SUPPLY CHAIN | SOLVING THE RECRUITMENT CHALLENGE
V make sure that they are tracking the retirements of key experienced people and make sure they have a heavy emphasis on succession planning. “An increasing number of our clients, especially within the nuclear sector, are ensuring they are tracking when people are nearing their retirement point in their careers. For example, noting that an individual has two more years before they are planning on exiting the workforce and understanding what knowledge they need to capture and transfer,” she says. The nuclear sector compares positively with other similar
sectors like oil and gas and the chemicals industry, with a significant focus on succession planning. “This practice is regularly occurring the most within the
nuclear business, not saying all sites everywhere are at the forefront, but it’s something that’s coming up repeatedly in conversation. They are already thinking about how to ensure it’s a seamless transition when experienced people do leave the workforce,” Samuelson says, adding: “In terms of best practice, succession planning is something that should be in place. Making sure managers are keeping an eye on when people are retiring and putting procedures in place to ensure that knowledge and skills transfer takes place.”
Samuelson also points to upskilling existing talent
through processes like knowledge transfers that can make the nuclear business more attractive and support staff retention. Organisations must be cautious and continue to pay attention to their existing employees, in the 2022 report for example 84% of GETI respondents claimed that they would be happy to switch to another company within the nuclear sector. Companies must therefore devote energy to retraining and upskilling existing talent, taking the initiative now to invest in learning and development programmes to upskill their current employees and help secure their
workforce for the long-term. “Amongst our clients we’re seeing huge demand within the engineering areas. They want to bring in young engineers and make sure they are upskilling them to become the experts,” says Samuelson. “It is getting clients to be intentional in how they’re being attractive in the overall package. Candidates are wanting opportunities to be upskilled and to also diversify their backgrounds, so our clients are having to be deliberate about how they’re giving back to the workforce,” she concludes.
Sourcing from a variety of other sectors While the nuclear sector is facing challenges from other industries and elsewhere within the energy sector, there are also opportunities to recruit from these areas too. “We specialise within the technical roles and because
it’s such a competitive landscape now, it is about attracting young professionals to want to be within clean energy and part of sustaining the environment,” says Samuelson, adding: “We’re seeing that our clients are looking at how they’re making themselves attractive to young professionals and showing them how the nuclear market is going to feed into that landscape.” Recruiting young people excited by the possibilities of the nuclear industry, contributing to our clean energy future, and developing new world-changing technologies, is a key strategy for the industry as it looks to secure a talent pipeline. “We are seeing it is a big focus for the market. Twenty
years ago, they didn’t need to make themselves attractive, because the nuclear market is one of the most stable sectors and when people join the industry they tend to stay. Some of the other markets are more mobile, and people are going to jump around within the greater power markets.
ENERGY RECRUITMENT AND EMPLOYMENT TRENDS REPORT
Above: A comprehensive survey puts the nuclear sector recruitment challenge into perspective Source: Airswift 20 | March 2023 |
www.neimagazine.com
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45
