TRANSFERRING KNOWLEDGE FROM GREYBEARDS TO YOUNG PUPS A STATUS REPORT

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TRANSFERRING KNOWLEDGE FROM GREYBEARDS TO
YOUNG PUPS -A STATUS REPORT

• Gary S. PavisDirector-Nuclear FuelsConstellation
  Energy GroupNovember 18, 2003

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• What does Constellation Energy Group do?
• Generate and Supply Energy and Energy Expertise
  throughout North America
• Deliver reliable energy and services to Central
  Maryland
• 12,100 MW of generation including
• Calvert Cliffs (1740 MW)
• Nine Mile Point (1775 MW)
• 10 Billion in revenue annually

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• First you have to start with Greybeards
• Early retirement programs in 1999 and 2001 have
  thinned their ranks somewhat
• Engineering, IT, QA combined have about 15 of
  their workforce over 55

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• Was there an organized attempt to transfer
  information during the early retirement programs?
• No.
• Modest attempts at knowledge turnover during both
  periods
• As Yogi Berra said, He learned me all his
  experience.

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• How about hiring new blood into the
  organization?
• Period 1998-2002 marked by occasional hiring
  freezes and thaws
• Some organizations brought in new talent to
  counter turnover Fuels, Design Engineering - but
  no overall program
• Mentoring done to complete qualification cards
• Initial orientation training ( 13 weeks) with
  system matter experts serves as major source of
  knowledge transfer
• Other organizations scaled back or promoted craft
  personnel to Engineering Analyst to capture
  field experience (System Engineering)

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• Both nuclear sites, especially Nine Mile Point,
  had higher than industry average of long-term
  contractors (LTCs)
• Sites got comfortable with them, supervisors
  could adjust numbers to fit workload and
  circumvented the hiring freezes
• They became part of the staff

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• With management change in 2002 came change in how
  generation employment is managed
• Top Quartile Production Cost (TQPC) Program at
  Calvert Cliffs reduced staff but also created
  vacancies in engineering
• Calvert Cliffs in 2003 initiated program to
  reduce LTCs from over 150 in June 03 to lt10 by
  June04.
• Personnel transferred from Calvert Cliffs to help
  Nine Mile Point improve equipment reliability
• Conclusion Need people

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• Decision made to fill the ranks with new
  graduates and some specialized talent (example
  fire protection specialist)
• Trial program being established to hire
  entry-level engineers under the Chief Nuclear
  Officers budget and transfer to line
  organization budget after 2 years
• In parallel with this effort a disciplined
  mentoring program is also being tested

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• Initial program in Generation Services (Fossil)
  involving 13 mentees and 18 eligible mentors
  began this month
• Lessons learned will be applied to version to be
  utilized by Nuclear in 2004

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CGG Mentoring Program

• Learning is a CGG value
• Increase retention and development of new
  employees
• Opportunity to act as a resource to a new
  employee
• Increase individual skills and organizational
  knowledge necessary for success through mentoring
  another
• Career Path Development
• Assess the program for improvement as well as
  personal and organizational value

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Whats in the program?

• Initial meeting learn, introduce and begin
• Your first meetings
• Determine development goals
• Meet once or twice a month
• Develop a working relationship that leads to open
  honest discussions and a trusted relationship
• Mentors assist in thinking through approaches to
  difficult work projects, issues and work life
• Mentors provide feedback outside supervision
• Future training sessions

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Giving and Receiving the Benefits of Mentoring

• Anothers vision, experience and learning
• Insight into organizational culture, appropriate
  behaviors, attitudes and protocols and possibly
  receive insider knowledge not generally
  available.
• Personal learning, performance management and
  development
• Reduces isolation, permits access to activities
  and serves as a learning link within the
  organization
• Help focusing on career plans and moves
• Remain mentally alert and valuable to the
  organization
• Experience a non-threatening climate to test
  ones ideas, skills and viewpoints
• Share an adult-to-adult partnership, a model of
  equals
• Energized by achievement, mastery and personal
  growth
• Grow in personal power, influence and ability
• Mentees someday became mentors
• Developing a new work relationship

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• What is the role of organizations such as
  NA-YGN?
• Our representative (Elizabeth McAndrew) will lead
  Calvert Cliffs-Young Nuclear Professionals
  personnel to implement the mentoring program for
  Nuclear after the Fossil test
• They have conducted social events to meet peers,
  share experiences and outreach to the community
• They are developing speaking engagements to
  assist with the transition to a new environment
  both at work and at home
• Can serve as a sounding board for issues with
  mentoring, opportunities, tribal knowledge

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• In conclusion, Constellation Energy is making the
  transition to bringing more new graduates on
  board
• In parallel with that recruitment, we are testing
  a detailed mentoring program with our Fossil
  colleagues that we hope to bring to Nuclear next
  year to supplement orientation training
• NA-YGN can help through bringing new employees
  together to share experiences and suggest changes
  to reinforce what works