Difference between revisions of "Ageing workforce"
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| + | {{Clustering stage}} | ||
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==Definition== | ==Definition== | ||
| − | ==Summary== | + | |
| − | ==Description== | + | One sentence definition. A template can be used for definition. |
| + | |||
| + | == Summary== | ||
| + | |||
| + | One paragaph summary which summarises the main ideas of the article. | ||
| + | |||
| + | == Description 1 == | ||
| + | |||
===Regulators=== | ===Regulators=== | ||
| + | |||
Ageing workforce. Unlike the situations of the utilities and R&D organizations regulatory personnel requires additional set of knowledge. These include interpersonal, legal basis, and others as outlined by IAEA TECDOC 1254. Regulatory body personnel usually have high level of job security. In other words, regulatory organizations usually have low personnel turn over. For this reason, the management of the regulatory body usually doesn’t see the risk of losing manpower/knowledge as an imminent challenge. By the time that the danger becomes evident, it is usually too late because the competency needed for the regulatory works cannot simply obtained from formal education systems | Ageing workforce. Unlike the situations of the utilities and R&D organizations regulatory personnel requires additional set of knowledge. These include interpersonal, legal basis, and others as outlined by IAEA TECDOC 1254. Regulatory body personnel usually have high level of job security. In other words, regulatory organizations usually have low personnel turn over. For this reason, the management of the regulatory body usually doesn’t see the risk of losing manpower/knowledge as an imminent challenge. By the time that the danger becomes evident, it is usually too late because the competency needed for the regulatory works cannot simply obtained from formal education systems | ||
| + | |||
| + | ==Description 2== | ||
| + | |||
| + | In the USA, the general consensus concerning nuclear power appears | ||
| + | clear; it is no longer a question of whether new plants will be built but when and | ||
| + | where. Recently, at the winter 2005 meeting of the American Nuclear Society, | ||
| + | Patrick Moore, founder of Greenpeace and keynote speaker at the conference, | ||
| + | noted that “nuclear power is the only viable source of clean, non-carbon | ||
| + | generating and efficient energy that can adequately sustain current and future | ||
| + | economic growth without significant impact to the environment.” This is a | ||
| + | significant shift in the general attitude in the USA concerning the use, | ||
| + | advancement and growth of nuclear science and technology in support of | ||
| + | energy generation. This positive attitude towards nuclear power is also | ||
| + | becoming the norm based on increasing public agreement that, in fact, | ||
| + | greenhouse gas production is having an impact on the global climate. | ||
| + | Additionally, events such as the power blackout in the eastern USA and the | ||
| + | financial impact of Hurricane Katrina resulting from damage to the oil production facilities in the Gulf of Mexico underscore the need for the active | ||
| + | pursuit of alternative energy sources. | ||
| + | |||
| + | The anticipated growth in nuclear generating capacity coupled with | ||
| + | recent and continuing life extension of existing plants create an unprecedented | ||
| + | demand for a unique workforce resource: the individual qualified in all of the | ||
| + | traditional nuclear power support disciplines. However, in sustaining and | ||
| + | advancing the nuclear industry, emphasis and attention are also being placed on | ||
| + | the research and development of next generation reactor types and fuel cycle | ||
| + | management options and technologies. These efforts will further draw on the | ||
| + | same workforce needed to operate and maintain current plants. To complicate | ||
| + | an already challenging workforce picture, the construction and licensing of new | ||
| + | nuclear energy production facilities will further negatively affect the available | ||
| + | workforce. Also within the USA, other industry sectors will be competing for | ||
| + | the same college and technical graduates. There are two other complicating | ||
| + | factors. The USA faces the issue of a ‘greying’ workforce where literally half | ||
| + | the current workers will be eligible to retire within the next five years. | ||
| + | Secondly, the lead time required to produce an individual capable of safely | ||
| + | operating the complex nuclear systems and technologies may exceed the timeframe | ||
| + | available until substantial retirement of the existing workforce begins. | ||
| + | |||
| + | There are global dynamics affecting this workforce picture, as well. The | ||
| + | USA has for many years been able to bring in workers from other countries | ||
| + | attracted by the technical opportunities available. However, as other countries | ||
| + | develop their own high technology infrastructure (not just in the energy | ||
| + | sector), opportunities abound for those potential migrants to remain and work | ||
| + | in their own country. This is having a significant impact on the USA’s capacity | ||
| + | to attract technical talent to the nuclear industry. As new facilities are | ||
| + | constructed and other necessary nuclear infrastructure and technology begin to | ||
| + | emerge, the capability to attract new talent and have the requisite knowledge | ||
| + | resources to train them will impact the capability to bring new facilities and | ||
| + | support activities into operation in a timely manner to keep pace with energy | ||
| + | demand. | ||
| + | |||
| + | In light of such diverse workforce challenges outlined in these examples, | ||
| + | the nuclear industry has taken a more formal approach in recent years to | ||
| + | managing its human assets, including developing strategies and programmes to | ||
| + | capture, retain and transfer nuclear knowledge and skills. | ||
| + | |||
| + | |||
| + | '''Source:''' [[Knowledge Management for Nuclear Industry Operating Organizations]] | ||
| + | |||
| + | == References == | ||
| + | [1] INTERNATIONAL ATOMIC ENERGY AGENCY, The Management System for Facilities and Activities, IAEA Safety Standards Series No. GS-R-3, IAEA, Vienna (2006). | ||
| + | |||
| + | ==Related articles== | ||
| + | |||
| + | |||
[[Category:Challenges]] | [[Category:Challenges]] | ||
Revision as of 09:40, 2 July 2013
Contents
Definition
One sentence definition. A template can be used for definition.
