Emera Maine Case Study

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Introduction A wholly owned subsidiary of Emera Inc., Emera Maine is a transmission and distribution electric utility servicing northern and eastern Maine. Emera Inc. is an international energy and services company, their core business is gas, electricity, and utility services with several affiliates operating in the United States, Canada, the Caribbean, and Newfoundland (Emera Maine company & governance, n.d.). Due to geographic location and regulation each affiliate operates independently with few shared services. Emera Maine employees more than 400 employees, 175 of those employees are a unionized workforce represented by the International Brotherhood of Electrical Workers 1837 (IBEW Local 1837). The unionized workforce …show more content…

Noe (2013) explains “According to the U.S. Bureau of Labor Statistics, five generations will participate in the workforce in 2012, each one with unique and similar characteristics to the others.” Several generations of workers are employed at Emera Maine including Baby boomers, Generation X, and Millennial. Noe (2013) explains “…to successfully manage a diverse workforce, managers and supervisors must be trained in a new set of skills…” Currently, training to manage a diverse workforce does not exist at Emera Maine. Managers and supervisors responsible for workgroup that include multiple generations are left to their own …show more content…

• Identify types of training and development required to attract, retain, and develop talent. • Identify competencies needs that are critical for the organization to succeed and meet the business strategy. • Make a plan to link training and development to the business strategy that is understood by employees at all levels and their customers and ensure senior leadership publicly supports the training and development (Noe, 2013) Competency Gaps: Current Workforce Business Conditions. In 2014 Emera Maine was formed from the merger of Bangor Hydro Electric and Maine Public Service, during the period leading up to and after the merger there was a concentrated effort to align as many business practices as possible. This activity resulted in many changes to how employees conducted their work, positions were consolidated and procedures were changed. Additionally, some key employees left the company for new opportunities leaving gaps in the workforce. The effects of these changes remain today, and as discussed in Noe (2013) losing key employees causes delays or hinders an organizations ability to take on projects or new tasks. At Emera Maine we continued forward with little adjustment

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