We recruit potential employees from all walks of life, and we focus on recruiting and retaining top diverse talent through a variety of outreach efforts and a robust intern-to-employee pipeline.
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What you should know
We seek out top performers, no matter who they are.
We want our workforce to reflect the communities we serve.
We strive to create workspaces that meet the needs of our current employees and help attract new ones.
Dominion Energy has always sought out top performers. But while excellence is a necessary condition, it is not sufficient. A workforce that reflects the communities we serve is critical to the future of our company and in the best interest of those communities.
As the demographics of the general population and those of working age change, the makeup of our workforce also must change. So we strive to be intentional with our hiring and retention strategies, and to focus on recruiting and retaining top diverse talent.
Our recruitment efforts focus on four key areas:
- Educational institutions, including high schools, community colleges, junior colleges, and career/technical education, as well as four-year colleges and universities;
- Military resources, including armed forces transition offices, veterans’ representatives, and military-specific events;
- Talent-pipeline resources such as the Center for Energy Workforce Development, Troops to Energy Jobs, and community organizations; and
- Employment branding through social media, employee-resource groups, and other grassroots efforts.
We also maintain the Dominion Energy Ambassador Program, which allows participants from our Employee Resource Groups and other top performers and leaders to represent the company at recruiting events such as career fairs, panel discussions, and information sessions.
At Dominion Energy, diversity is a strength that allows us to better serve our customers, foster innovation, and position the company for long-term success. We provide energy for everyone. To do that well, we must have a workforce that represents the diversity of the customers and communities we serve.
Here is a snapshot of diversity across our workforce as of Dec. 31, 2019:
|% of workforce||% of management|
From 2013 through 2019, we raised our diverse hiring rate from 27 percent to 45 percent — an increase of 18 percentage points. While we value the diversity we currently have, we seek to build on that progress by making our workforce even more representative. For that reason, we are stepping up our recruitment of women, minorities, people with disabilities, and other diverse candidates. Here are the main elements of our multipronged strategy to do that:
- Participating as a major sponsor of several national diversity-focused recruiting events as well as local events featuring large numbers of diverse candidates;
- Revising hiring protocols to feature on-the-spot interviews and accelerated job offers at large recruiting events, allowing the company to be even more competitive in securing the best talent;
- Employing a diversity recruiting specialist to inform, facilitate, and execute a diversity sourcing strategy for the company that capitalizes on national, regional, and local partnerships with organizations that have access to diverse talent pools;
- Requiring unconscious bias training for all hiring managers;
- Offering up to 50 scholarships worth $5,000 each to diverse student interns each year;
- Providing tools for senior leaders to monitor progress on our diversity goals including throughput reports that show the percentage of diversity at every stage of the hiring process, from application through offer acceptance;
- Implementing a two-in-pool goal to interview at least two diverse candidates in every interview pool; and
- Hosting our first Diversity Student Conference (in 2019) with 125 diverse college students from 26 states or territories, including Washington, D.C. and Puerto Rico, with a goal of hiring diverse summer interns to fill our future workforce pipeline.
Diversity is not sustainable without an inclusive work environment that provides meaningful development opportunities. For that reason, the company is focused on training and mentoring for all employees, including women and minority employees. Emerging leaders will naturally be identified through these efforts, and these individuals will ultimately add to the diversity of our management team.
In addition to the systematic approach outlined above, Dominion Energy is constantly looking for other ways to bring more diversity into our organization and our thinking. For example, we are seeking candidates with the strongest work ethic, drive, and determination and broadening our views about the kinds of experience that will bring value to our company. That approach recently led to the hiring of an outstanding diverse candidate in our law department who might have previously been passed over.
In 2019, we held a “Careers in Energy” Diversity Student Conference in partnership with the Virginia Chapter of the American Association of Blacks in Energy (AABE) and Dominion Energy’s employee resource groups. We hosted 125 students from 74 colleges and universities across 26 states (including Washington, D.C., and Puerto Rico).
New Branding Campaign
Dominion Energy’s goal to be an employer of choice depends on having an empowered and connected workforce. In 2019, we also launched a new employee branding and recruiting campaign, “The energy to love your life and your career,” meant to signal that we want our employees to fulfill their dreams and plans for both their careers and their lives — and we have plenty of opportunities for them to do so.
