Click to play Southern Company employees are part of the vital delivery of electricity. We value diversity and a wide array of jobs make up our team. Positions include plant and line workers, customer service reps, engineers, and finance and technology professionals. Click to play Tom Fanning, CEO, as he outlines his views on how diversity leads to success.
Southern Company CEO Tom Fanning:
We're going to continue to focus on personnel development at all places in the organization. One of the things I'm particularly interested in this year is continuing the emphasis on valuing diversity, because when you think about the power of potential smart - Southern smart - applications, the power of the Internet, perhaps changing the relationship we have with customers and the way we think about our business from an operational sense, we need to start growing and valuing people that will in essence attack our conventional wisdom. That may be some of the most positive work we do this year. So this notion of valuing diversity has real, positive business results, and we've got to focus on nurturing that growth.
Throughout its history, Southern Company has developed and sustained a highly skilled and stable workforce. For its approximately 26,000 employees, the average age is 46 with an average tenure of 17 years, and of about 4.2 percent in 2012. A stable and highly competent workforce has fueled the company's superior performance in reliability, customer satisfaction, and shareholder return. Our deep skills and high percentage of long-tenured employees are evidence of our success in providing a desirable workplace with competitive pay and benefits and ongoing development opportunities. People come to Southern Company for a career, not just a job.
Southern Company employees bring a strong sense of commitment to the job. Results of the 2011 employee engagement survey show that 92 percent of the workforce has a high level of engagement. Our overall scores are above utility and general industry benchmarks.
Southern Company is readying itself for workforce transitions brought on by a large segment of the employee population becoming eligible for retirement. We must continue to attract, develop and retain skilled workers to ensure reliable supplies of affordable electricity. To do this, we focus on providing a variety of programs designed to meet the needs of our tenured workforce as well as attracting the emerging workforce of the future. These programs include pay and benefit programs, recruitment and retention initiatives, leadership and employee development programs, and diversity and inclusion strategies.
Valuing & developing our employees is one of Southern Company's top five priorities. The people priority states: we will elevate performance in our people and culture through the following ways:
Find additional information on community and volunteer work across Southern Company businesses. »
"Companies need to take on issues of race and gender first. An organization's management of diversity can be defined and judged in absolute metrics, most easily with human-capital statistics. Race and gender are the most dominant centers of discrimination.
"Your standards for unquestionable trust, total commitment and superior performance easily fit into a diversity message. You're ahead of many organizations because it's already in your culture."
Luke Visconti, partner and co-founder of DiversityInc