The utility sector faces a workforce crisis: nearly 25% of employees are nearing retirement, while younger workers expect more than just job stability. To stay competitive, utilities must adapt to meet the needs of Millennials and Gen Z. Here’s what they want:

• Purposeful Work: 89% of Gen Z and 92% of Millennials prioritize purpose over paychecks. Highlight your role in creating a clean energy future.

• Modern Technology: 93% of Millennials expect cutting-edge tools at work. Outdated systems are a dealbreaker.

• Career Growth: 87% of Millennials value clear advancement opportunities. Offer training, mentorship, and skill-building programs.

• Work-Life Balance: Flexibility is key. Remote options, mental health days, and wellness programs attract younger talent.

• Diversity and Inclusion: Gen Z demands workplaces that reflect their values. Build inclusive teams and promote equity.

Utilities have a unique opportunity to inspire the next generation by showcasing their role in the clean energy transition. The challenge? Aligning your mission, technology, and culture with what young professionals value most.

Modern Workforce Issues: Gen Z Dynamics and Career Progression

Understanding What Young Workers Want

The workforce challenges in the utility industry go beyond filling positions - it's about grasping the evolving priorities of younger generations. Millennials and Gen Z approach their careers differently, focusing on what experts describe as the "trifecta" of money, meaning, and well-being [9].

Unlike previous generations that often aimed for senior leadership roles, today's young professionals have reshaped the idea of success. Only 6% of Gen Z prioritize reaching top leadership positions [7][9]. Instead, they value opportunities for growth, hands-on learning, and achieving a real work-life balance [9]. This shift in perspective significantly influences their career expectations.

Career Expectations of Younger Generations

For younger workers entering the utility sector, having a sense of purpose is non-negotiable. A staggering 89% of Gen Z and 92% of millennials believe purpose is essential for job satisfaction and overall well-being [7][9]. They aren't just looking for a job - they want to make a meaningful impact.

"These generations prioritize work-life balance and meaningful work as they strive for financial stability."

• Elizabeth Faber, Chief People and Purpose Officer at Deloitte Global [9]

The clean energy transition presents exciting opportunities in the utility sector. In fact, 81% of millennials and Gen Z see clean energy as a promising career path [4]. Furthermore, 88% of young workers believe their careers must align with their personal values [8]. They are drawn to roles that contribute to initiatives like sustainable energy solutions and improving community infrastructure [2].

Technology also plays a critical role in their decision-making. A majority - 93% of millennials - expect access to modern technology at work, and 42% would consider leaving if their workplace tech falls short [10]. Additionally, 74% of Gen Z and 77% of millennials anticipate that generative AI will significantly influence their work within the next year [7][9].

Professional development is another key factor. About 87% of millennials consider career growth opportunities very important [10]. They want more than just a paycheck - they seek clear pathways for advancement and ongoing learning.

"Younger workers want to work to live, not live to work. They want to be engaged. They want to work for a company that aligns with their values and priorities."

• Jodi Bednar, Director of the Energy and Utilities Practice at West Monroe [1]

Environmental concerns are also front and center. Nearly 60% of Gen Z and millennials are deeply worried about the state of the environment, and over 70% are actively working to reduce their carbon footprint [12].

Common Obstacles to Attracting Young Professionals

Despite the natural alignment between the values of younger workers and the utility sector's evolving goals, challenges remain. Many young professionals view utility careers as tied to outdated systems or manual processes, making these roles less appealing [2].

Awareness is another hurdle. While 80% of younger non-utility workers have a positive view of utility careers and nearly 70% are open to working in the field [6], many simply aren't aware of the opportunities available.

Diversity and inclusion also play a significant role. Gen Z expects employers to demonstrate social responsibility and integrity [11]. Companies that fail to prioritize diversity, equity, and inclusion may struggle to attract this talent pool.

"As Gen Zs and millennials navigate a rapidly changing world of work, they are reevaluating the capabilities they need to succeed and the support they want from their employers."

