nto the�r workforce. Compan�es l�ke RWD who offer �nnovat�ve solut�ons to des�gn, del�ver and manage performance-based tra�n�ng and qualification systems will ensure the r�ght sk�lls and ab�l�t�es are ach�eved to support the job and �ts dut�es.

Now th�s �s my favor�te part, the talent management solut�ons. Wh�le the l�st �s broad and comprehens�ve, I w�ll narrow my solut�on areas to three: RWD’s Talent Management Model, Apprent�cesh�p Programs and Techn�cal Operator Performance Support (TOPS).

Talent Management

RWD br�ngs a bus�ness strategy model to help gu�de power �ndustry compan�es and other key stakeholders ment�oned, to determ�ne the best way to approach talent management

and to �mplement or outsource key aspects of th�s process. As a leader �n operat�onal read�ness and change management, we can also address the �ssues assoc�ated w�th change wh�ch �s cr�t�cal �n such a mature and stable �ndustry.

Apprentice Programs

W�th a shortage of craft sk�ll workers, the power �ndustry does not have the luxury to h�re sk�lled workers from other compan�es or �ndustr�es. Work�ng w�th state governments, trade schools and local colleges, craft sk�lls w�ll have to be developed through apprent�cesh�p programs that educate students from nov�ce to journeyman levels. These programs need to be supported by government and un�on certification to ensure they meet standards and sufficient exper�ence requ�rements. RWD �s work�ng w�th several state governments and colleges across the country to des�gn programs to meet our cl�ents’ needs. Today, many of the colleges lack the appropr�ate tools and expert�se to del�ver these programs. A number of pr�vate compan�es have solut�ons but they fall short of the certification requirements needed to make them v�able for the �ndustry as a whole.

TOPS

The best pract�ce �n the power and process �ndustry for operator tra�n�ng and advanced qualification is TOPS, RWD’s tra�n�ng solut�on developed specifically for advanced tra�n�ng �n response to OSHA’s Process Safety Management compl�ance requ�rements. Coupled w�th our standard tra�n�ng des�gn, TOPS prov�des un�t-

specific training interventions that teach conceptual knowledge about equ�pment, systems and process un�t parameters so console and field operators have the task and conceptual knowledge to adequately superv�se un�t operat�ons and respond to emergenc�es.

TOPS uses a system of what-�f and troubleshoot�ng exerc�ses and assessments to help an operator pred�ct future changes to plant operat�ons and challenges the�r ab�l�ty to �dent�fy the root cause of process upsets and abnormal s�tuat�ons. Th�s can be challeng�ng when operators rely on �nstrumentat�on, automat�on and emp�r�cal knowledge which often is insufficient when �nstrumentat�on fa�ls and operators lack conceptual process understand�ng.

Conclusion

RWD’s sen�or management has looked for ways to bundle solut�ons that requ�re expert�se from enterpr�se learn�ng, performance solut�ons, managed serv�ces and organ�zat�on change management. To address the talent management gap �n the power �ndustry, �t w�ll requ�re many of RWD’s core competenc�es and expert�se, bus�ness and m�nor�ty partners, new bus�ness and governance models and some future partnersh�ps and compan�es.

Address�ng Talent Management �n the Energy Industry By

BILL ROBERTS

In may 2008, RWD’s Energy Performance Division

had its first business strategy session to discuss

the power industry business, how it serves its

customers, the key business drivers, how power

companies compete and how RWD could serve

this mature and growing industry.

With our client focus and ability to address this daunting challenge, the energy Performance Division is

prepared.

8

19% The estimated percentage

of the entire U.S. workforce

holding executive, administrative and

managerial positions that will

retire in

the next

5 years.

©IDC. IT Training Update: Forecast and Training

Predictions, Doc# 206286, April 2007.

9

Are you th�nk�ng what I’m th�nk�ng?Talent retention and impending shortages

are top of mind with human resource

executives at fortune 500 companies.

