THE
citizen
MARCH 2016 • PUBLISHED FOR GEORGIA POWER EMPLOYEES AND RETIREES
A Bali dancer performs a traditional
dance during the Asian-Pacific American
employee resource group’s celebration
of May Heritage Month.
ERGs:
Shaping the future of
Georgia Power
By Amy Fink
T
he Citizen sat down with Sloane Evans, Human Resources vice president;
Moanica Caston, Diversity and Inclusion vice president; and Karen Ashley,
Diversity and Inclusion project manager, to talk about how employee
resource groups (ERGs) came about, their value to Georgia Power and
employees, how they have evolved and where they are going in the future.
You can view the interview in its entirety on Citizen Online.
Pictured above (l-r): Amy Fink interviews Moanica Caston, Sloane Evans and Karen Ashley.
How did the concept of ERGs form and
how are they different from professional
organizations?
Caston: Our ERGs actually date back to the
beginning of our Diversity organization in 2000.
One of the first things the organization did
was form a diversity action council that was
charged with gathering and analyzing data to
figure out what we should do in the long term
to be strategic about diversity. Their real focus
was to improve the work environment for all
employees of Georgia Power, and that is still
the mission today.
2
The 75-member committee formed five teams
around job selection, training and development,
compensation, overall work environment and
best practices. They visited other companies to
look at best practices, conducted focus groups
and analyzed data. When they reported out,
they came up with 33 initiatives to improve
diversity at Georgia Power. One of them was
around the formation of what we called affinity
groups, which were the precursors to ERGs, and
were organized around a common dimension of
diversity.
march 2016 • employee resource groups
The difference between an ERG and professional organization is a professional organization is organized around an attribute of
a profession. For example, if you hold a CPA
or MBA, we usually think of these as professional organizations. An ERG is organized
around a dimension of diversity. Both groups
can have very similar activities, but our ERGs
take a dimension of diversity and apply how
that particular dimension can increase the
effectiveness of the organization.
Who can be a member of an ERG?
Ashley: Membership in ERGs is open to all
employees who work in the state of Georgia –
both Georgia Power and Southern Company –
regardless of their organization or their job function. Today, we have close to 22 percent of our
employees who belong to one or more ERGs.
Why do we have ERGs?
Evans: The reason we have ERGs is because of
the business value they add in helping us meet
both our operational and people goals. On the
people side, they help us attract and identify
new job candidates. Internally, they help us to
develop talent for future roles through networking, mentoring and leadership opportunities.
On the operational side, they partner with us
on customer outreach and customer education.
What is the biggest challenge facing ERGs?
Ashley: With a few exceptions, most ERG leaders are individual contributors. They don’t have
direct reports but they are charged with getting
work done through volunteers, and that is not
an easy task. So one of the biggest challenges
that I have seen our ERG leaders have is the
ability to manage their time. There is a lot of
work associated with making ERGs successful,
and leaders and members do not get paid for
serving. They know keeping the lights on is their
priority and that it comes above and beyond
their ERG responsibilities, but they do such a
great job in coordinating events and preparing
communications, which speaks to the dedication and hard work of our ERG leaders.
Tell me about the leadership opportunities ERGs provide.
Caston: I think taking on ERG leadership roles
gives employees a great advantage. Those that
volunteer for these roles when they do not have
the formal leadership designation are demonstrating their project management skills and
business acumen skills – all the competencies
we have identified as keys to success in our
organization.
In addition to producing leaders, what are
some other successes of ERGs?
Evans: One of the great things we get from
ERGs is that they are a great feedback mechanism. Every year, ERG leadership meets with
the Management Council to share their ideas,
thoughts and feelings from their members
about what is going on in the organization. The
Management Council takes all of the feedback
very seriously and uses it to make the organization better. Examples that came out of these
conversations are the enhancements to our
maternity leave and adoption benefits, as well
as the goals that leaders have around inclusive
workforce and performance management.
What about external ERG
accomplishments?
Ashley: All of our ERGs represent the company
very well in the community whether they are
participating in an organized event or holding
an event on their own. One of the first things
that comes to mind is our newest ERG, PRIDE
Power’s participation in the Atlanta Pride
Parade. It was Georgia Power’s first time participating in the event and it was very successful. A lot of allies came out to support them.
Another event that comes to mind – which all
of the ERGs take part in – is the Atlanta Science
Festival, which is a very large family event with
hundreds of companies.
Caston: TWIG – Technical Women in Georgia –
comes to mind as well. They have a strong mission to get girls and young women interested
in STEM (science, technology, engineering and
mathematics) careers. They partner with Girl
Scouts of Greater Atlanta on the STEM Expo.
The outreach is not only great for the girls, but
it also helps us to build a pipeline for a welleducated workforce.
long way since we transitioned from affinity
groups, which spent a lot of time building an
inclusive environment and building employee
engagement. ERGs still do a lot of that, but the
transition to ERGs was a very deliberate process. It spoke to aligning what ERGs do today,
whether it is around recruiting, retention, customers or community, with Georgia Power’s
business goals. One of the things I see going
forward is an even tighter alignment with business goals and objectives. Just as the name
says – employee resource groups – they are
resources to each other, back to Georgia Power,
to our customers and to our community. It is a
great name that covers a lot of ground. I think
the future is around how we can align the ERGs’
positive results with what Georgia Power needs
to serve our customers.
How would an employee form an ERG?
