Human Resources Throughout the Industry

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Human ResourcesThroughout the Industry

• January 17, 2008
• Terry Aubie
• Vice President, Human Resources

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THE NUCLEAR POWER INDUSTRYS AGEING WORKFORCE
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Nuclear Industry Trends

• Over 80 of NPP units have been operational for
  15 years or more
• The majority of personnel who grew with these
  plants have a minimum of 20 years experience
• This suggests that youngest of this group is in
  their mid 40s and most are older
• Retention and transfer of knowledge to the next
  generation are among the industrys greatest
  challenges over the next decade

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Strategies for Managing an Aging Workforce

• Workforce plans identify planned retirements and
  vacant positions as well as required staffing
  levels needed to support business strategies
• Succession plans provide a methodology for
  identifying and developing employees to ensure
  key positions can be filled internally or when
  necessary
• Recruit externally in advance of actual needs

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Strategies for Managing an Aging Workforce Cont.

• Develop programs to retain current workers
• Promotion of long term objectives
• Solicitation of input from employee regarding
  their job satisfaction and motivation
• Monitoring external markets to ensure competitive
  compensation and benefits programs
• Providing opportunities for career and
  professional development
• Using knowledge management (KM) tools before
  outsourcing/downsizing to ensure critical skills
  are not lost

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Identification, Capture, Transfer of Knowledge

• Explicit knowledge is captured in various forms
• Transfer of explicit knowledge has been supported
  by improved integrated database tools
• Information is utilized in the development of
  training and OJT programs to ensure a consistent
  transfer of knowledge

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Identification, Capture, Transfer of Knowledge
Cont.

• Tacit knowledge is used to describe knowledge
  that resides within individuals
• Transfer of tacit knowledge is more difficult
• The transfer of tacit knowledge is often
  dependant on the communication skills of those
  involved

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Trends in Education

• Due to uncertainties and fewer career
  opportunities, interest in nuclear industry
  courses of study continues to decrease
• Lack of young faculty members to replace aging
  and retiring faculty
• Aging research facilities are being closed and
  not replaced
• Significant fraction of nuclear graduates are not
  entering the nuclear industry

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Nuclear Power Plants (NPPs)Positive Trends

• Even after 9/11, public opinion of the need for
  NPPs continue to improve
• NPP utilities are more attentive to demographic,
  economic, and political factors
• Public relations and planning initiatives of the
  NPP utilities have improved
• There is renewed support for national energy
  independence including the use of nuclear
  generation to produce hydrogen for energy
  applications

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Nuclear Power Plants (NPPs)Positive Trends Cont.

• Regulatory groups are more conciliatory
• New generation plant initiatives are active
• Businesses are focusing more on human capital as
  their primary productive asset