Canada’s BC Hydro Ties Learning to Performance

By Paul Harris

Problem: Like many organizations, Canadian utility company BC Hydro decided to adopt a blended learning solution to replace its reliance on face-to-face training. The package needed to enable its field-based workforce to maintain high productivity, competence and regulatory compliance, as well as to capture critical skills from senior workers and fulfill an aggressive new performance management initiative.

Solution: A multifaceted program began with the adoption of the Plateau Systems learning management system aimed at tracking compliance related training. Additional collaboration and content platforms were added, capped with the adoption of Plateau’s OpenSuite 5.5 that incorporates the vendor’s performance management system and other functions. But when it comes to defining the competencies of every job category, and capturing the tribal knowledge of SMEs, there is no easy way.

Two years into the adoption of a blended learning solution to train its field personnel, Vancouver-based electric utility BC Hydro is already recognized as a best practice operation. Hearing that brings a chuckle to Olivier Schittecatte, the company’s manager of training and development for field services. “I thought we were just catching up with others,” he says.

One reason for the acknowledgment is the training department’s aggressive strategy for using technology to track and supplement traditional training efforts. “Instead of purchasing one piece of turnkey software, we first decided what we wanted to do,” he says. “We looked at best of breeds out there and made sure all software could talk to each other.”

In an impressively short period that began in October 2002, the department went from initial research of the LMS marketplace to final selection of the Plateau Systems platform. “From the time we said ‘go’ to being operational in April 2003 was 12 weeks,” claims Schittecatte. Selection of other training vendors was also fast-tracked: SkillSoft as the principal content supplier, Questionmark for testing, the Lectora authoring tool from Trivantis, and the Centra Symposium virtual classroom.

The learning methods currently employed for field personnel include Web-based delivery of certain components augmented by classroom instruction and tele-coaching where interaction is required, says Schittecatte.

Annual measurements of return-on-investment (ROI) focus entirely on the hard savings from cost avoidance of training events, such as comparing a Centra online course to prior classroom instruction. “Testing has dropped from more than two hours for each class to an average of 17.5 minutes for online testing,” he says. Training hours per employee, the number of learning events per subject area and other key inputs round out the picture. During the last fiscal year, for example, 67 percent of learning events were delivered online for compliance, safety or environmental training.

Defining competencies

So much for the easy part. Following a pilot study, the training department has rolled out a performance measurement initiative that, when fully implemented, will surely add more luster to BC Hydro’s best practice reputation. Along with incorporating Plateau Systems’ extensive OpenSuite 5.5 platform, the department is currently defining the competencies of every single field-related job so that employees will know exactly what is expected of them. 

Currently within BC Hydro, two efforts are underway to define job competencies for performance management. On the corporate level, the focus is on behavioral competencies that define job roles and accountabilities. Soft skills are a priority. Within field services, the company is capturing technical parameters needed to assess each individual’s ability to perform a job, and targeting the content of individualized development plans (IDPs).

For IDPs, a competency profile chart is developed for every job, validated by practitioners, and once established as accurate, are put online, says Schittecatte. Elements include learning and performance outcomes, learning objectives, and tasks. “It is a very laborious and expensive process,” he says.

Defining competencies for some 10,000 technical jobs, such as cable splicers, adds to the difficulty. Equally important is capturing the special knowledge of key veteran employees who maintain aged equipment in power plants and other areas. “In some cases, there is little documentation on old pieces of equipment that have extensive shelf lives,” says the training executive. “I’m very worried about the loss of that expertise through retirement. We have not found an easy way to capture it.”

The work is also meticulous. “You must identify the right SMEs, tie them to a chair to find out what they do, put that into clear language, and turn it into yardsticks,” he says. The result will be worth the investment, providing valuable insight into the strengths and weaknesses of the labor force’s skills, he says.

Another high hurdle involves winning acceptance by affected individuals of the performance management initiative. Achieving buy-in of compliance-related issues was relatively easy because everyone wants to know what courses they need to take, and have the process automated. But when it comes to determining competencies for performance management, and conducting periodic performance reviews, employees often feel threatened. To meet this resistance, Schittecatte is rolling out the initiative in a formal training program under his control. Classes focus on technical competencies for which the company wants its people to be equipped. When the training programs are completed and direct performance management begins, the task will become harder, he predicts.

Among those heaping praise on BC Hydro, along with direct support, are executives at Arlington, Virginia-based Plateau Systems. “BC Hydro is on the leading edge of tying learning to performance management, and doing it from a practical perspective,” says Linda Lazor, Plateau’s senior vice president of marketing. “They are a best practice on the deployment of training to help business operations achieve success.”

Launched in April 2005 was Plateau Performance, a product that allows organizations to define workforce performance requirements, measure employee competencies and achievements, and manage enterprise-wide talent. It is part of Plateau OpenSuite 5.5, which also includes Plateau Learning, Plateau Analytics, and Plateau Business Intelligence, integrated with leading collaboration and content platforms. It can be deployed on a large scale thanks to adaptable Web-based Java architecture with robust security, administration and workflow capabilities, says Plateau. 

Plateau Performance is employed by BC Hydro to manage performance, develop capabilities and optimize organization-wide talent. It conducts 360-degree performance assessments that can be personalized by individual and automatically updated with job changes. Multiple assessments can be completed simultaneously for individuals in similar job roles, reducing the time needed to complete assessments and improving their accuracy. Lazor says the software fits the utility’s needs because it enables BC Hydro to conduct assessments on skills needed for success in a job as well as performance reviews based on its objectives and goals. The two tasks do not have to be linked. 

“The Plateau module is extremely flexible,” says Schittecatte. “It’s the way we should do performance assessments.” He especially likes having it tied to the LMS, which is accessible to all learners and directly involves them in such things as important online surveys that must be completed.  Five years from now, he figures, the competencies inventory will be completed and employed on routine basis. In addition, new mobile technologies will enable greater use of just-in-time training along with assessments in the field. “We will be able to assess an employee’s skills in replacing a transformer on a pole,” he says. And that will be another best practice for the training organization to demonstrate.  

Published: August 2005