Ashley: An employee interested in forming an ERG can reach out to the Diversity and
Inclusion organization or myself and express
their interest. He or she and their team would
submit a business case outlining how the ERG
would contribute to the success of the company
and include a recommended name, number of
potential members, a vision, mission, objectives
and an executive champion. The employee or
employees would present the business case
to the ERG review board and the board would
make a recommendation whether to approve it.
To learn more about ERGs, visit Citizen Online
and click on Diversity at the top of the page.
Then click on Employee Resource Groups under
Programs on the left side of the page.
To see the entire interview, go to Citizen Online.
How do you see ERGs evolving in the
future?
Caston: I am very passionate about where we
are going to take the ERGs. Although I think
some of it is still unknown, we have come a
march 2016 • employee resource groups
3
A LOOK AT THE HISTORY
By Konswello Monroe
E
mployee resource groups (ERGs) first began appearing in companies across the United
States 30 years ago. In their early history, some were referred to as caucuses and were
well-known for advocating equal pay and equal opportunities. They were adept in ensuring
minorities had a voice at companies and a “seat at the proverbial table.”
Today, however, there’s much more to these groups. First, for many companies, the name has
changed. Once called affinity groups, they are now more often referred to as ERGs, business
resource groups and even employee networks. The name change signifies a movement of
not only supporting diversity and inclusion, but becoming more broadly focused to support
companies’ goals and positively affect business results.
For many years, the ERGs at Georgia Power have served as valuable resources for their members
and the company, and have helped raise awareness to ensure all employees feel respected,
valued and productive.
Here’s a look at the history of ERGs at Georgia Power.
1999
2000
2003
2004
2006
Prior to the formally
recognized affinity group
program at Georgia Power,
a group of employees
formed a support
organization called New
Professionals that provided
employees with personal
and professional growth
opportunities.
A July 27 lawsuit alleging
race discrimination was
filed against Georgia Power
and Southern Company
Energy Solutions.
Georgia Power’s formal
affinity group program
began with the formation
of the African-American
Women’s Networking Group
(AAWNG), an organization
dedicated to providing
support for African-American
women. AAWNG was soon
followed by AMIGOS, whose
mission is to serve as a
bridge between the company
and the growing Hispanic/
Latino community, and the
Asian-Pacific American
(APA) affinity group, whose
purpose is to help the
company unlock the full
potential of its Asian-Pacific
American employees,
customers and community.
Technical Women in Georgia
(TWIG) was formed to assist
the company in the
recruitment, integration
and retention of
female employees in
technical roles.
Working Parents Affinity
Group (WPAG) was
founded to provide
information and resources
to help Southern Company
and Georgia Power
employees focus on their
careers while maintaining
a well-balanced
family life.
As a result, a Diversity
Advisory Council (DAC)
was established in August
to address long-term
challenges and opportunities
for increasing the company’s
commitment to diversity.
Employee-led DAC work
teams adopted 33 initiatives
that became the foundation
and framework for long-term
cultural changes. Affinity
groups were born out of this
work through the grassroots
efforts of employees.
2003 – 2007
The affinity groups focused primarily on member inclusion and professional development.
4
march 2016 • employee resource groups
O F G E O R G I A P O W E R’S E R G s
An AMIGOS luncheon.
Employees walk in the 2015 Atlanta Pride Parade.
2008
2011
2012
2014
2015
Military Veterans in
Power (MVP) was
established to help
position Georgia Power
and Southern Company as
“employers of choice” for
military veterans, and
to encourage them in
their careers.
The company’s diversity
and inclusion strategy
was revised and there
was a transition from
affinity groups to employee
resource groups.
The WPAG group
transitioned to Work &
Family Life (WFL).
AAWNG evolved into
VOICE (Valuing Openness,
Inclusion, Community
and Education). VOICE
incorporated men and the
mission changed to creating
and sustaining an inclusive
work environment that
supports the recruitment,
development and
retention of African-American
employees who add value
through customer advocacy,
education and community
involvement.
PRIDE Power, the first
company ERG established
specifically for lesbian,
gay, bisexual and
transgender (LGBT)
employees and allies,
was formed. PRIDE Power
fosters an inclusive work
environment built on
Southern Style, where
LGBT employees are
empowered to be authentic,
valued and respected.
2008 – 2011
Community involvement joined member inclusion and
professional development as primary focus areas for
Georgia Power’s affinity groups.
march 2016 • employee resource groups
5
6
things to know about
AMIGOS
Year Founded: 2003
Mission: To embrace the talents and strengths
of our members by developing and promoting
their professional growth while serving as a
bridge between the company and the Hispanic/
Latino community – to be “A Citizen Wherever
We Serve.”
Current leadership:
Kenan Davila, president
Yaritza Cruz, vice president
Signature event: Hispanic Heritage Month
(Sept. 15-Oct. 15)
Top accomplishments:
•Manage Spanish communications for Plant
Hatch nuclear drills in collaboration with
Corporate Communication.
• Offer mentoring program.
•Offer Spanish classes at 241, Forest Park
and Vogtle 3 and 4.
•Hosted ENCUENTRO 2015 in partnership
with the National Society of Hispanic MBAs
(NSHMBA).
•Provide volunteers for many community
events, including Metro South Hispanic/
Latino region strategy, Atlanta Science
Festival, Skills USA, and Atlanta Public
Schools.
•Provide community engagement activities,
e.g., Power Town, Magic Camp, Metro West
Region Energy Efficiency Camp, and Hispanic
Customer Information Forum in East Region.
APA (Asian-Pacific American
MVP (Military Veterans in Power)
Year Founded: 2003
Year Founded: 2007
Mission: To help the company recruit, retain
and develop Asian-Pacific American employees and to serve as a conduit between the
company and its growing Asian customers and
communities.