• Elizabeth Faber, Deloitte Global Chief People & Purpose Officer [7]

The rapid pace of change in career expectations means utilities must stay flexible. According to McKinsey's American Opportunity Survey, 77% of Gen Z respondents were actively seeking new job opportunities [11]. This underscores how competitive the landscape is for attracting and retaining young talent.

How to Attract Young Utility Workers

Drawing in young talent means rethinking how utilities present themselves. The traditional focus on stability and "keeping the lights on" doesn’t resonate as much with a generation that values innovation, environmental responsibility, and a forward-thinking mission. To connect with this audience, utilities need to emphasize their role in shaping a sustainable future.

Highlight the Mission and Its Impact

One of the most effective ways to appeal to younger workers is by linking their roles to meaningful outcomes. A survey revealed that nearly one-third of workers with less than a year of utility experience joined the industry because they aligned with the utility's values or mission [1]. This shows how impactful purpose-driven messaging can be.

When asked about job priorities, 54% of respondents highlighted the importance of contributing to society, while 53% looked for roles that help others [13]. To attract this demographic, focus on showcasing the cutting-edge technologies your organization is leveraging - like AI for grid management, renewable energy integration, and advanced energy storage systems [3]. Move away from emphasizing traditional operations and instead highlight your investments in innovation and sustainability. Your branding should reflect a commitment to forward-thinking initiatives, employee support, community engagement, and opportunities for creativity and growth [1].

Modernize Recruitment Tools

For Gen Z applicants, an outdated hiring process can be a dealbreaker. They expect efficient, online recruitment methods [16]. Make sure your career website is mobile-friendly, visually appealing, and easy to navigate. Platforms like LinkedIn, Instagram, and TikTok are also essential for showcasing your company culture and projects, as many candidates browse for jobs on their phones [14]. Additionally, using AI-powered tools can speed up tasks like screening and scheduling interviews [16], providing a smoother experience without losing the personal touch.

Transparency is key - keep candidates updated throughout the hiring process and provide meaningful feedback at each stage [15]. A streamlined, engaging process will leave a strong impression on prospective employees.

Leverage Employee Ambassadors

Employee stories and testimonials are often more persuasive than corporate messaging. Companies with strong employee advocacy are 58% more likely to attract top talent [18]. In fact, 82% of people trust messages shared by individuals over corporate statements, and 90% rely on recommendations from someone they know, compared to just 33% who trust company-driven messaging [20][23].

Encourage employees to share their experiences and achievements on platforms like LinkedIn [22]. Training employees to create authentic content can amplify their voice. Successful ambassador programs often include incentives such as public recognition or rewards for impactful posts [18][22].

Take Salesforce as an example. In November 2022, around 25,000 employees participated in their "Trailblazers" program. This initiative encouraged employees to share company updates, job opportunities, and industry insights while also fostering skill development and global networking [17].

"Your openness to feedback and the willingness to implement positive changes can strengthen your relationship with your employees."

• ReferralRock [21]

The most effective ambassador programs go beyond just sharing content. They help employees develop their personal brands by providing tools, training, and resources to grow their professional presence [19]. When employees feel supported in their growth, they naturally become enthusiastic advocates for your organization. This is especially important as over 60% of Gen Z relies on referrals from current or former employees when considering job opportunities [14]. By fostering a culture of collaboration and open communication, you create an environment where employees are eager to share their positive experiences with their networks [23].

How to Engage and Retain Young Workers

After exploring innovative recruitment techniques, the next challenge is keeping young professionals engaged and committed. Retaining this talent requires tailored strategies that align with their expectations and priorities. Let’s dive into how utilities can create an environment where young workers feel valued and motivated.

Building a Culture of Growth and Development

For young professionals, a clear career path is essential. Offering structured growth opportunities is a proven way to keep them engaged and invested. Take Anaheim Public Utilities in California as an example - they’ve implemented mentorship and rotational programs that allow employees to explore various roles within the utility. Their mentor-mentee program even connects employees across different city departments, fostering collaboration and learning [24].

