Luis Orozco knew nothing about Ontario’s power grid when he landed a co-op placement at the Independent Electricity System Operator (IESO). In fact, by his own admission, he’d never even paid a utility bill.
But he liked what he saw – especially the commitment to learning and development – and was determined to start his career with the organization that, quite literally, keeps the province’s lights on.
He was hired into a full-time position in 2008, shortly after completing a bachelor’s degree in mathematics, and has never looked back. “My first supervisor sat me down and asked me where I wanted to be,” says Orozco, who is a supervisor of quality assurance and manages a team of 19. “They trained me for what I was doing and encouraged me to look beyond that to my next role.”
Learning and development are important parts of the employee experience at the IESO, says president and CEO Lesley Gallinger. She navigated her own learning curve, after joining the organization in May 2021, when some 90 per cent of employees were working remotely.
Her onboarding involved detailed briefings by subject matter experts and members of the executive team even before her official start date. From there, she had virtual “coffee chats” with groups of employees at every level across the organization.
What she discovered told her a lot about working at the IESO. “Our employees are proud to work here,” says Gallinger. “As an organization that promotes teamwork and collaboration, we value open discussion of different views.”
As part of its mandate to ensure Ontarians have access to reliable and affordable electricity when and where they need it, the IESO manages the grid, governs the electricity market, and plans for Ontario’s future energy needs.
The IESO employs a wide range of professionals, including engineers, market development advisors, planners and information security analysts, as well as legal, financial and stakeholder relations experts.
“We have a comprehensive learning curriculum that focuses on leadership and that aligns to our competencies and core values,” says Gallinger.
Beyond the learning curriculum, webinars are available for self-learning on a wide variety of subjects, ranging from equity, diversity and inclusion, to electricity sector trends. The organization is also experimenting with different types of learning initiatives and approaches – dedicated learning weeks, and having director-level employees work with external experts to facilitate leadership cafes based on the Harvard ManageMentor program.
Apart from these initiatives, employees are encouraged to draft their own development plans. “I’ve had one since Day 1,” says Orozco. “It’s a good vehicle for discussions with your managers.”
He has also had mentors and encourages members of his team to adopt a mentor as well. “They can help you apply for jobs, teach you how to navigate the hallway and challenge yourself and your thinking,” he says.
Working remotely has proved effective for many employees and may lead to permanent change, says Gallinger. “We’ve all learned how to use the tools, like Microsoft Teams, and how to get good value out of them,” she says, pointing to the organization’s investment in resources and communication that contributed to high engagement scores during the pandemic.
That said, the IESO is focused on a post-pandemic future that will see employees in the office based on a hybrid work model. “We will pilot that for six months,” says Gallinger, “and use feedback on the experience to develop a sustainable model that will work for the IESO and our people over the long term.”
