Eversource Energy

Donna Grici is a seasoned HR professional having successfully partnered with Fortune 500, dentistry, IT, healthcare, and non-profit organizations to steer a strategic vision that aligns with the organizational mission. Her expertise within Human Resources includes C-suite and leadership coaching, change management, recruitment, organizational effectiveness and engagement, EVP, DE&I, innovation, project management, transformational leadership, strategy development, and employee relations among others.

In an exclusive interview with Manage HR, she shared her invaluable insights regarding the transformations taking place within the industry, the ensuing challenges, and her roles within the industry.

Could you provide a brief overview of your journey and your current roles and responsibilities in the organization?

I currently serve as the vice president of talent, culture, diversity, equity, and inclusion for Eversource Energy, a Fortune 400 company and the largest utility in the Northeast, and the 10th largest in the United States.

A notable facet of my job at Eversource is that I appreciate that it encompasses the full employee journey. Often, organizations tend to separate talent from DE&I. However, I am in charge of I&D, DE&I, and everything related to culture and engagement.

My role at the organization incorporates the three big pillars of HR - attracting, developing, and retaining talent. Likewise, the retention of talent which essentially revolves around diversity, equity, and inclusion, also falls under my supervision.

I have also worked for a number of Fortune 100 companies before Eversource, as Head of HR, talent, and diversity.

In your opinion, what are some of the major challenges that are having an impact on the industry today?Additionally, could you also elaborate upon the changes that are taking place within the industry?

I think the greatest challenge over the past two years has been posed by the changing workforce. Currently, we are dealing with two completely different workforces. There is a group that has been present in the job market for 20 or 30 years. In their search for employment, they prioritize the pay and the objective towards which the job progresses. On the other hand, the new workforce in their employment search places emphasis on the sustainability and DE&I plans of the company, and the measures taken to create a culture of respect and belonging. It is necessary for companies to have benefits, engagement plans, and retention strategies for both the old and the new talent.

Additionally, it is crucial for us to be progressive and cautious when promoting our employee value proposition (EVP). Our organization’s branding plays a significant role as the expectations and motivators of both experienced and emerging talent naturally differ. Moreover, employee retention is not solely dependent upon compensation and benefits. The company’s commitment to sustainability and its efforts in promoting environmental justice can equally influence its overall impact.

Are there any technological advancements aiding in adapting to the aforementioned organizational changes and fostering a more inclusive work culture?

An intranet or an internal hub facilitates communication between employees and is certainly a great mechanism to help with the work culture. In addition, a Microsoft Teams environment has enabled employees to work remotely from their homes, providing them with the flexibility they demand. These technologies have proved to be impactful on the way our company does business. Moreover, from a talent acquisition perspective, social networking sites like SeekOut, LinkedIn, Facebook, Tik Tok, and Instagram have played a major role in attracting and retaining talent.

What are the distinct strategies that you utilize as a leader to raise awareness about industry changes and successfully implement policies that foster a positive work culture?

We have a robust DE&I strategy that hinges greatly on our business resource groups (BRGs). BRGs provide groups composed of individuals who can speak with likeminded people or those with whom they share the same background. The company can contact these groups and make inquiries regarding the reaction of customers to certain things. 

“Instead of disrupting landscapes, I envision a future where energy transport is as graceful and unobtrusive as the clouds above.”

As a utility business committed to prioritizing customer experience, our foremost objective is to consistently provide our customers with the finest utility experience. 

Further illustrating the significance of BRGs is a personal example from another organization. During my time at a healthcare organization during the pandemic, healthcare workers frequently visited homes where the patient’s entire family would be present. We found great value in utilizing cultural BRGs to enhance our understanding of specific cultural practices, particularly those where it was customary for the patient’s family to reside together in one household. Familiarity with these distinct cultural norms allowed our workers to anticipate the types of inquiries they might receive from family members, enabling them to establish a sense of ease within the family dynamic. I believe rich and active BRGs tasked with ensuring cultural awareness, are imperative from a business perspective in the customer arena and from a recruitment perspective for the retention of people.

What according to you are some disruptions that are likely to take place within the industry in the future?

The abilities and the usage of AI in the future remain largely uncertain. Ours is a heavily regulated industry, not only because we are a government contractor and have oversight from the office of Federal Contract Compliance Programs (OFCCP), but we also have state and other regulators. Thus, our position concerning AI is largely undetermined. 

However, from an HR and talent acquisition perspective, the rise of chatbots has engendered questions concerning the former’s potential capability of interviewing and screening candidates. 

I would reassert the value of social media as a tool for branding, recruitment, and retention. It can serve as a powerful means of presenting the company, through videos and podcasts, in a manner that is congenial to the interests and needs of the company. From a recruitment standpoint, SeekOut serves as a valuable tool for discovering fresh talent online, while virtual career fairs, an existing reality, would undeniably advance to an unprecedented level of development.

What advice would you offer to your peers and individuals aspiring to enter the HR field?

The functions and the nature of work at HR have radically changed over the last 20 or 30 years. Previously, we had to fulfill the roles of business partners, strategists, and workforce planners, handling change management. People’s mindset concerning the future of HR is constantly changing.

A recent development has been the rise of HR Operations (HR Ops), whereby the functions of the department have been redefined. This involves going beyond the objectives of hiring, attraction, retention, and development of talent, to focusing on the production and well-being of the staff as a whole. This is the next level in HR and has the potential of putting the department in a formidable position, transforming the way we provide service to the business.

I actively dedicate a substantial amount of time to staying abreast of the latest mindsets and technologies by extensively utilizing the internet. In addition, I engage with organizations like the Northeast HR Association to enhance my understanding. Moreover, I greatly value the knowledge and insights shared by my peers, which contribute significantly to my knowledge acquisition process.

I would say that it is no longer only large organizations that are making innovative contributions. There are smaller organizations with fewer people and without any prospect of external help that are at the forefront of great innovations, redefining the manner in which we do HR.