Polly Eldringhoff of Peoples Gas: Fueling Talent Pipelines of the Future

Polly Eldringhoff

Vice President for Operational Performance

Peoples Gas

Meet Polly Eldringhoff, Vice President of Operational Performance for Peoples Gas. Polly has cultivated a unique career path over two decades, defying traditional limits and charting a course all her own. This journey fuels her unwavering passion for empowering individuals. Read on to discover how Peoples Gas leverages groundbreaking partnerships and unique programs, like those dedicated to veterans, and cultivating talent to fuel the decarbonized energy sector.

What is your role at Peoples Gas?

I am the Vice President of Operational Performance for Peoples Gas. My primary focus is on optimizing the utility's overall performance. This involves managing our back-office operations, including all planning, resourcing, strategy, and scheduling for our field service work. My team also handles cost controls, forecasting, and reporting for all field activities. A significant part of my role is focused on leading workforce development programs. We are immensely proud of the positive impact these programs generate for our company and the communities we touch.

Peoples is a very special place for me. I’ve been here for over two decades and have been afforded the incredible opportunity to grow and develop in ways I never imagined.

What was your first job and what age were you when you started?

My first job out of college was actually right here at Peoples Gas. I started when I was 24, in the internal audit department. As an accountant by trade, my initial focus when I joined was audit and finance.

Have you had any mentors that have helped you progress throughout your career?

I've had the unique opportunity to experience many different careers within a single company. That has been one of the benefits of working for a stable company in a city that offers such diverse opportunities. My journey started in accounting and finance, then moved into grant making and our volunteer programs. From there, I focused on fraud and compliance, then on strategic planning. And I eventually transitioned into operations, even without the traditional background for that field.

As I grew through these different roles, I was fortunate to have many mentors — not just my direct leaders, but also leaders in senior positions. These mentors took the time to get to know me and encouraged me to move beyond my comfort zone and reach for new heights. This mentorship gave me the courage to create the unique paths I’ve taken throughout my career. I took on work that was outside of my original, formal training. 

In addition to direct mentors, I’ve had the opportunity to observe leaders throughout the organization, and I honed my leadership skills based on what I saw works. I’ve also learned from things that I saw did not work well. 

Tell me what it’s like to work at Peoples Gas. What makes it special or unique? 

Peoples is a very special place for me. I’ve been here for over two decades and have been afforded the incredible opportunity to grow and develop in ways I never imagined. Our organization's commitment to fostering female talent in engineering, which was traditionally a male-dominated field, is truly unique. Beyond that, I'm also immensely proud of the vital work we do for residents and businesses of Chicago.

We recently celebrated our 175th year providing energy to the city. When you see our dedicated men and women out in the streets and at customers' homes every day making sure folks have energy for warmth, hot water, and for cooking food, it truly makes you proud. My heart swells when I see our trucks crossing an intersection. These teams are out there, even if it's five-below zero, digging in the streets to ensure safe and reliable service. It is truly my privilege to serve every citizen in the city.

BRGs help our team members find their places and “their people” so that working with us feels more meaningful. We are successful when we create an environment that our team members are excited to be a part of.

What is Peoples Gas hoping to achieve in the next few years in terms of workforce development? 

Strategic talent development is a business driver for our companies. We focus on growing a superior organization by attracting, selecting, onboarding, developing and retaining the right talent to meet business needs. One key focus for us is ensuring we introduce great employment and advancement opportunities at our companies to women.  We're deeply committed to this, and it's reflected in our recruitment strategies, particularly through pipelines established with Chicago Public Schools and other partners. While we welcome all qualified candidates, we make a concerted effort to ensure that all candidates, including women, receive the support and information needed to feel confident applying for all roles.  We're proud to see a growing number of women, who have demonstrated remarkable strength and productivity working in non-traditional positions, such as laborers who are digging, running backhoes, and working on meters. 

What significant challenges is Peoples Gas facing at this moment? 

