Ontario’s energy sector is a complex structure, filled with a plethora of interconnected relationships that enable energy to flow from production to consumers’ homes. The energy sector however is rapidly evolving, due to regulatory pressures and advancements in technology amongst other reasons. Results from KPMG’s Global HR survey indicates that 81% of respondents recognized the need for the workforce to be transformed within the energy sector. With this in mind, we have identified three key areas that should be at the forefront of the HR agenda:


  • TALENT: For the first time, corporations need to manage the presence of up to five distinct generational groups in the workforce, each with its own wants, needs, and motivators. In fact, 45% of CEOs note that hiring senior leadership that can relate to Millennials is one of their biggest priorities.
  • WORKFORCE SHAPING: Current trends and disruptive forces such as smart metering, automation in asset data management and continuous cost pressures must force electricity distributors to deeply examine their workforce and reimagine areas such as job design, skill requirements, career paths, internal vs external resourcing, etc.
  • HR TECHNOLOGY: HR Technology is a critical enabler of enhancing the employee experience, from the moment of onboarding to every milestone during the employee lifecycle. In our survey, 60% of global HR executives plan to invest in cloud HR technology over the next one to two years. However, such initiatives should not be viewed as standalone technology implementations but an overall transform.ation of the HR function enabled by technology.

It is becoming imperative for electricity distributors to face into demographic and technology shifts by focusing on talent attraction and retention, workforce shaping and HR technology strategy. Employees and the employee experience will be key to sustaining reliable and responsive services well into the future.


Soula Courlas
National Leader, People & Change Services