SUPPLY CHAIN | BUILDING A RECRUITMENT STRATEGY
Solving the key nuclear challenge
With an aging workforce, extended reactor lifetimes and a swath of new nuclear development in the pipeline, the nuclear sector needs to get its house in order when it comes to workforce management. A new report from the IAEA explains how
By Tim Nadin
Below: Recruiting workers with the right knowledge, skills and abilities is challenging for the nuclear sector
GIVEN THE BULK OF THE world’s current nuclear facilities were put in place in the 1970s and 1980s, and the following years saw very little growth in the industry, the age profile of the employees for these facilities is unusual. Nuclear plants generally have an older workforce than other major industrial facilities. Many of those currently working in the nuclear energy industry are retiring, or approaching retirement, and attrition of competent personnel is a significant risk. As many of nuclear plants are now considering life extension programmes of up to 50 years or even beyond, this necessitates the replacement of much of the experienced workforce in a relatively short period of time. For nuclear, this situation is particularly challenging considering the requirement to maintain the safety and security culture of the organisation and transfer knowledge to the next generation. The situation is made even more difficult because in many states careers in science, technology, engineering and mathematics (STEM) generally – and in the nuclear industry specifically – are not seen as being as attractive as other areas such as IT, media or business. With substantial growth in the use of nuclear power now widely forecast, not only do older workers need to be replaced but the number of industry personnel will also need to expand significantly to meet new demand. The industry will have to recruit a large number of suitably educated people and provide them with the necessary training and experience.
According to a new report from the IAEA, which explores these challenges, the importance of establishing and implementing a human resource management (HRM) strategy is paramount. The IAEA report argues that states and nuclear organisations need to recognise that – together with effective processes – such a strategy will play a key role in maintaining and improving safety, as well as business performance.
Specific requirements and challenges While human resource processes and practices in the nuclear sector are similar to many of those found in other industries the nuclear business does present some unique complexities. The report, Managing Human Resources in the Field of Nuclear Energy, states that the combination of specific requirements which apply to the industry means that managing HR in the nuclear field is more difficult than many other sectors. Nuclear-specific issues include the complex technology that requires additional job specific training and experience requirements for some positions. That can add several years to the overall employee development process. Furthermore, even once trained, to ensure continued competence there is still a requirement to maintain qualifications using a systematic approach to training (SAT), which involves considerable time and resources. In addition, the workforce involved in the nuclear power industry, is becoming increasingly international with people from different backgrounds and national and organisational cultures. This potentially results in cultural and language barriers, different working methods, and variance in safety and security standards. Work processes, training methods and retention strategies need to account for these differences, especially the necessity of a safety and security culture. This culture must encourage people to have the appropriate attitudes, behaviours, standards and values on nuclear safety.
Critical steps of workforce planning Among the critical steps of workforce planning identified in the report, the IAEA says analysing the future workforce requirements and developing specifications is vital. These assessments should cover the competencies, numbers and locations of employees and managers needed to accomplish the organisation’s mission, goals and objectives. Furthermore, this information will need to be developed in conjunction with the organisation’s strategic plans and budgetary requirements. Such analyses also need
22 | July 2023 |
www.neimagazine.com
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