AWWA JAW71198

To successfully prepare for the significant upcoming changes in the workforce, utility managers need to focus not only on incoming candidates but the work itself. This time of transition represents an opportunity to rethink and redesign work processes in ways that make processes more efficient and that are compatible with the skills and expectations of incoming workers. This article provides examples of ways in which managers can use information technology (IT) to improve processes such as: use of IT for increased productivity in the field; broadened access to operations information; use of analytical reports to support operational planning and monitoring; and, increased automation of processes. The authors point out that implementing these technologies successfully requires significant up-front work in analysis and documentation. Additionally, such business process changes may affect skill requirements, job classifications, divisions of labor, and the way work is organized. This aspect of implementation must be thought through and addressed in order to implement such projects successfully. Utility managers should realize that part of the solution to addressing the upcoming workforce development challenges associated with retirement of Baby Boomers is to modify the work itself. Includes reference.