In Kingfisher, Oklahoma, the City has taken career development a step further. Their training programs include free apprenticeship and paid journeyman training for employees who commit to staying for three years. These programs are certified by the Department of Labor, enabling participants to earn their credentials while working full-time. They’ve also successfully recruited veterans by allowing them to use GI Bill benefits during training [24].

Another effective approach is creating diverse teams that pair experienced employees with younger talent. This setup promotes knowledge sharing and aligns with a forward-thinking mission. Tim Maier, general manager of McPherson BPU, explains:

"You can teach people skills, but you can't teach attitude and drive. Some people can form good relationships with coworkers, and other people can't" [24].

ComEd has also made significant strides with initiatives like the CONSTRUCT Infrastructure Academy, which has trained over 800 individuals from diverse communities for entry-level trades roles, achieving a 70% job placement rate. Their Power Up Academy focuses on leveling the playing field for women and people of color pursuing technical careers [1].

The takeaway? Career development shouldn’t be left to chance - clear pathways and structured programs make all the difference [24].

Using Technology for Better Engagement

Technology plays a vital role in modernizing workplaces and improving employee satisfaction. Interestingly, over 60% of utility workers believe their workplace technology could use an upgrade [1]. By introducing modern tools, utilities can simplify communication and foster collaboration.

Platforms like Zoom, Microsoft Teams, and Slack are great examples. These tools enable virtual office hours and real-time learning, allowing senior engineers to share knowledge with less experienced colleagues, no matter where they’re located [5] [25].

Streamlining administrative tasks through technology can also reduce burnout, freeing employees to focus on meaningful work [25]. Additionally, online communities built around shared interests can strengthen workplace connections, especially when enhanced with audio and video capabilities [25].

Younger workers, in particular, value real-time feedback systems. These tools make it easy to recognize accomplishments and provide regular performance updates, which are key to keeping them engaged [25]. Employee-generated content on forums further enriches the workplace culture by encouraging organic knowledge sharing and fostering stronger team bonds [25].

Supporting Work-Life Balance and Flexibility

Flexible work practices are another cornerstone of engagement for younger employees. Work-life balance isn’t just a preference - it’s a priority. Research shows that 42% of younger workers outside the utility sector would find a utility career more appealing if flexible arrangements were offered [1]. Companies that prioritize employee well-being report up to 20% higher productivity and 10% higher retention rates [26].

Flexibility can take many forms. As Jodi Bednar, director of the Energy and Utilities practice at West Monroe, puts it:

"Younger workers want to work to live, not live to work. They want to be engaged. They want to work for a company that aligns with their values and priorities" [1].

Globally, this trend is gaining traction. Japan’s Tokyo Metropolitan Government plans to introduce a four-day workweek for public sector employees by April 2025 [27]. Similarly, Australia passed a law in 2024 granting employees the right to ignore after-hours emails and calls without repercussions [27].

Wellness initiatives are equally important. With nine out of ten people reporting sleep issues, utilities could consider offering on-site nap spaces, mental health days, and digital detox programs to combat burnout [27]. Structured downtime policies, techniques like the Pomodoro method, and clear boundaries between work and personal life also help employees recharge and maintain focus [27].

The numbers speak for themselves: highly engaged employees are 36% more likely to stay with their organization [1]. By prioritizing career growth, leveraging technology, and supporting work-life balance, utilities can create a workplace where young professionals thrive and build long-term careers.

Measuring Success and Adjusting Your Approach

Attracting and keeping young talent in the utility industry isn’t a one-and-done effort. Even the best plans need adjustments, and the only way to make those adjustments is with solid data and clear metrics.

Key Performance Indicators for Workforce Success

Numbers tell the real story when it comes to workforce success. Companies that use people analytics report a three-year average profit that’s 82% higher than those that don’t [29]. If you're serious about building a strong, young workforce, tracking the right metrics is non-negotiable.