We're constantly focusing on workforce retention, to make the returns on our investments in training last longer. It takes a substantial investment to train people to be able to work on our energy system. Losing that investment in under 10 years is a key concern.

When we look at the economy-wide trends of the younger generations in the workplace, we see they don't stay as long as employees used to. 

The challenge of newer generations moving between jobs more quickly is something many companies and industries are facing. Our approach to mitigating this issue centers on having a culture that makes people want to stay with us. This is one of the key reasons we strongly support our Business Resource Groups (BRGs). BRGs help our team members find their places and “their people” so that working with us feels more meaningful. We are successful when we create an environment that our team members are excited to be a part of.

What are examples of entry level jobs at your company? 

We have many entry level positions. A typical entry level role is a Project Worker. This is typically a seasonal position that provides people with the training required to work safely with gas and gas equipment. Once trained for that role, and after about 12 to 18 months of successful performance, Project Workers can apply for promotion to a full-time Utility Worker. Such promotion comes with increased responsibility, higher-skilled work, and higher compensation. It puts people on a clear career path within the company.

Other entry-level positions are in our call center, which also is a fantastic starting point. Many people begin there, and once they've gained experience, they can begin exploring internal job postings for other roles throughout the organization.  We also hire engineers straight out of college, which can typically lead to a path in leadership for others who design or work on our energy system.

Tell me about some of the workforce programs and initiatives at Peoples Gas. 

Workforce initiatives are key pillars of our recruitment strategy. We actively partner with community organizations to provide accessible entry points for Chicagoans to gain experience and then transition into full-time, long-term careers.

Our programs are designed to create clear pathways. The Xchange Chicago program provides an intensive 8 to 18 weeks of training that focuses on technology skills like coding and cybersecurity. This initiative in partnership with P33, Comer Science and Education Foundation, and SDI Presence, levels the playing field for individuals without college degrees. It provides on-the-job training and a path to a technology-based career.

For part-time employees interested in full-time positions, our Project Worker to Utility Worker Upgrade Program is a fantastic entry point. It is a 10- to 12-week blend of classroom training and field training, focused on tasks such as meter work. After 12 to 24 months of successful performance on the job, they can be promoted to full-time Utility Worker positions, taking on higher-skilled tasks like leak investigations. We're incredibly proud that more than 100 people have successfully completed this life-changing transition.

For high school students, we have the Bright Futures U Program. In partnership with Chicago Public Schools, this program offers paid internships to high school students, ensuring they can learn and earn at the same time. Students receive hands-on job experience and also crucial general life skills such as financial literacy. By the time they complete the program, graduate from high school and turn 18, they have a full-time job waiting for them.

For veterans, we offer the Utility Workers Military Assistance Program. This is a seven-month program designed to prepare veterans for careers in the natural gas industry. The program is a unique partnership between Peoples Gas, Utility Workers Union of America Local 18007, Power for America Training Trust, and City Colleges of Chicago. It offers comprehensive classroom and field training to veterans. 

Veterans who take part earn 52 college credits towards an associate degree. Following the program, they complete a brief internship with a guaranteed job at Peoples Gas upon successful completion. Peoples Gas and Power for America primarily fund the program, while Gas Workers 18007 helps with recruiting, vetting, and mentoring. We're immensely proud to have successfully hired over 700 military veterans into Peoples Gas over the past decade.

What unique qualities or skills do veterans bring to these roles that contribute to their success?

Many veterans who join our team often possess characteristics that make them an ideal fit for working with us. They take direction well and rigorously follow procedures. This  is critical in the energy industry, which is strictly regulated. Our written procedures are rooted in federal code, making adherence a matter of safety for our team members, customers, and the general public. Their discipline ensures safety standards are strictly maintained.

Veterans also often come with strong leadership skills. They tend to naturally assume informal leadership roles and frequently grow into more formal positions as crew leaders or in management positions. Many apply for and excel in supervisory roles.

Have you encountered any unique challenges while working with the veteran community?

