Recruitment is A business process for attracting, screening, selecting, and onboarding qualified employees for a job Source: Process oriented knowledge management for nuclear organizations
corporate/safety culture issues, challenges of systematic approaches, lack of continuity/independence, competition of young experts in the industry) In connection with the discussion on a revival of nuclear programme the need to establish NKM programme for nuclear regulatory authorities becomes clearly obvious.
Despite the fact that activities connected with the upgrades of the reactors to improve safety and reliability takes place almost continuously, there exist new challenges which have to be reflected in knowledge management for nuclear regulatory workforce. The most significant are:
Even where there are no readily available resources with nuclear experience within the country, there are many opportunities for quickly accessing/developing such expertise, examples of which include:
- Attracting expatriate personnel who have worked in the nuclear sector abroad.
- Attracting experienced foreign personnel with appropriate remuneration packages, either as employees (if permitted by national labour laws/regulations) or as consultants. Such personnel can be a driving force in the development of the core national staff through coaching/mentoring and training.
- Recruiting experienced personnel from appropriate national industries, such as the fossil fired power generation, the process/production industries and the oil and gas industries, who will already have many of the required competencies to work in the nuclear industry.
In attempting to recruit expertise from overseas, it is important to recognize that this can be a two-way process. The nuclear community is currently truly global in nature, and this is unlikely to change in the near future; indeed, with the current upsurge in the prospect of new builds, the global demand for resources is likely to rise steeply. Hence, there is a high risk that indigenously trained personnel may be attracted to overseas opportunities, especially in more developed countries where salaries and living standards may be much higher than at home. An important element of the workforce planning strategy will therefore be the use of appropriate tools to monitor the engagement/satisfaction of employees, and to ensure that compensation packages are competitive with other opportunities nationally and, where possible, internationally. In any event, it would be prudent to build some redundancy into staff recruitment and training programmes to allow for these losses.
Another specific consideration is that of language. In many examples, when a country is constructing its first NPP, the project language and associated documentation has initially been in English, or another foreign language, sometimes with a transition into the national language at some time after the start of the NPP operation. This may be a factor in recruitment, and certainly the use of a project glossary to assist all parties concerned is recommended. It may also be necessary to consider allotting more time for additional training requirements (including language training) in workforce plans.
One of the most important issues for the Member States is attraction technical talents to the nuclear plant operations community. As the new facilities are constructed and other necessary nuclear infrastructure and technology begins to emerge, the ability to attract new talent and the need to have the requisite knowledge resources to train them will impact the ability to bring new facilities and support activities on-line in a timely enough manner to keep pace with energy demand.
A recent survey by Lloyds found that executives believe a talent shortage is the number two risk facing business today, up from twenty-second place in 2013. Research suggests that replacing key expert costs between 70% and 200% of their annual salary. There is no doubt that nuclear organizations need to increase their focus on retaining the right talent and creating systems that encourage their talent to develop the right skills. By making the right moves today, Member States can greatly reduce the risk of losing top talent and assure that they will be able to respond effectively to the business opportunities a recovering economy offers. In order to be more agile and sustainable, Member States need to adopt talent management practices that allow them to change the skill set of their employees and motivate them to change their behaviour. The key practices that will accomplish great agility include assuming the traditional job description approach to talent management and adopting a skill based motivation system that includes pay for skills and skill acquisition. Overall, the future belongs to organizations that can manage a flexible, motivated workforce. This can only be accomplished by policies and practices that encourage talent to be agile while motivating them to perform well.