Mission: Position Georgia Power as an
“employer of choice” for military veterans, help
integrate employee veterans into the company
in order to encourage job performance and
career success, support supplier diversity initiatives the company may have directed with veteran-owned businesses, and be a resource and
focal point for the company’s support of the military, veterans and our company’s Department of
Defense customers.
Employee Resource Group)
Current leadership:
Nikita Trivedi, president
Mary Ann Kim, vice president
Signature event: Asian Heritage Month (May)
Top accomplishments:
•Supported the Customer Care Center in
quality control for Korean translation calls.
•Served as interpreter and cultural liaison for
company officials’ visit to the world’s first
AP1000 nuclear project in Sanmen, China.
•Hosted delegations from China Guangzhou
Power, East China Grid Transmission and
various other Asian companies.
•Launched Asian resource site for cultural
guidelines and resources for all Southern
Company employees.
•Assisted supply chain on supplier diversity
effort in Asian Procurement Symposium.
•Partnered with Energy Efficiency in targeted
outreach to the Asian community in raising
awareness about various commercial and
residential energy efficiency programs.
For more information and/or to join:
http://associations.southernco.com/gpc/apa/
For more information and/or to join:
http://associations.southernco.com/gpc/amigos/
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march 2016 • employee resource groups
Current leadership:
Patrick Pappa, president
Danna Thornton, vice president
Signature event: Veterans Day parade and
Veterans Day program with Energy Exchange
(November)
Top accomplishments
•Support supplier diversity initiatives regarding veteran-owned businesses.
•Act as the focal point for the company’s
support of the military, veterans and our
Department of Defense customers.
• Added Plant Vogtle chapter in 2015.
•Built partnerships with the Veterans
Empowerment Organization and Habitat for
Humanity.
For more information and/or to join:
http://associations.southernco.com/gpc/mvp/
current ERGs
PEER Group (Professional
PRIDE Power
TWIG (Technical Women in Georgia)
Year Founded: 1999
Year Founded: 2015
Year Founded: 2004
Mission: The PEER Group, formerly known as
the New Professionals, serves to help integrate
employees by facilitating the exchange of ideas
and educate the Southern Company community.
Its membership consists mainly of employees
who have worked with Southern Company 10
years or less, as well as mid-career hires. In
2003, the group became an official ERG.
Mission: To foster an inclusive work environment built on Southern Style where lesbian, gay,
bisexual and transgender employees are empowered to be authentic, valued and respected.
Mission: To assist the company in the recruitment, integration and retention of female
employees in technical roles.
Education and Employee Retention)
Current leadership:
Audrey Gies, president
Kendrell Fuller, vice president
Signature event: Innovative Leadership Panel
Top accomplishments:
•Helped to institute paid maternity leave of
12 weeks.
• Increased tuition reimbursement.
•Implemented the 241 Ralph McGill fitness
center.
• Improved vacation policy.
•Reinstated face-to-face new employee
orientation.
For more information and/or to join:
http://associations.southernco.com/gpc/peer/
Current leadership:
Ashley D’Cruz, president
Duane Brooks, vice president
Current leadership:
Marcisha Adams, president
Mariana Bruno, vice president
Signature event: Speed Networking
Signature event: First official signature event
held June 8, 2015 (in recognition of Pride
Month), with keynote speaker Pam Stewart,
vice president with The Coca-Cola Co.
Top accomplishments:
•M embers are now more comfortable
bringing their authentic selves to work, a
testament to Georgia Power’s goal of creating an inclusive work environment for all
employees.
•Participated in the Atlanta Pride Parade
with an electric vehicle sponsored by
Marketing.
•Participated in the Atlanta Pride Marketplace
Festival at Piedmont Park, showcasing
Georgia Power’s energy efficiency initiatives
and programs.
•Supported Georgia Power in the Atlanta
AIDS Walk/Run Fundraiser.
For more information and/or to join:
http://associations.southernco.com/gpc/
pride-power/
Top accomplishments:
•Held first “TWIG Celebrates STEM Day” in
May 2015 at 241 Ralph McGill with more
than 100 children ages 6 to 17 of Georgia
Power employees in attendance.
•Nominated for a TAG STEM Corporate
Outreach Award.
•Participated in the Girl Scouts of Greater
Atlanta STEM Expo, sharing information on
energy efficiency.
•Hosted a Society of Women Engineers
summer camp for female high school students, where they were able to hear about
a day in the life of a female engineer and
learn about the different engineering organizations in the company.
For more information and/or to join:
http://associations.southernco.com/gpc/twig/
See 6 things, page 9
march 2016 • employee resource groups
57
ERGs: The voice of employees
By Martha Blanton
A
s a voice for the diverse and changing needs of Georgia Power employees, employee
resource groups (ERGs) advance diversity and inclusion objectives and disseminate them
across the company. The unique insight ERGs provide serve as a positive influence on
talent recruitment, employee development and how the company serves community and
customer needs. An ERG initiative is a win for employees, a win for the community, and a win
for the company.
Below are several examples of how ERGs have influenced company policies and practices in
ways that benefit all employees.
PEER Group surveys lead to enhanced benefits, maternity
leave policy
Southern Company’s recent review and update of benefits, including
the enhanced maternity leave policy, stemmed from surveys initiated by
Georgia Power’s PEER Group.
New mothers now receive up to 12 weeks of paid maternity leave
and adoptive parents can receive up to 12 weeks of paid adoption leave.
