Latest / The Diversity Career Podcast with Fexingo: Inclusion, Equity, and Underrepresented Professionals / How a Utility Company Built a Career Ladder for Native American Talent
Transcript
- Lucas: Luna, I want to talk about a career ladder program that most of our listeners probably haven't encountered — one built specifically for Native American talent in the utility industry. Luna: I don't think I've ever heard a career ladder story focused on Native American workers. What's the company? Lucas: It's a midwestern electric utility called Northern Plains Power. They serve parts of North and South Dakota, including several tribal nations. Back in 2023, they launched a partnership with three tribal colleges — Sitting Bull College, Oglala Lakota College, and Sinte Gleska University — to create a direct pipeline from those schools into full-time roles at the company. Luna: And that pipeline includes internships, I assume? Lucas: Exactly. The program has three components. First, paid summer internships for current students. Second, tuition reimbursement for any employee who wants to pursue a degree at a tribal college. And third, a mentorship program where senior employees — many of them non-Native — are paired with interns and new hires. Luna: So the internships are the entry point. How many have actually converted to full-time roles? Lucas: Over three years, Northern Plains Power has hired 27 interns into full-time positions. That spans engineering, customer service, linework — even some management-track roles. For a company that employs about 1,200 people, that's meaningful. Luna: What kind of representation were they starting from? I'm guessing very low. Lucas: Before the program, Native American employees made up less than half a percent of their workforce. Today it's just over two percent. That might not sound huge, but in the utility sector nationally, Native Americans represent less than one percent of the workforce. So they've more than doubled the industry average in three years. Luna: What were the key things that made it work? I imagine cultural differences played a role. Lucas: They did. One of the smartest moves the company made was requiring cultural competency training for every manager who would be supervising a program participant. That training covered things like the significance of tribal ceremonies, the reality of intergenerational trauma, and communication styles. Luna: Did they also adjust scheduling? Because I know many tribal ceremonies don't align with standard holiday calendars. Lucas: Yes, that was a big one. Northern Plains Power created a flexible leave policy specifically for tribal ceremonies and community events. Employees can take up to five paid days per year for cultural observances, separate from their regular vacation. And they don't have to use sick leave. Luna: That's a concrete structural change. It's not just about hiring — it's about retention. Lucas: Exactly. And the company says retention among program hires is over 90 percent, which is higher than their overall workforce retention. So the investment seems to be paying off. Luna: I'm curious about the mentorship piece. Pairing senior non-Native employees with Native interns — that could go well or it could be a minefield. Lucas: The company was aware of that risk. They didn't just throw people together. Mentors go through a separate training that covers historical context, the importance of trust-building, and how to avoid common pitfalls like paternalism. The program also includes a feedback loop where mentees can switch mentors if they feel the relationship isn't working. Luna: That's smart. Because a bad mentorship can do more harm than good. Lucas: Right. And the company measures satisfaction after every quarter. They found that over 80 percent of mentees rated the experience as positive or very positive after six months. Luna: So what's the cost? Because this sounds like a significant investment for a utility with 1,200 employees. Lucas: Northern Plains Power has been transparent about that. They budget about $350,000 annually for the program — that covers intern stipends, tuition reimbursement, and training costs. For context, their annual revenue is around $400 million. So it's less than one-tenth of one percent of revenue. Luna: That seems like a relatively small price for a 50 percent increase in workforce representation in three years. Lucas: Exactly. And the company also benefits from a more engaged workforce and stronger relationships with the communities they serve. A utility that serves tribal lands — having employees who understand those communities is a business advantage. Luna: You know, this reminds me of something we've touched on before. If this show has helped you think through a career move or a way to make your own workplace more inclusive, we'd love your support. It's listener-funded and ad-free, and a small contribution goes a long way. You can find us at buy me a coffee dot com slash fexingo. Lucas: And we really appreciate that. It keeps us independent and able to cover stories like this one. Luna: Okay, back to Northern Plains Power. I want to know — did they encounter any pushback internally? Like, 'why are we focusing on one group?' Lucas: They did get some of that, especially from employees who felt excluded. The company's response was to frame the program not as exclusionary, but as a targeted effort to address a specific gap — similar to how you might recruit veterans or people with disabilities. They also made it clear that any employee could apply for tuition reimbursement, regardless of background. So the program didn't take anything away from anyone else. Luna: That's a crucial distinction. It's not about giving one group an advantage — it's about removing barriers that have historically kept that group out. Lucas: Right. And the company also published their data. They showed that pre-program, less than one percent of applicants from tribal colleges were making it to the interview stage. After the program launched, that jumped to 12 percent. So the barrier was real. Luna: What about scaling? Could a company in a different industry replicate this model? Lucas: I think so, but it would require similar conditions: proximity to tribal colleges, a genuine commitment from leadership, and willingness to adapt policies. The utility's location gave them natural access, but I've seen similar programs in healthcare and manufacturing where companies partner with tribal colleges in the region. Luna: Is there any research on the broader impact? Beyond the company itself? Lucas: A study from the Center for Indian Country Development found that every Native American hired into a professional role in the energy sector creates an estimated three additional jobs in the local tribal economy. So the multiplier effect is real. Luna: That's huge. It's not just about one person's career — it's about community economic development. Lucas: Exactly. And that's something Northern Plains Power has leaned into. They now offer financial literacy workshops for all employees, and they've partnered with tribal colleges to develop a curriculum around energy careers. So the pipeline keeps growing. Luna: I'm curious — what's next for the program? Any plans to expand? Lucas: The company recently announced they're adding a paid apprenticeship for lineworkers, which is one of the highest-paying skilled trades in the utility sector. That's a direct response to feedback from interns who wanted a faster path to a full-time wage. Luna: So they're listening and iterating. That's the hallmark of a program that's likely to last. Lucas: It is. And I think that's the takeaway here — it's not about a one-time hire or a checkbox. It's about building a system that keeps the door open. Luna: And that system doesn't have to be expensive or complicated. It just has to be intentional. Lucas: Exactly. Northern Plains Power proved that with a modest budget and a willingness to adapt, you can change the composition of your workforce in a meaningful way. Luna: Great story. I'm glad we could share it.