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Managing the coming brain drain
Author(s) -
Olstein Myron A.
Publication year - 2005
Publication title -
journal ‐ american water works association
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.466
H-Index - 74
eISSN - 1551-8833
pISSN - 0003-150X
DOI - 10.1002/j.1551-8833.2005.tb10911.x
Subject(s) - workforce , succession planning , changeover , workforce planning , business , tacit knowledge , manpower planning , foundation (evidence) , operations management , marketing , knowledge management , economics , engineering , economic growth , finance , operations research , computer science , political science , transmission (telecommunications) , electrical engineering , law
Within the next 10 years, 35% of current utility employees will be eligible to retire. Most of these retirees are senior employees, with many years of experience and a wealth of institutional and operational knowledge. Concerned about this brain drain, the AWWA Research Foundation and the Water Environment Research Foundation co‐funded a study titled Succession Planning for a Vital Workforce in the Information Age. The study analyzed demographic data from the U.S. Department of Labor Bureau of Labor Statistics. These data indicate that the U.S. workforce is becoming older and more diverse and that the number of available workers is declining. Within the utility sector, water and wastewater facilities will need even more workers at a time when replacement personnel (particularly engineers) will be in increasingly short supply. One conclusion of the succession planning study was that every utility should implement workforce planning to properly manage transition. A 12‐step workforce‐planning model was developed specifically for utilities and their specific labor needs. The study also underlined the importance of knowledge capture to ensure that tacit (i.e., undocumented) knowledge is not lost during this period of employee changeover.