More than half the positions we need to fill do not require college degrees. So we work with career and technical education high schools to create a pipeline for many of those jobs. In 2018, we launched a Teacher Externship pilot program, bringing in three teachers for the summer to learn about our positions and the day-to-day roles of our employees. In 2019 we pivoted to a more enhanced skilled-worker recruitment strategy that is geographically tailored to our footprint.
We also are working with community colleges, and community organizations such as Goodwill Industries, to help develop trained individuals from the communities we serve. The main objective is to ensure that high school students understand they have alternative paths to rewarding careers in the energy industry. In 2019, for instance, employees mentored students at the Chesterfield, Va., Career and Technical Center, meeting with them each week and working with them on innovative energy projects to provide them with exposure to the industry and help them with career development.
We make a special effort to recruit veterans. The objective of Dominion Energy’s Military Program is to strengthen our network within the communities we serve and support military servicemen and -women while developing our talent pipeline. The program’s key focus areas include recruiting and hiring top military talent; providing transition services and resources; offering training and resources for employees and leaders; participating in community improvement and charitable giving; and connecting servicemen and women to federal services.
Dominion Energy has established relationships with state departments of veterans’ affairs, military installations, representatives of the National Guard and Reserves, and other veteran-service organizations. We offer $5,000 scholarships to college interns and co-op students who are in the military, or who have honorably separated from it. In 2019 we introduced the Military Fellowship Program, which enables transitioning servicemen and -women to work at the company for up to 12 weeks before separating from the military. We have more than 50 in-house, G.I. Bill-approved on-the-job training and apprenticeship programs. Since 2012, we have hired more than 100 veterans per year.
As a result, several publications that serve the military — including GI Jobs and Military Times — repeatedly have recognized our company as one of the nation’s leading private employers for veterans. (For more information, see the Awards listings in the “About Us” section of this report.) In 2020, 14 percent of our employees are veterans.
We hire hundreds of college students each year to participate in paid internships. In 2019, we welcomed 328 student employees* for the summer, representing 85 majors at 89 schools in 21 states, territories, and districts (including Puerto Rico and Washington, D.C.).
Our internships involve more than a few weeks on the job and a project or two. Over the course of the summer, interns gain practical experience in their chosen field, test classroom theories in real-world settings, and develop their professional skills. (In response to the coronavirus pandemic, in 2020 Dominion Energy created a virtual internship program through which participants could work remotely, honing their digital abilities at the same time.)
The intern program provides a strong pipeline for entry-level professional roles. Historically, more than 70 percent of our interns return for multiple summers, and 75 percent of our seniors receive offers of employment. In 2019, 92 of the 2019 senior student employees (interns and student workers) were offered full-time opportunities and 75 of them (81 percent) accepted our offer. Of those, 39 — or 52 percent — were diverse. That is an increase in diversity of 2 percentage points over the previous year.
Dominion Energy also seeks opportunities to expand internship programs throughout the company. For example, Dominion Energy Ohio, in partnership with Gas Workers Union UWUA Local G-555, developed an internship specifically for positions that do not require a bachelor’s degree.
*These data include the student workers at DESC during the summer of 2019, as well as Dominion Energy legacy interns.
Employee feedback is helping us design new workspaces, which not only improves daily conditions for existing employees but also helps us attract new ones. The Dominion Energy Workplace Plan is a company-wide effort to modernize workspaces to best meet the needs of employees, customers, and communities — now and in the future.
Planning and research for this transformative effort began in 2014. New workplace standards were developed through research, testing, and employee feedback.
In 2019, many of our employees moved into our new office tower at 600 Canal Place in Richmond. In addition to being LEED-certified at the Gold level, the building also includes a host of amenities for employees to enjoy, including a one-acre rooftop garden with walkways and seating areas; a large, well-equipped fitness center, lockers, and showers; ergonomic workstations, including sit/stand desks; focus rooms; rooms for nursing mothers; break rooms with refrigerators, microwaves, coffee makers, and more; and fun spaces holding foosball and pool tables, and a Scrabble wall. And in 2020, the company has made numerous adjustments at its work sites to address health and safety issues presented by the coronavirus pandemic. For more about our workplace sustainability efforts, see the section on Workplace Sustainability.