Other benefit policies that have received updates include vacation, tuition
reimbursement and the development of Bright Generations Child Care
Center.
“These enhancements reflect what we’ve consistently heard from our
employees across the system – and seen as we’ve compared ourselves
to the market,” said Stacy Kilcoyne, vice president of Human Resources.
“Flexible work programs are a high priority for current and future employees. Enhancing our maternity and adoption leave policies not only helps
our employees balance work and family priorities and deal with the
events or circumstances that may occur, it better positions the company
to retain and attract excellent employees.”
The new maternity and adoption leave benefits are in addition to the
two weeks of parental leave currently available to new parents upon the
birth or adoption of a child. Moreover, the parental leave policy has been
amended to allow new parents flexibility to take time off in one-day increments rather than the current one-week increments, as well as to remove
the 12-month waiting period for new hires.
The new maternity leave policy is designed to allow for the mother’s
8
march 2016 • employee resource groups
physical limitations and recovery associated with pregnancy and childbirth. The adoption leave policy provides parents time for the legal work
and travel often required for adoption, as well as time for the acclimation
and adjustment of the adopted child.
Military Veterans in Power helps to establish the company’s
rank as a top employer for military
Through a partnership with Human Resources (HR), Military Veterans
in Power (MVP) shapes the military recruiting strategy for Southern
Company, helping to establish and maintain the company’s rank as a top
employer for both active-duty and veteran military personnel.
“Georgia Power is committed to hiring qualified veterans into our
workforce,” said Sloane Evans, Georgia Power vice president of HR.
“Over the past two years, our recruiting team has partnered with several
business units to develop new military-recruiting strategies with various
military bases across Georgia. The partnership has included intentional
on-post recruiting efforts and the delivery of an apprentice training
program.”
Almost 9 percent of Georgia Power’s employees are veterans. Across
Southern Company, the veteran workforce is slightly higher at 10 percent.
“These employees bring great skills to Southern Company and the utility industry,” said Linda Sykes, veterans recruiting manager for Southern
Company Talent Acquisition and a retired U.S. Marine. “Southern
Company believes veterans’ proven commitment to pride, duty, honor and
discipline adds significant value to our company’s overall success.”
Southern Company and Georgia Power
are actively recruiting recently military-separated veterans by participating in a number of
recruitment events and programs nationwide.
The effort includes tools to help job seekers
match their military occupational specialties
with specific job listings within the company.
The success of that strategy is seen in
the 14 percent of new hires across Southern
Company who are veterans.
ERGs influence employee performance
evaluation
Through the collective efforts of all Georgia
Power ERGs, performance plans for Georgia
Power managers and supervisors now include
an inclusive work environment component.
Georgia Power strives to have a workforce
that looks like its communities. ERGs contribute to the ability to attract, hire and retain
those employees.
With the addition of an inclusion piece in
employee performance plans, Moanica Caston,
vice president of Diversity and Inclusion, hopes
to create “an inclusive work environment by
building practical skills with our leaders – the
skills and behaviors it takes to create that
environment.”
“We have included a piece in leaders’ performance plans around those behaviors we’d
like to see, and we’ve been ramping up not
only communication but training around that,”
said Caston. “We’ve now started moving that
along throughout the rest of the employee
population.”
> continued from page 7 6 things
VOICE (Valuing Openness, Inclusion,
Community and Education)
Year Founded: 2014 (originally founded in
2005 as AAWNG – African-American Women’s
Networking Group)
Mission: To create and sustain an inclusive
work environment that supports the recruitment, development and retention of AfricanAmerican employees who add value through
customer advocacy, education and community
involvement.
Current leadership:
April Zoebisch, president
Keith Williams, vice president
Signature events:
•Breaking Barriers – Influential AfricanAmericans in Southern Company History.
(Black History Month)
•“Why Georgia?” A discussion to highlight
the $6 billion economic impact the television and film industry has on Georgia’s
economy, energy, and how Georgia Power is
partnering to help grow local communities.
Top accomplishments:
•Held 11 student of the business/professional development events in 2015.
•Hosted two community energy efficiency
seminars in partnership with The Home
Depot.
•Provided volunteers for U.S. Rep. David
Scott’s, D-Georgia, Health and Community
Fair.
•Provided a team for the Susan G. Komen
Breast Cancer 5K.
For more information and/or to join:
http://associations.southernco.com/gpc/voice/
Work & Family Life
Year Founded: 2007 (originally founded as
“Working Parents Affinity Group”; changed to
“Work & Family Life” ERG in 2012.)
Mission: To provide quality programs and educational forums, which will allow employees to
focus on their careers while maintaining a wellbalanced family life.
Current leadership:
Kaprena Seymore, president
Mia Myers, vice president
Signature event: Work-Life Balance Panel
Discussion
Top accomplishments:
•Raised awareness of and promoted improvements to company benefits, including maternity leave, adoption and retirement.
•Offered information on school choices/planning for employees, including college scholarships and loans and pre-K to K-12 options.
•Supported the Light the Night Walk for the
Leukemia & Lymphoma Society.
•Supported the Atlanta Heart Walk for the
American Heart Association.
•Offered interviewing skills to high school
students.
For more information and/or to join:
http://associations.southernco.com/gpc/
work-and-family/
march 2016 • employee resource groups
9
Leader to
leader:
Executive champions
mentor ERGs
E
mployee resource group (ERG) champions are recruited by their respective ERGs to serve
as mentors and advisers to their groups. Each champion meets with ERG leadership on a
regular basis to offer guidance, provide
APA (Asian-Pacific American
resources and challenge the group to think
Employee Resource Group) Champion:
in terms of outcomes and business success.
