American Municipal Power has been on a journey from automating its HR processes for greater efficiency to truly transforming the HR functions as a platform for strategic change and optimal use of talent. We invite you to this webinar to learn from American Municipal Power’s story: The keys to retaining key people and high-performers. Best practices and strategies to engage management. How improved alignment drives execution, performance and business results. A live demonstration of SuccessFactors’ solutions.

1. Preparing For the Workforce of the Future with
SuccessFactors
Jane Juergens
CEO/Founder, PeopleGen, LLC
Former VP of HR & Talent Management
American Municipal Power, Inc.
Martine Spann
Senior Solutions Consultant
SuccessFactors, An SAP Company

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American Municipal Power (AMP)
American Municipal Power (AMP) is a nonprofit corporation that owns and
operates electric facilities for the purpose of providing electric power to 129-
Members in 7-States
These combined public power systems serve over 625,000 customers
Owns and manages a mix of power resources
• Fossil Fuels
• Hydroelectric
• Solar
• Wind
Currently 150-employees at headquarters and generating facilities
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3. © 2013 SAP AG or an SAP affiliate company. All rights reserved. 3
American Municipal Power (AMP)
Operates Ohio’s first utility-scale commercial wind farm
Developing 4-additional hydroelectric plants for a total of 350 MW
Additional member services include:
• Engineering
• Financial
• Generation
• Legal
• Environmental
• Public relations
• Energy efficiency
The ability to execute the business strategy and quickly adjust to changes
is crucial to the success of AMP and its members
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Agenda for Building the Workforce of the Future
• Background with SuccessFactors
• Beginning of strategy
• The future workforce
• Transformation to BizX strategy
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The Beginning
Performance & Goals Module
5
Outcomes
Cloud -- SaaS Model Online Access
Electronic Tracking Writing and Coaching Assistant
Competency Libraries Objective Distribution
Reporting and Analytics Administrative Tools
Cool Technology!

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The Beginning – continued
Performance & Goals Module
6
Evaluation Form Status Rating Distribution Administrative Tools

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More Modules, More Improvement
7
2008-2009
Upgraded SuccessFactors -- Added Modules
Outcomes
Ultra Version
Talent Tracker
Company Information
Employee Files (Employee Central)
Nine-Box Capabilities

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More Modules, More Improvement
8
Org Chart Employee Scorecard Nine Box

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Built-In Nine Box
9

10. The Rapidly Changing Workforce

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Social Media Statistics
• Over 1 Billion users on Facebook
• If Facebook were a country it would be the world’s 3rd largest and 2x
the size of the U.S. population
• In 10 years over 40% of the Fortune 500 will no longer be here
• 92% of children in the US have a digital footprint/shadow – By Age 2
• Every Second -- 2 new members join LinkedIn
• Every Minute -- 72 hours of video is uploaded to YouTube
• New Yorkers received tweets about an East Coast earthquake 30-
seconds before they felt it
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Social Media Statistics - continued
Lady Gaga, Justin Bieber and Katy Perry have more Twitter followers than
the entire populations:
• Germany
• Turkey
• South Africa
• Canada
• Argentina
• United Kingdom
• Egypt
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Changing Demographics
13
1997-? <1997 <1976 <1964 <1946

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15. R
U
RDY?

16. Are We Speaking the Same Language?
¿Que estamos
hablando el mismo
idioma?
Noi stiamo parlando la
stessa lingua?
Nous parlons la
même langue ?
我们在说同一种语言吗？
Ли мы
говорить на
одном языке?
Sprechen wir die
gleiche Sprache?

17. © 2013 SAP AG or an SAP affiliate company. All rights reserved. 17
Start by Revolutionizing HR
Sharpen and update HR skill sets on
• Coaching
• Mentoring
• Collaboration
Learn the Business and Facilitate Solutions
From “No Because” to “Yes If”
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Start by Revolutionizing HR
Create a “Not To Do” list –
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Start by Revolutionizing HR
19
EliminateHRSilos

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Start by Revolutionizing HR
20
Speak
the Language of Your
Business

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Start by Revolutionizing HR
21
Remember – “C-Speak” is different than “HR-Speak”
Human Capital and Operational Excellence
are the Top Global Challenges for 2013
Global Rank Challenges 2013 Score
1 Human Capital 2.44
2 Operational excellence 2.1
3 Innovation 1.99
4 Customer relationships 1.72
5 Global political/economic risk 1.68
6 Government regulation 1.55
7 Global expansion 1.31
8 Corporate brand and reputation 0.92
9 Sustainability 0.82
10 Trust in business 0.46
The Conference Board 2013

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Start by Revolutionizing HR
22
Align Objectives with your
Company’s:
• Mission
• Vision
• Strategic Plan

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Start by Revolutionizing HR
23
Compare current workforce skills with the skills necessary for future
operations – Fill Talent Gaps

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Start by Revolutionizing HR
24
Determine High Performance and High Potential for Succession Planning

25. BizX Strategy

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The Modern Era – 2010 and Beyond
26
Additional and Additions to Modules
Careers and Recruiting Compensation Stack Ranker
Badges Career Development Engagement Surveys
Succession Org Charts Free Version JAM Implementing LMS

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The Modern Era - continued
27
Badges Compensation Succession Org Chart

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• Developed annual work plan from 3-year strategic plan
• Arranged annual work plan objectives by projects
• Used cascading and linking functions to consolidate goals under
projects
• Created a robust ad hoc report that illustrated goals/objectives
and results
• Managers used ad hoc report as basis for recommendations
and employee feedback -- CEO used to calibrate bonuses
• Effectively tied performance to compensation
Strategic Goal/Objective Alignment
28

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The Right SuccessFactors Components
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• AMP’s most recent innovative efforts were geared toward our
operations and engineering group – first utilization of the
succession org chart
• Operational competencies can take decades to build and we
need to make sure we identify, develop and retain successors
• The process includes reviewing career aspirations via the SF
employee profile and discussing career paths with nominated
employees
Strategic Succession Planning & Development
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Learning opportunities are assigned
• On-the-job learning opportunities are identified
• Nominees schedule follow up coaching sessions with me
• As a consultant, I’m helping AMP implement SF’s LMS
We reassess periodically
• Retention statistics offer visual proof of the ROI this process
brings to the employee and the organization
Strategic Succession Planning & Development -
continued
31

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Increased the use of assessments to determine
• Behaviors
• Motivators
• Business Acumen
• Competency Levels
System-Supporting Tools and Processes
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Assessments are utilized to enhance
• Recruiting
• Coaching
• Development
• Management
• Training
• Conflict resolution
• Team Building
System-Supporting Tools and Processes
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Assessment results and/or ensuing goals are being incorporated
into several modules:
• Recruiting
• Employee Profile
• Career Development
• Succession
• Talent Tracker
System-Supporting Tools and Processes
34

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• Collect wants and needs from business leaders to build business
cases both departmentally and organizationally
• Be clear about business outcomes and what success will look like
• Start with pilot groups before rolling initiatives out to the entire
company
• Incorporate learning and career development into the culture of
your organization
• Identify high-potential employees and customize career plans to
advance and keep them
Good Luck!
Tips for Your Success
35

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Please feel free to contact me with any questions
jane@people-gen.com
614-832-4075
Contact Information
36

37. Demonstration
Martine Spann
Senior Solutions Consultant

38. 38© 2013 SAP AG or an SAP affiliate company. All rights reserved.

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61. Questions?

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