Training Top 125 Best Practice: MasTec – Utility Services Professional Development Program

The three-year, customizable leadership development program provides strategic guidance and experiences for high-potential employees with divisional leadership aspirations.

A provider of utility infrastructure construction services to the electric, telecommunication, and oil/gas industries, MasTec – Utility Services identified the critical need to build a talent bench to ensure that as senior leaders continue to advance or conclude their careers, future leaders are primed to take their place. In 2016, the company launched a new leadership initiative called the Utility Services Professional Development Program. The inception of this program began with a directive to divisional vice presidents: Identify high-potential/performing employees who can be developed to one day take your place. The Employee Development Team got involved to create a formal leadership development program to help bring the directive to life.

Program Details

The Utility Services Professional Development Program is a three-year, customizable leadership development program that provides strategic guidance and experiences for high-potential employees with divisional leadership aspirations. Employees chosen by a selection committee to participate in the program receive internal and external training opportunities, numerous field immersion assignments, and an executive mentor to support them throughout the program and their career.

The training opportunities consist of e-learnings and instructor-led leadership skill modules. Topics range from public speaking and negation training to a four-day Project Management Professional (PMP) boot camp. Field immersion assignments also give participants a chance to learn about areas of MasTec’s business they may not have been exposed to yet. They spend time with MasTec laborers learning all that goes into the work happening in the field. Finally, the program provides an executive mentor to provide support and guidance throughout the three years and beyond.

Results

Six employees started the program in 2016, and another six in 2017. Three participants already have received promotions into roles with greater responsibility and compensation. MasTec administers self- and leadership evaluations of each participant to track progress throughout the program. After one year, one participant demonstrated a 14 percent improvement in leadership behaviors and a 13 percent improvement in oral and written communication skills. Another demonstrated a 40 percent increase in service line knowledge. Another participant demonstrated a 17 percent improvement in confidence and presence and a 20 percent improvement in conflict resolution behaviors.

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