Louise Scott, Customer Service Vice
The Citizen asked each of the champions to
President
talk about their involvement with ERGs.
1. What does your involvement with
AMIGOS Champion:
Pedro Cherry, Metro Atlanta Region
Senior Vice President
1. What does your involvement with
AMIGOS entail?
I provide guidance as requested in any area –
strategic, tactical and operational – to
assist AMIGOS with achieving our mission. I work with the leadership to ensure that the appropriate resources
(human and financial) are secured for routine and special projects as well
as to discuss plans, accomplishments, challenges and current internal and
external “hot items.”
2. Why are you involved in this particular ERG?
I think the overall mission of our ERGs is key to the success of Georgia
Power. I’m a firm believer that companies achieve business results primarily because of their people. Having a trusting environment where
everyone feels valued and respected allows individuals and teams to
achieve their highest level of productivity. Hispanics are the fastestgrowing demographic in Georgia and across the nation and thus can
arguably be considered one of the most important demographics for
Georgia Power’s future success. I have experienced the challenges of
being a minority and even though my experiences are certainly different,
I feel as though my experiences and role as an officer in the company
can be beneficial to members of AMIGOS. I consider giving back or
paying it forward a privilege and obligation.
3. How do you build support for your group?
I espouse the messages and value that AMIGOS bring to the company in
formal programs and meetings inside and outside of the company. I thank
the supervisors and managers of our officers for supporting them and
allowing them to dedicate a portion of their time to achieving the AMIGOS’
mission. I encourage everyone to support the AMIGOS and all ERGs.
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march 2016 • employee resource groups
APA entail?
I offer strategic guidance to the group as
they develop and execute their business
plans. We work as a team in cultivating innovative ways on delivering our
value proposition of being an excellent resource for both the employees
and the business.
2. Why are you involved in this particular ERG?
Employee resource groups are a great tool in helping us bring the diversity perspective to our company. The unique feature about APA is its
inherent cultural diversity; APA represents over a dozen countries from
the Asian continent. The group has been a great resource for us as a
company to help build a connection with our Asian customers and the
community. Additionally, it continues to serve as a robust platform to
grow and develop leaders.
3. How do you build support for your group?
I focus on understanding the value APA brings to the company and on
communicating that message across the organization. I encourage my
peers and others within my sphere of influence to participate in APA
events to garner support for the organization.
PEER Group (Professional Education
and Employee Retention) Champion:
Jason Cuevas, West Region Vice
President
1. What does your involvement with
PEER Group entail?
I offer guidance on strategy and tactics and
serve as a sounding board for the organization’s leadership and members.
2. Why are you involved in this particular ERG?
As a mid-career hire myself, I believe I have a perspective that may help
other mid-career hires and less-tenured employees understand and navigate Southern Company and Georgia Power’s strong culture. In my view,
helping this segment of our employee base excel in – and help shape – our
corporate environment will be a key component of our continued success.
3. How do you build support for your group?
I attempt to be an advocate for the group whenever and wherever possible
by sharing information about upcoming events and initiatives, especially
as it relates to building support and membership outside metro Atlanta.
PRIDE Power Champion:
John Pemberton, Generation Senior Vice
President & SPO
1. What does your involvement with
PRIDE Power entail?
I provide guidance and support to the leadership team. We exchange ideas on the
group’s internal and external events. I also
serve as PRIDE’s voice to the Management Council.
2. Why are you involved in this particular ERG?
ERGs select their executive sponsor and I was honored to be chosen
as their first sponsor. I believe this company can only be made stronger
through a commitment to creating and sustaining an environment in which
every employee feels valued, respected and productive.
3. How do you build support for your group?
The entire organization is very motivated and focused on their mission.
I serve as an advocate to communicate it across the company and to
encourage membership.
TWIG (Technical Women in Georgia)
Champion:
Leslie Sibert, Distribution Vice President
1. What does your involvement with
TWIG entail?
I provide guidance, suggestions and support
for the resource group’s internal/external
events and activities. I have been the sponsor of TWIG since it launched.
2. Why are you involved in this particular ERG?
I believe building and retaining a technical workforce that is inclusive of
women will ensure our company’s continued success. The focus of TWIG
and its programs range from growing the number of women in the workforce pursuing engineering degrees and craft labor skills to providing professional development for women at Georgia Power who are in technical
roles. As a leader of an operational business unit, I have a business need
to grow the representation of women in my workforce. As an engineer, I
also understand the opportunities women have when they work in a predominantly male organization.
3. How do you build support for your group?
By ensuring TWIG has a strong business focus in the activities they choose
to do, it enables me to garner support. We have tangible accomplishments
that meet the objectives of the ERG. We are the first ERG that established
a presence outside the metro Atlanta area. This was accomplished by
identifying local champions and then supporting their efforts in getting
leadership buy-in.
VOICE (Valuing Openness, Inclusion,
Community and Education) Champion:
Ron Hinson, CFO & Treasurer, Executive
Vice President
1. What does your involvement with
VOICE entail?
I meet with VOICE leadership monthly to discuss recent and future activities.
2. Why are you involved in this particular ERG?
This is my first direct engagement with an ERG, and I am excited to be in
this role. VOICE is a very active ERG, both internally and with the community. I am having a fun and rewarding experience getting to know this
group of talented employees.
3. How do you build support for your group?
I view my role as doing all I can to facilitate VOICE being successful.