Summary
One paragaph summary which summarises the main ideas of the article.
Description 1
Regulators
Ageing workforce. Unlike the situations of the utilities and R&D organizations regulatory personnel requires additional set of knowledge. These include interpersonal, legal basis, and others as outlined by IAEA TECDOC 1254. Regulatory body personnel usually have high level of job security. In other words, regulatory organizations usually have low personnel turn over. For this reason, the management of the regulatory body usually doesn’t see the risk of losing manpower/knowledge as an imminent challenge. By the time that the danger becomes evident, it is usually too late because the competency needed for the regulatory works cannot simply obtained from formal education systems
Description 2
In the USA, the general consensus concerning nuclear power appears clear; it is no longer a question of whether new plants will be built but when and where. Recently, at the winter 2005 meeting of the American Nuclear Society, Patrick Moore, founder of Greenpeace and keynote speaker at the conference, noted that “nuclear power is the only viable source of clean, non-carbon generating and efficient energy that can adequately sustain current and future economic growth without significant impact to the environment.” This is a significant shift in the general attitude in the USA concerning the use, advancement and growth of nuclear science and technology in support of energy generation. This positive attitude towards nuclear power is also becoming the norm based on increasing public agreement that, in fact, greenhouse gas production is having an impact on the global climate. Additionally, events such as the power blackout in the eastern USA and the financial impact of Hurricane Katrina resulting from damage to the oil production facilities in the Gulf of Mexico underscore the need for the active pursuit of alternative energy sources.
The anticipated growth in nuclear generating capacity coupled with recent and continuing life extension of existing plants create an unprecedented demand for a unique workforce resource: the individual qualified in all of the traditional nuclear power support disciplines. However, in sustaining and advancing the nuclear industry, emphasis and attention are also being placed on the research and development of next generation reactor types and fuel cycle management options and technologies. These efforts will further draw on the same workforce needed to operate and maintain current plants. To complicate an already challenging workforce picture, the construction and licensing of new nuclear energy production facilities will further negatively affect the available workforce. Also within the USA, other industry sectors will be competing for the same college and technical graduates. There are two other complicating factors. The USA faces the issue of a ‘greying’ workforce where literally half the current workers will be eligible to retire within the next five years. Secondly, the lead time required to produce an individual capable of safely operating the complex nuclear systems and technologies may exceed the timeframe available until substantial retirement of the existing workforce begins.
There are global dynamics affecting this workforce picture, as well. The USA has for many years been able to bring in workers from other countries attracted by the technical opportunities available. However, as other countries develop their own high technology infrastructure (not just in the energy sector), opportunities abound for those potential migrants to remain and work in their own country. This is having a significant impact on the USA’s capacity to attract technical talent to the nuclear industry. As new facilities are constructed and other necessary nuclear infrastructure and technology begin to emerge, the capability to attract new talent and have the requisite knowledge resources to train them will impact the capability to bring new facilities and support activities into operation in a timely manner to keep pace with energy demand.
In light of such diverse workforce challenges outlined in these examples, the nuclear industry has taken a more formal approach in recent years to managing its human assets, including developing strategies and programmes to capture, retain and transfer nuclear knowledge and skills.
Source: Knowledge Management for Nuclear Industry Operating Organizations
References
[1] INTERNATIONAL ATOMIC ENERGY AGENCY, The Management System for Facilities and Activities, IAEA Safety Standards Series No. GS-R-3, IAEA, Vienna (2006).