Start with retention rates. These provide a clear picture of how well you're engaging younger employees. For example, Con Edison reported a turnover rate of about 6.7% in 2023 [28], which can serve as a useful benchmark for the industry. Breaking down retention rates by age group gives even deeper insights into how effectively you’re holding on to younger workers.

Another essential tool? Employee satisfaction surveys. These go beyond surface-level metrics, offering insights into how employees truly feel about their work environment. Use tools like pulse surveys, employee net promoter scores (eNPS), and one-on-one meetings to get a well-rounded understanding of young workers’ experiences [31]. Keep surveys short and anonymous to encourage honest feedback.

Jacob Morgan, author of The Employee Experience Advantage, puts it best:

"Understanding employee engagement through KPIs helps organizations create a thriving workplace culture. It's not just about measuring; it's about improving." [30]

When setting your KPIs, stick to the SMART framework: Specific, Measurable, Attainable, Realistic, and Timely [32]. This ensures your goals are concrete and actionable, not vague aspirations.

Take Germantown, Tennessee, as an example. In 2015, the city launched "Germantown 2030", a strategic plan with eight key performance areas. Using ClearPoint software, they tracked these KPIs and shared progress through a public dashboard. This transparency helped build trust with the community and ultimately earned Germantown the 2019 Malcolm Baldrige National Quality Award from the U.S. Department of Commerce [32].

Once you’ve set and started tracking KPIs, the next step is acting on the insights they provide.

Making Changes Based on Feedback

Collecting data is only half the battle. The real challenge lies in using that data to make meaningful changes. Consider this: 41% of employees leave when they feel unheard [33]. On the flip side, employees who feel their voices are valued are 4.6 times more likely to perform at their best [34].

The feedback process needs structure. A McKinsey survey found that 68% of respondents believe ongoing coaching and feedback improve performance, yet only 14.5% of managers feel confident in their ability to deliver effective feedback [33]. This shows the importance of creating formal systems rather than relying on casual conversations.

To gather feedback from younger employees, use a mix of methods: skip-level meetings, suggestion boxes, focus groups, surveys, and one-on-one meetings. Each has its strengths - surveys provide anonymity and efficiency, while one-on-one meetings allow for deeper discussions [34].

When analyzing feedback, look for recurring patterns rather than isolated comments. Protect employee privacy by clearly communicating how feedback will be used and using technology to anonymize responses [35]. Research shows that managers who respond to employee input see 30% lower attrition rates and a 24% increase in employee participation [35].

Be transparent when sharing findings with your team. Let them know what changes you plan to make, and if certain suggestions can’t be implemented, explain why. This openness builds trust and encourages ongoing participation in the feedback process.

Focus on one or two areas for improvement at a time instead of trying to tackle everything at once [36]. Set clear goals, assign accountability, and establish timelines to track progress. Use follow-up pulse surveys to measure the impact of your changes.

For instance, a healthcare provider using a unified digital platform managed to cut turnover by 15% and increase engagement by 40% in just six months [37].

Regular check-ins, team discussions, and follow-up surveys ensure that your efforts are hitting the mark. As younger generations continue to shape workforce preferences, staying flexible and open to change will keep your strategies relevant.

The aim isn’t to achieve perfection - it’s about making steady progress based on real data and genuine employee input. Companies that embrace this mindset often see big improvements in engagement and overall performance [37].

Conclusion: Building the Workforce of the Future

With nearly 25% of the workforce approaching retirement and clean energy jobs growing rapidly [2][40], utilities face an urgent need to turn the interest of over 80% of younger non-utility workers [1] into meaningful action.

This requires a steady commitment to change. As Tom Hulsebosch notes, "The utility industry may have a bit of an undeserved inferiority complex about its ability to compete for digital talent. But we can do this. Utilities can transform to become people-first organizations - which encompass safety, customers, and employees as top priorities. That can be the legacy of today's utility leaders" [1]. His words emphasize the importance of reshaping the industry's approach to attracting and retaining talent.

The evidence is clear: investing in modern recruitment strategies and flexible work environments offers advantages that go far beyond just filling vacancies.