Sometimes that may be helping secure speakers, giving feedback on
event ideas or just keeping VOICE at the forefront of executive management thoughts concerning ERGS. VOICE is a great ERG, and I want to do
all I can to sustain and build on that success.
Work & Family Life Champion:
Mike Clanton, Land Vice President
1. What does your involvement with
Work & Family Life entail?
I serve as a sounding board and an adviser
for the executive committee. I assist with
events when requested. I am an advocate
for the group with other executives and
managers.
2. Why are you involved with this particular ERG?
I believe the group provides a helpful source of information and support
for our employees that is not found in traditional areas of the company.
3. How do you build support for your group?
I encourage others to get involved and share their ideas.
MVP (Military Veterans in Power) Champion: To be determined.
march 2016 • employee resource groups
11
ERGs: Building future leaders
M
any former ERG officers agree: leadership
skills gained while heading an employee
resource group (ERG) often translate into
greater career success.
“The opportunity to lead helped me define the kind of leader I want to be,
and be more confident and strategic in the decisions I make,” said Rosa
Marroquin, 2013 president of AMIGOS.
In addition to leadership skills, the greater exposure that comes from
being an ERG officer can provide a professional boost, too, others said.
“I would say that ERG leadership and involvement can be a great
opportunity for exposure,” said Peter Jackson, a past president of the
Asian-Pacific American (APA) ERG. “I’ve been able to expand my network
throughout Southern Company and have used the opportunity to shine a
light on the value our ERG brings in supporting the goals of the entire
company, not just for the benefit of APA members.”
Cultivating leadership development is a key part of Diversity and
Inclusion’s strategy for ERG members and leaders, said Karen Ashley,
Diversity and Inclusion project manager.
“With few exceptions, most of the ERG leaders are individual contributors. As ERG leaders, they sign up to lead volunteer organizations, which
means getting work done through volunteers,” Ashley explained. “They are
expected to manage budgets, develop business plans, select committee
chairs and communicate with senior-level executives.
“Of course, Diversity and Inclusion wants to provide all the training and
support we can to help them navigate these responsibilities,” she continued.
Diversity and Inclusion holds professional development workshops
each year for ERG leadership teams, Ashley said. They are designed to
highlight one or two of the leadership competencies necessary to ensure
the ERG is visible and a relevant contributor to the business.
Another stepping stone in ERG leaders’ development is the annual process of presenting before the Management Council, said Trayvon Leslie, a
past president of VOICE.
“It allows you to learn how to prepare to be in front of those company
leaders. You go before them, and it’s an opportunity to promote your organization and tell them how you’re benefiting the business, as well as share
member feedback. It’s our opportunity to provide input on how we can
make our company an even better place to work.”
The formal leadership development training and experience before the
Management Council is valuable, but the intangibles that come with leading an ERG also can help lead to success, said Scotty Burkes, a former
president of Military Veterans in Power (MVP).
“It can help get you out of your comfort zone and open your eyes to
opportunities you might not have otherwise known existed,” he said.
Marroquin, Jackson, Leslie and Burkes recounted similar experiences as ERG leaders and the impact it had on their careers and lives. All
12
march 2016 • employee resource groups
expressed a sense of pride in the organizations they led and what was
accomplished under their leadership.
Following are some of their takeaways.
Rosa Marroquin, customer service supervisor, Northwest Region
Marroquin joined Georgia Power in 1996 as a customer service representative. She held various roles after that, including service hub specialist and
senior AMI data analyst.
She held various leadership roles in both PEER and AMIGOS before
becoming president of AMIGOS in 2013.
Marroquin said serving in a leadership role has provided networking
opportunities for personal growth, while at the same time allowing her to
have a positive impact in the community representing Georgia Power.
ERG involvement “created an avenue to meet new people within the
company, to share best practices, learn more about the various departments, and meet people with diverse ideas and goals,” Marroquin said.
ERG leadership helped her become more purpose-driven with her individual developmental plan, she added.
“I owned the process for my development and growth,” she said.
Scotty Burkes, service hub supervisor
Burkes joined Georgia Power in 2003 after a career in the U.S. Army. He
began as an apprentice lineman, and credits developmental opportunities
such as being president of MVP for his success in his current role.
He served as president of MVP in 2013. Having a strong leadership
team around him was an important part of his success as MVP president,
Burkes said.
“As a leader, it is very important to me to make sure everyone knows they
are valued and appreciated,” Burkes said. “What I learned throughout both
my military and corporate experience is people want to be part of something
great, and when we include everyone, diversity takes care of itself.
“As president of MVP, I was able to pick my team, which allowed
people to help in an area they were passionate about. I learned that the
sincere inclusion and compassion of MVP members is what makes MVP
successful,” Burkes continued. “People want to feel included, part of a
team. I’ve taken that into the workplace.”
Trayvon Leslie, area manager, Vidalia
After a three-year internship, Leslie joined Georgia Power as an engineer in 2008. He has worked in various roles of increasing responsibility since then, including distribution engineer in Macon and at the North
Shallowford location in Atlanta, engineering supervisor in Carrollton and
Distribution Control Center supervisor.
He served as president of VOICE the first part of 2015 and was vice
president in 2014.
Leslie’s recent promotion to area manager in Vidalia prompted his decision to relinquish his role as VOICE president, although he still remains
“The formal leadership development
training and experience before the
Management Council is valuable,
but the intangibles that come with
leading an ERG also can help lead
to success. It can help get you out
Rosa Marroquin
Trayvon Leslie
Scotty Burkes
Peter Jackson
of your comfort zone and open your
eyes to opportunities you might not
have otherwise known existed.”