Recruiting military veterans presents some unique dynamics. Fewer veterans have been transitioning back into the general workforce in recent years. We will continue to be innovative in our efforts to find new ways to reach those veterans who are interested in the career opportunities we offer. 

Can you give me an example of an employee you hired after they completed a workforce program who worked out well? 

There is a woman here at Peoples Gas whose story truly motivates me. She first joined us through Bright Futures U, our internship program with Chicago Public Schools. She graduated from that program and then became a project worker with us. And she just kept thriving. She went on to graduate from our Project Worker to Utility Worker Upgrade Program and is now a full-time employee on a career track. She's in her 20’s and is earning over $30 an hour. She has even invested in real estate here in Chicago. She's supporting and investing in herself and the community, and she’s taking care of her family. This woman is on a wonderful upward  trajectory.

How do you determine which organizations to partner with to execute these workforce programs? 

Our approach is rooted in collaborating with key stakeholders. We engage directly with our unions to ensure their ideas are incorporated and they buy into what we’re trying to do. On our veterans program, we worked closely with the City of Chicago to connect with the City Colleges, ensuring we had accessible, committed local partners. We continue to maintain relationships with the Mayor’s Office and other key stakeholders to ensure continued success of our workforce development efforts. 

Do you face any challenges when engaging with workforce partners? 

Aligning the objectives of various organizations is something you need to work on upfront. Getting all partners to agree on shared goals is key.

Of course, cost is always a major factor for everyone. It’s important to determine early on what a program will cost and how to make the burden workable for all parties involved so everyone benefits in the end. The challenge is creating a successful business model rather than a heavy training expense with minimal success on the other end.

Ultimately, you must ensure you have a scalable and successful business model. And crucially, you need the right metrics in place. These metrics are vital for identifying when a program isn't successful early enough, allowing you to retool, tweak, and constantly evolve to maintain its effectiveness.

How do you typically get senior leadership on board with a new workforce initiative or program?

An effective business case is paramount. For example, if I’m starting with a pilot program, I keep  the initial financial  investment modest. This allows us to test the concept, gather data, and calculate the return on investment. After that point, it becomes much easier to pitch the idea and gain broader buy in. Having made the business case and earned buy in, you can then scale the program up.

One more important point: Senior leaders are always looking to balance what’s right for their teams, the community, and the business goals of the organizations. It's crucial to demonstrate how an initiative can successfully meet multiple objectives. 

Is there any advice or insight that you would share with other employers who are looking to engage with the workforce development system?

My primary advice is to start by mapping out the kind of workforce pipeline you're trying to create. Then, strategically connect with local educational institutions, community organizations and other potentially relevant stakeholders to understand their offerings and perspectives. From there, you can connect your organizational goals with stakeholders’ offerings and build out a plan of action. 

It takes a lot of perseverance to get a workforce program off the ground. Significant effort is required at the beginning of the process to secure partners that are willing to invest and collaborate. 

How, if at all, do you believe Chicagoland employers should contribute to addressing poverty and inequality in Chicago neighborhoods? 

The Xchange Chicago initiative exemplifies how employers, by investing directly into a community, can fundamentally uplift it. This program specifically focuses on the Grand Crossing neighborhood and the immediate surrounding area. The core idea is that by getting residents employed in their neighborhood, the employees will reinvest their earnings locally. Over time, that investment leads to broader improvements in the neighborhood. This model is proving to be incredibly successful, even though we're still in its early stages. 

Many workforce programs create jobs, but often require participants to travel significant distances. The Xchange Chicago program is a community-based program that uses one location as a main hub, and recruits people who live in that location. We are literally meeting people where they are.

Why is working with entry level talent in the way that you do so important to you personally?   

We want to be part of the solution. These opportunities can be life changing. You may never know what someone has been through, or what it took for them to get where they are. Offering opportunities, and some grace, to people when they make mistakes is important to me. It’s immensely rewarding to see someone get an opportunity and run with it.