80%

60%

40%

20%

0%

Contingent labor

management

“We face an �mpend�ng cr�s�s as the grow�ng

number of older pat�ents, who are l�v�ng longer w�th more complex health needs, �ncreas�ngly outpaces the number of healthcare prov�ders w�th the knowledge and sk�lls to care for them capably,” sa�d John W. Rowe, professor of health pol�cy and management at Columb�a Un�vers�ty.

Rowe headed an Inst�tute of Med�c�ne comm�ttee that released a report Monday on the healthcare outlook for the

78 m�ll�on baby boomers about to beg�n turn�ng 65.

The report from the �nst�tute, an arm of the Nat�onal Academy of Sc�ences, sa�d:

• There aren’t enough spec�al�sts �n ger�atr�c med�c�ne.

• Insufficient training is ava�lable.

• The spec�al�sts that do ex�st are underpa�d.

• Med�care fa�ls to prov�de for team care that many elderly pat�ents need.

The study sa�d Med�care may even h�nder sen�ors from gett�ng the best care because of �ts low re�mbursement rates, a focus on treat�ng short-term health problems rather than manag�ng chron�c cond�t�ons and lack of coverage for prevent�ve serv�ces or for healthcare prov�ders’ t�me spent collaborat�ng w�th a pat�ent’s other prov�ders.

The Amer�can Med�cal Assoc�at�on responded that sen�ors’ access to Med�care �n com�ng years “�s threatened by loom�ng Med�care phys�c�an payment cuts.”

“Th�s July, the government w�ll beg�n steep cuts �n Med�care phys�c�an payments, and 60 percent of phys�c�ans say th�s

cut w�ll force them to l�m�t the number of new Med�care pat�ents they can treat,” the AMA sa�d �n a statement

AARP, the organ�zat�on for older Amer�cans, sa�d the report h�ghl�ghts the grow�ng need for �mmed�ate act�on to �mprove and strengthen the healthcare and long-term care workforce.

“We know the problem, and we know how to begin to fix �t,” sa�d AARP Pres�dent-Elect Jenn�e Ch�n Hansen.

The group sa�d �t �s endors�ng a b�ll by Senators Barbara Boxer, D-Cal�f. and Susan Coll�ns, R-Ma�ne, �ntended to steer careg�vers towards ger�atr�c and long-term care roles and create an adv�sory panel to analyze th�s cr�t�cal sector and make recommendat�ons to tackle �ts chang�ng needs.

The report found there are about 7,100 doctors certified in ger�atr�cs �n the Un�ted States, one per every 2,500 older Amer�cans.

Turnover among nurse a�des

Healthcare System Not Ready for Ag�ng Boomers

millions of baby boomers are about to enter a

healthcare system for seniors that not only isn’t

ready for them but may even discourage them

from getting quality care.

REPORT SAyS U.S. FACES ‘IMPENDINg CRISIS’ IN

HEALTHCARE FOR SENIORS

©IDC. Analyze the Future. Source: IDC’s Talent Pulse Survey, May 2006.

Offshoring & outsourcing

Leadership succession

Managing a global

workforce

80%

60%

40%

20%

0%

Impending labor shortage

Retaining top talent

�0

THE CLASSICAL MüLLER-LyER opt�cal �llus�on shows two

l�nes that are of equal length. However, �n F�gure �, L�ne “B” �s �n fact longer than l�ne “A.” Those who answer “YES” to the first question typically get the second answer wrong.

REGARDING THE QUESTION about the �nternat�onal student,

there �s some debate about the use of the word “correct.” Some have argued that from the standpo�nt of Engl�sh language,

The Three Intrapersonal P�rates of Performance

ANSWER KEy

averages 7� percent annually and up to 90 percent of home health a�des leave the�r jobs within the first two years, the report sa�d.

Geriatric care training

But wh�le today’s elderly tend to be health�er and l�ve longer than prev�ous generat�ons, people over 65 have more complex cond�t�ons and healthcare needs than younger folks.

The report urged that all healthcare workers be tra�ned �n bas�c ger�atr�c care and that schools �ncrease tra�n�ng �n the treatment of older pat�ents.