– Scotty Burkes, former president of
Military Veterans in Power
involved in the organization.
Coincidentally, he gives VOICE much credit for giving him the added
confidence and comfort, especially when working with external stakeholders, he needed to pursue the new opportunity.
“The increased exposure I received from the Management Council on
down – that and growing into a better student of the business – allowed
me to be comfortable in pursuing this role and being successful in this
role,” Leslie said.
Peter Jackson, Human Performance coordinator
After stints at Florida Power & Light Co. and Mirant Corp., Jackson joined
Georgia Power in 2004. He started as a senior internal controls analyst,
working mostly with the transmission organization. He held numerous
positions after that, including senior engineer/scheduler, senior transmission line engineer, substation operator supervisor and transmission maintenance supervisor.
After serving on numerous committees, he served as president of APA
in 2010.
In his case, ERG membership and leadership was a vehicle for personal
growth, Jackson said. He now spends time mentoring and advising others
in the organization, often using his own story as an example.
He has adopted a three-step philosophy:
First, he advises, learn.
“Get involved at the ground level, serving on a committee. Seek to
understand how things get done and identify ways that serving in APA
or any ERG can help you address developmental needs, such as public
speaking and project management skills,” he said.
Next, Jackson said, identify where your strengths can best be leveraged for the good of the organization and take on a formal leadership role.
“Gain experience setting expectations for your team and then provide
coaching along the way. Motivate volunteers in order to maintain their
passion for helping fellow employees and seeing the company succeed,”
he said.
Finally, leave a legacy, Jackson said.
“Whether it’s in our careers or in an ERG, it’s important to know that
your efforts made a long-term impact.”
march 2016 • employee resource groups
13
ERGs expand across the state
By Carol Boatright
A
s word about the work and value of Georgia Power’s employee resource groups (ERGs)
spreads throughout the state, so does employee interest in participation. The Diversity
and Inclusion organization is working to expand these opportunities beyond metro Atlanta.
One recent example of how ERGs are resonating outside the metro area
occurred at a recent Coastal Region expanded leadership team meeting, where representatives of the Military Veterans in Power (MVP),
Professional Education and Employee Retention (PEER), PRIDE Power and
Technical Women in Georgia (TWIG) presented information about their
respective ERGs and how they support the company’s goals. The MVP
presentation in particular resonated with lineman Joe Schear.
Schear himself is a veteran and had been aware of MVP, but after
hearing the group’s presentation felt it would be a good time to shine
a focus on the group. He shared information with employees in the
Savannah area and encouraged several to join the organization. Now he’s
looking forward to spreading the word to other cities within the region.
“With King’s Bay, Fort Stewart and Hunter Army Air Base in this area,
we have a large military presence in the region,” said Schear. “We have a
number of employees who are either recently separated from the service
or who are veterans. And some employees are not veterans but want to
show their appreciation by supporting our activities.”
MVP is not the first ERG established in Coastal Region. TWIG has
been active in the region for more than five years with about 23 active
members. With chapters in four regions, the organization has supported
numerous training events, including Girls Engineer It Day, career day presentations, MAGIC Camps and professional development seminars, to
emphasize the importance of STEM careers.
Chan Dixon, Coastal Region’s Human Resources business consultant,
MVP partnered with Citizens of Georgia Power on a Habitat for Humanity
project for a Central Region community outreach event on Veterans Day.
14
march 2016 • employee resource groups
AMIGOS member Francisco Rivera Santiago assists Jackie Power, East
Region energy services representative, with a home energy audit.
appreciates the value ERGs add and hopes to engage additional employees. “Almost one-fourth of the region staff has less than three years of
service,” Dixon said, “and the ERGs can help employees understand the
business and culture of the company.”
Another role of the ERGs is to support the company’s business goals
and positively affect business results. That’s certainly been demonstrated
in the Augusta area, where the AMIGOS East Region chapter has partnered
with East Region Customer Service & Operations staff on several projects
to bring about excellent outcomes.
AMIGOS supported an East Region Hispanic customer information
forum for Augusta’s Hispanic leadership last year. They recommended
issues that would be most important to the audience, participated in the
forum and obtained feedback about the needs of Hispanic customers.
Reaction from the forum was so well received that it led to Georgia
Power being asked to participate in Augusta’s annual Hispanic festival,
one of the biggest events of the year. AMIGOs also has partnered with
energy auditors in the region to reach Spanish-speaking customers.
“The AMIGOS have been a valuable partner, allowing us to reach a
group of customers we are not normally able to reach,” said Tim McGill,
East Region external affairs manager.
Karen Ashley, Diversity and Inclusion project manager, echoed
McGill’s sentiments. “ERGs are a valuable asset to the company. They
not only help us to achieve desired business results, but also serve to
further support the company’s goal to sustain a trusting and inclusive work
environment where all employees are valued, respected and productive.”
Over the past 12 to 18 months, several new ERG chapters have
formed in Central, Coastal, East and Northwest regions, with the most
recent being an MVP group started at Plant Vogtle.
ERG leaders, Management Council focus on leadership development
By Kirk Martin
F
inding, recognizing and developing leaders were the topics at a recent meeting between
the Georgia Power Management Council and top officers of the company’s employee
resource groups (ERGs).
Opinions gathered from brief membership surveys by each of the groups
drove the conversation when ERG presidents, vice presidents and executive champions met with Georgia Power officers in the session.
ERGs are a tool for management communication to employees,
but also an important channel for employee feedback, adding to the
information provided by companywide engagement surveys, said Paul
Bowers, chairman, president and CEO. “What if we could monitor
employee engagement real-time, instead of waiting for the results of a
25-page survey?” Bowers said.
