b'SECTION II - SECTION II -KEY PRIORITIES AND RECOMMENDATIONS KEY PRIORITIES AND RECOMMENDATIONSBuilding a Strong Workforcethe RGH Support Center for those employeesas a primary reason that they have stayed at WSSC Water must have the strongestEmployee ExperienceConduct employeethat are at worksites throughout the serviceWSSC Water. In general, there are inherent workforce in the water utility sector to deliverjourney mapping to enhance the overallarea.In general, many of the concerns raisedinequities in the current operating posture which on our core mission, achieve our vision andemployee experience. tie back to the absence of communicationmust be resolved to begin to restore trust.excel in service delivery. We must build onand experiences that have, or are impacting our numerous strengths and realign priorities,Retention & Recruitment Establish careertrust within teams or across teams. EmployeesWhile there are many impacts to morale and which means working collaboratively to improveadvancement pathways, expand trainingexpressed frustration with upward mobility,the employee experience, one common theme compensation, training and morale and ensuringprograms for career development, identify thestating that it takes years for a position to open.throughout the office is a commitment and that we provide the tools, systems, processesvalue proposition of and for employees, andOnce a job opens, many employees apply for thepassion to serve our customers. There is pride and organizational structure employees need toimplement workforce strategies to acquire andsame position and compete with their colleaguesin doing great work and going above and beyond be successful.develop talent to meet current and future needs.and external candidates. Employees describedthe call of duty. We have a talented, experienced situations where they took on tasks of other jobsand committed workforce that must be treated Focus Areas Insights but were not compensated accordingly. It is hardas our most important assets. In return, it will to recruit for certain positions because of the lacktranslate into improved service delivery.Knowledge ManagementDevelop a plan toHaving a strong workforce comes as a result ofof upward mobility. ensure the continuity of institutional knowledgeinvesting in people. Our employees, more timesRecommendationsand expertise through employee training andthan not, expressed happiness with their overallEmployees are leaving for opportunities outside mentorship programs.employment at WSSC Water. Many individualsof WSSC Water that offer higher pay and otherOverall, the recommendations focused on spoke with pride when describing the companyincentives. Data shows that in 2022, there wasrestoring trust as the foundation to building Safety First CulturePrioritize safety in alland working here. In addition, employees saidan increase in employees who left for othera strong workforce that is oriented as one aspects of WSSC Waters operations, ensuringthat WSSC Water has some of the best benefitsopportunities compared to the previous year.team. The recommendations largely include compliance with Occupational Safety and Healthin the area, specifically health care and theWhile some employees seek new opportunitiesdeveloping strategies to address compensation Administration and Maryland Departmentpension program. due to the inability to envision a future withinpain points and other benefits as Total Rewards, of the Environment (MDE) regulationsWSSC Water, several team members haveinvesting in our existing workforce to retain the while incorporating best practices for safetyCompensation and benefits were two of thereturned to WSSC Water. We must understandexperience and knowledge and where necessary procedures.most prominent issues expressed by employees.the drivers for their return.strengthening our ability to recruit top talent. Many communicated frustration that surroundingMany employees have a wealth of knowledgeRecommendations include establishing a career Total RewardsStrengthen the total rewardsutilities pay higher wages and their monetaryand experience that will be lost once they retiredevelopment program that provides a pathway package for employees and increase awarenesscompensation does not enable them to keep upor leave the organization; in some cases, thisfor employees to build upon their experience, of the range of benefits available to current andwith rising costs.presents a single point of failure. Currently, 27leverage training opportunities and achieve their future employees. percent of employees are eligible for full or earlycareer goals within WSSC Water. While monetary compensation was identified asretirement. In the next five years, 40 percent Workforce Development Foster employeea significant pain point, there are other concernswill be eligible for full or early retirement. There growth and development by establishing careerlending to low morale, such as shift assignmentsFocus on restoring trust within paths, providing tuition reimbursement, andthat impact the quality of life, required overtimeare missed opportunities to take advantage ofteams and between teams working promoting skill development, cross-training,due to increased workload, a disconnection fromthese individuals to help provide mentorship andthroughout WSSC Watermentoring and coaching opportunities. continuity to those employees working toward a bright future.1.Rebrand RGH, WSSC Waters One significant insight was the divide magnifiedheadquarters building, as the RGH by the pandemic and telework. Being the type ofSupport Center. Every employee, no business we are, where our core mission cannotmatter their location, is working to deliver be accomplished from home, WSSC Water,exceptional service to our customers. as with all utilities, had a significant portion ofEmployees based at the RGH Support the workforce reporting physically for dutyCenter are largely working in support of through the pandemic. Our frontline employeesour frontline teams and those that are expressed frustration and disappointment in thefocused on external service delivery, such as level of support and responsiveness receivedCustomer Service, Engineering, Production, from internal service delivery teams. On theUtility Services and the Office of Supplier other hand, those that are teleworking haveDiversity and Inclusion.expressed the benefits and desire to maintain that flexibility; some citing the ability to telework 12 WSSC Water 2023 Transition Report WSSC Water 2023 Transition Report 13'