The federally requ�red m�n�mum number of hours of tra�n�ng for d�rect-care workers should be ra�sed from 75 to at least �20, the report sa�d, not�ng that more tra�n�ng �s requ�red for dog groomers and man�cur�sts than d�rect-care workers �n many parts of the country.

And �t sa�d pay for ger�atr�c spec�al�sts, doctors, nurses

and care workers needs to be �ncreased.

A doctor spec�al�z�ng �n elderly care earned $�63,000 on average �n 2005 compared w�th $�75,000 for a general �ntern�st even though the ger�atr�c spec�al�st requ�red more tra�n�ng. The report also urged tra�n�ng for fam�ly members and other �nformal careg�vers who ass�st the elderly.

The study was sponsored by the John A. Hartford Foundat�on, Atlant�c Ph�lanthrop�es, Jos�ah Macy Jr. Foundat�on, Robert Wood Johnson Foundat�on, Ret�rement Research Foundat�on, Cal�forn�a Endowment, Archstone Foundat�on, AARP, Fan Fox and Lesl�e R. Samuels Foundat�on and Commonwealth Fund.

The National Academy of Sciences is an independent organization chartered by Congress to advise the government on scientific matters.

© 2008 The associated Press. all rights reserved. This material may not be published, broadcast, rewritten or redistributed. UrL: http://www.msnbc.msn.com/id/24107916/ mSn Privacy . Legal © 2008 mSnBc.com

answer � �s CORRECT but not TRUE. They may have a val�d po�nt but for our purposes, the correct answer to the quest�on about the �nternat�onal student �s “None of the above.” The yolk of an egg �s yellow.

THE MOST COMMON

ANSWER to the quest�on “What does th�s p�cture

show?”(F�gure 2) �s a map. Be�ng cond�t�oned by tests taken �n school, most people make a false assumpt�on that there must to be one r�ght

answer. Many people are not even able to come up w�th three guesses. K�ds seem to be better at com�ng up w�th �mag�nat�ve guesses. You w�ll not�ce that many of the guesses can be l�nked d�rectly to th�ngs on an �nd�v�dual guesser’s m�nd such as recent events and recent exper�ences. If you are wonder�ng about the r�ght answer, the correct answer �s: “It �s whatever you want �t to be” or “All your answers are correct.” The above two answers w�ll probably make some readers restless. Our m�nd seeks resolut�on and complet�on. Then aga�n, the definition of completion is in the (m�nd’s) eye of the beholder.

THE WAy WE pERCEIvE vert�cal and hor�zontal d�stances �s

asymmetr�c. In the photograph of the St. Lou�s Arch (F�gure 3), the he�ght appears to be more than the d�stance between the bases. In real�ty the Gateway Arch �s a perfect sem�-c�rcle.

IN THE ExERCISE descr�bed �n F�gure 4, the str�ng around the equator �s

a good example of the dangers of premature art�culat�on. The w�dth of the gap does not depend on the d�ameter of the object but only on the added length. In fact the gap w�ll be large enough that someone l�ke Kate Moss m�ght be able to sl�de through �t.

On the other side of the healthcare coin, advances

in the treatment of conditions such as heart disease

and arthritis are keeping many of the 76 million-strong

Boomer generation living full, active lives long after

leaving the workforce. Other statistics suggest that this

population segment is retiring with more discretionary

income than previous generations—leaving them with

the opportunity to enjoy many leisure-time pursuits,

such as traveling, gardening, golfing and biking.

��

PERfORmaNcEMATTERS

RWD Technologies5521 Research Park Drive

Baltimore, mD 212281.888.RWD.TEcH

Solutions That Perform

RWD U PCOM I N G 2008 EV E NTS

June 26-27: Project Leadership Essentials

Workshop (RWD Headquarters, Baltimore, MD)

July 16-18: Quest Northeast Conference

(Ledyard, CT)

July 23-25: Siemens Automation Summit

(Chicago, IL)

July 24-25: Annual Health Forum (AHA)

Leadership Summit (San Diego, CA)

August 19–21: Landwar Net (Ft. Lauderdale, FL)