“We feel we can provide a cultural snapshot and what people are
thinking,” said Charles Tippins, an advisor for PRIDE Power, referring to
the thousands of Georgia Power employees who are members of the
eight ERGs.
Survey respondents said Georgia Power should consider different
streams in its search for potential leaders, said Pat Pappa, president of
Military Veterans in Power (MVP). “The ERGs feel there’s a lot of talent
being left on the table.”
Pappa and Keith Lang, former MVP president, said members would
like to see more attention to leadership experience outside Georgia
Power, including the military, volunteer and community organizations.
Mia Myers, president of Work & Family Life, suggested a strategic plan
to recognize leadership in employee councils, Energy Exchange, ERGs and
other internal groups.
The company is looking for strategic tools to incorporate the diverse
information about employees that provides evidence of leadership potential, said Sloane Evans, vice president of Human Resources.
“We heard from our members that we need to better position our
leaders to lead an increasingly diverse workforce,” said Ashley D’Cruz,
president of PRIDE Power. “Managers have the willingness but perhaps
not the training to lead a diverse workforce.”
April Zoebisch and Keith Williams, president and vice president of
VOICE, respectively, offered suggestions to address the issue, including
annual online diversity and cultural sensitivity training, evaluation for
leaders on managing a culturally diverse workforce, moving away from
a one-size-fits-all approach to diversity, and continuing to educate that
diversity is about more than just race.
“As we touch our customers, we should remember that a lot of them
will be future employees of Georgia Power,” said Williams.
ERG members responded on the survey that they have limited options
for growing their careers, winning promotions and finding development
opportunities outside their current jobs, said Kenan Davila, president of
AMIGOS. “Promotions are based on relationships and knowing the right
people,” Davila said.
Suggestions to address the issue from Audrey Giles, president of
PEER, included expanding the PowerMatch job shadowing program currently within External Affairs, bringing back the Professional Development
Program, and providing new tools to help employees strategically plan
their careers and find relationships with mentors.
Improving the company’s tuition reimbursement program was another
recommendation from Kendrell Fuller, PEER vice president.
“Relationships may matter, but performance is job one, bottom line,”
said Bowers.
ERG members want to see Georgia Power leaders be more accountable for the growth and development of their employees as well as on
business results, said Nikita Trivedi, president of Asian-Pacific American
(APA) ERG.
Communication is essential in the development process, and
employees want to see more – and more meaningful – feedback on
their performance, said Mary Ann Kim, vice president of APA.
Recommendations to improve leadership accountability could include
continuing education for leaders and a more open dialogue on performance management and development, said Marianna Bruno, vice president of Technical Women in Georgia (TWIG).
Expanded training is coming for leaders, including improved help for
new supervisors and continuing education for experienced leaders, Evans
said.
Chris Cummiskey, executive vice president of External Affairs, asked
for continued feedback as new programs come on line. “When we do
something new, if it’s not good, tell us,” he said.
Moanica Caston, vice president of Diversity and Inclusion, thanked
ERG leaders for their candor and assured them the dialogue with the
Georgia Power Management Council would continue.
march 2016 • employee resource groups
15
IN MEMORIAM
EMPLOYEES
Stevie Leatherwood, 60, materials team leader, Plant Hammond,
Jan. 6
Theodore K. Moore, 61, mechanic, Plant Bowen, Feb. 22
RETIREES
M. E. Brown, Substation Design, July 15
Andrew V. Hammock, 91, foreman, operating line, Oct. 20
J. E. Awtry, 89, transmission support, Metro Transmission
Maintenance Center, Oct. 22
Burch S. Presswood, 81, land records coordinator, Nov. 16
P. H. Higgins, 73, mechanical tractor operator, Plant Branch, Nov. 18
Billy R. Daniel, 64, electrician, Newnan Transmission Maintenance
Center, Nov. 28
Randall J. Thomas, 80, operator C, Wallace Dam, Nov. 29
Robert F. Taylor, 62, boiler turbine operator, Plant Scherer, Dec. 7
Robert F. Hancock, 97, Dec. 7
Bobby L. Barnes, 76, Transmission Control, Valdosta, Dec. 14
the
Citizen
Internal Communications
Manager
Jim Barber
Editor
Amy Fink
Design
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The Citizen is published by
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for active and retired
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Address internal
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Please report address
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Howard J. Dixon, 61, boiler turbine operator, Plant Branch, Dec. 31
Jerry D. Lane, 67, electrician, Plant McManus, Jan. 6
R. K. Beck, 69, boiler turbine supervisor, Jan. 10
Troy L. Coon, 66, senior CBM specialist, Plant Yates, Jan. 16
William G. Chambers Jr., 62, mechanic, Plant Hammond, Jan. 17
William T. Studstill, 78, sales specialist, Jan. 21
David E. Willis, 67, fleet mechanic, Jan. 25
M. H. Watters, 88, substation maintenance supervisor, Jan. 28
Ruth S. Braden, 88, senior secretary, conversion department 27,
Feb. 9
Ralph E. Fountain, 84, Savannah Electric retiree, line services
supervisor, Feb. 12
Phillip R. Armitage, 85, Savannah Electric retiree, line crew, Feb. 15
Mattie A. Jordan, 94, helper, building services, Feb. 20
Willie K. Aultman, 74, power delivery manager, Feb. 22
W. H. Maddox Jr., 72, mechanical tractor operator, Plant Hammond,
Feb. 25
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