|
 |
Motivating and Developing Our Human Capital
Looking after Succession Management |
|
 |
Like most North American companies, Hydro-Québec must deal with the fact that many of its employees will soon be retiring. Between now and 2015, nearly 40% of our workforce is expected to leave and will have to be replaced.
To prevent the potential resulting labor problems and loss of know-how, we have adopted a Corporate Succession Plan.
Every year, we also evaluate the quality of our induction and integration of new employees.
Hydro-Québec has offered paid internships to university and college students for many years.
Learn more about job opportunities at Hydro-Québec (in French only).
|
|
 |
 |
 |
 |
 |
Some Examples |
|
 |
|
|
|
| |
 |
Of 2,860 employees eligible for retirement in 2007, 758 left the company. Of the 1,151 new employees, 67% were under the age of 35. |
|
|
The average age fell in 2007 for the first time in several years, despite the fact that 37% of the workforce is age 50 or over, compared with 28% in 2003. The percentage of the workforce in the 25 to 40 age groups is more balanced than in 2003. |
|
|
For certain vulnerable positions, we support early staffing or accelerated knowledge acquisition projects. |
|
|
We have a management development program and management succession action plans. |
|
|
New employees rated their satisfaction at 8.3 out of 10 in 2007 (8.5 in 2006). Overall, new employees remain very satisfied with their induction and integration at Hydro-Québec. |
|
|
We offered internships to 16 college students registered in co-op programs, 12 Institute of Electrical Power Engineering students, and 170 university undergraduate and graduate students. |
|
|
|
 |
 |
 |
|
