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Look to other sectors to transfer in the skills you need

8 July 2009

EDF remains committed to commissioning the UK's first new nuclear plant by 2017. Couple that with the deal at the beginning of the year that saw the company take over British Energy and its eight UK nuclear reactors, and it's not difficult to see why the lack of skills in the nuclear sector will yet again be high on the industry's agenda.
One major problem is that the last nuclear power station built in the UK was completed around 15 years ago. Consequently, many of the skilled engineers involved in that project are nearing retiring age or have left the sector altogether. And while other European countries have a stronger and more recent record of investment in nuclear power, it won't be easy to tempt talent into the UK, particularly in the current climate.
There is an obvious answer: look at transferable skills. This is a solution that many energy companies talk enthusiastically about but few, in reality, commit to it. There is no real reason why project management and design expertise from other major infrastructure projects cannot be harnessed by the energy sector, but there has been, at least thus far, a huge reluctance and an almost snobbish insistence on direct industry experience.
The other major practice that needs challenging is the tendency to always turn to external hires rather than investing in training and development. Sadly, training is something that has been lacking over the past decade. It is encouraging to see initiatives such as National Skills Academy Nuclear (NSAN) and the recent Nuclear World Class Skills Conference, which are trying to find solutions to the skills shortage now. However, against a backdrop of ambitious new-build and decommissioning programmes this could be viewed as shutting the stable door after the horse has bolted.
NSAN says it wants to "create, develop and promote world class skills and career pathways to support a sustainable future for the UK nuclear industry". That's great, but it is also a gargantuan task for a relatively small agency still in its infancy. While I would urge employers to support NSAN, I also feel that the sector needs to do more to market itself effectively to potential candidates who may have transferable skills, much like the renewables sector is doing. Back in the eighties, the nuclear sector (and engineering generally) lost a lot of its appeal as a career choice. Nuclear was seen as a dangerous "dark art" and was targeted vociferously by environmental campaigners. Many talented engineering graduates turned their backs on a technical career and were wooed by the rewards and "sexiness" of high-flying jobs in the City. Consequently, the employer brand has suffered considerably and if the sector is to meet the commitments of sizeable decommissioning and new-build programmes then this has to be addressed urgently.
The recent debacle in the financial markets means that arguably a career in the City is much less attractive than it once was. Hopefully the sector will take full advantage of this when it competes for the brightest and best graduates.
The challenge is clear. Yes by all means invest in education and training for the future - that's been sadly lacking of late - but the sector also needs to be far more proactive and imaginative by becoming less fixated on industry experience. It needs to market itself as an attractive career option to people who may be able to bring much needed transferable skills immediately.
I had one client who had a vacancy open for nine months because the company was steadfast in its requirement for industry experience. However, if it had taken someone with a potentially transferable skill set and invested in developing and upskilling that person, it would have had someone hitting the ground running probably three months ago. And let's not forget that nuclear is only part of the picture. Over the past decade or so, privatisation, globalisation and the expansion of the renewables sector means that there are now many more employers competing for a pool of talent that just isn't growing. The maths isn't difficult - the industry must act now.
Neil Daly is a director of independent energy recruiter Hamilton Consultants
Source: Disconnector

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