Younger workers hold the key to driving future innovation. For instance, in 2023, the clean energy industry contributed 10% to global GDP growth, and experts predict the Inflation Reduction Act will create 9 million jobs over the next decade [38]. These numbers highlight a major opportunity for utilities to position themselves as leaders in the ongoing energy transformation.

Tapping into the potential of a younger workforce isn't just about addressing current skill shortages. As Ali Emam, Global Head of Energy Marketing at Nokia, puts it, "By evolving to meet these demands, the utilities sector can turn its current challenges into a compelling narrative of innovation, purpose and impact so that it becomes an attractive destination for the bright minds of tomorrow" [3].

Adapting and evolving are critical to success. The energy workforce is already younger than the overall U.S. workforce, with 84% of workers under the age of 55 [39]. This demographic trend creates both opportunities and responsibilities for utilities. By embracing change, listening to employee feedback, and refining their strategies, they can thrive in this evolving landscape.

Investing in young talent pays off across all areas of utility operations. From fostering technological advancements to achieving sustainability goals, younger workers bring fresh ideas that help utilities navigate the increasingly complex energy sector. The real question isn't whether utilities can afford to invest in young talent - it’s whether they can afford not to.

The journey to building the workforce of the future starts now. Every strategic decision and engaged professional brings the industry closer to a sustainable and innovative future.

FAQs

How can utility companies attract young professionals by emphasizing their role in clean energy?

Utility companies looking to attract young professionals should emphasize their role in advancing clean energy solutions. By spotlighting renewable energy initiatives - like solar and wind projects - they can showcase their dedication to sustainability, a value that resonates deeply with many in the younger workforce. Sharing real-world examples of environmental progress and cutting-edge advancements can make the company’s mission feel both relatable and inspiring.

To connect further with young talent, companies should consider offering mentorship programs, opportunities for skill-building, and ways for employees to contribute to meaningful community projects. Building a workplace culture that champions sustainability, embraces innovation, and empowers employees to make a difference in combating climate change can make a powerful impression on the next generation of workers.

How can utility companies attract and retain Millennials and Gen Z in today’s workforce?

To connect with Millennials and Gen Z, utility companies need to rethink how they attract and engage talent. Start by leveraging digital platforms like social media and online job boards - spaces where younger candidates spend much of their time. These tools can help you reach them effectively and showcase your company in a way that feels relevant.

Offering flexible work options, such as remote work or adaptable schedules, is another essential step. These generations place a high value on work-life balance and are drawn to roles that support this priority.

It’s also crucial to spotlight your company’s purpose and values, especially any initiatives tied to sustainability or social responsibility. Younger workers are looking for careers that align with their personal beliefs and allow them to make a difference.

Streamlining the hiring process is equally important. Use user-friendly applications and provide timely feedback to ensure a smooth and positive experience for candidates. Show that you’re invested in their future by emphasizing career development opportunities like mentorship programs and clear paths for advancement.

Lastly, building a workplace that prioritizes diversity and inclusion will resonate deeply with Millennials and Gen Z. A diverse workforce not only aligns with their values but also creates an environment where everyone feels welcome and valued.

How can utilities evaluate the success of their strategies to engage and retain young professionals?

Utilities can gauge the effectiveness of their engagement and retention efforts by keeping an eye on a few critical metrics: employee turnover rates, job satisfaction scores, and average tenure. These indicators offer a solid starting point for understanding how well their strategies are working. Regularly conducting employee engagement surveys adds another layer of insight, shedding light on workplace culture and pinpointing areas that could use improvement.

Another useful approach is tracking participation in professional development programs and career advancement opportunities. This can reveal how well the organization aligns with the career aspirations of younger employees. Tools like employee experience dashboards are also valuable, helping to track engagement patterns and assess how effectively communication flows within the company. By pairing these data points with direct employee feedback, utilities can build a comprehensive view of how they're doing in creating a workplace that appeals to the next generation of talent.

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