Difference between revisions of "Attrition"
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==Definition== | ==Definition== | ||
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In the nuclear industry attrition due to retirement used to be a major issue | In the nuclear industry attrition due to retirement used to be a major issue | ||
| − | because | + | because nuclear power plants typically had stable workforce, all or most of whom joined during the |
| − | commissioning phase, and thus they often have similar retirement dates. However, the changes in the working life have increased also the turnover rate of | + | commissioning phase, and thus they often have similar retirement dates. However, the changes in the working life have increased also the turnover rate of organizations. Especially in countries with new build projects and more job opportunities, employees change are both interested in internal job rotation and change employers easily. This results in increased need for recruitment and job induction and [[Transfer|knowledge transfer]]. |
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===Example=== | ===Example=== | ||
In Germany, the political decision to phase out nuclear power has | In Germany, the political decision to phase out nuclear power has | ||
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industry is quite different from that in China but results in similar nuclear | industry is quite different from that in China but results in similar nuclear | ||
knowledge management challenges. | knowledge management challenges. | ||
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| + | == Description 3 == | ||
| + | === Summary=== | ||
| + | [[Talent]] loss is a [[Challenge (disambiguation)|challenge]] for KM which follows from the [[Attrition |attrition]] of [[Knowledgeable workforce|knowledgeable workforce]]. It causes reduction in the organization's [[Knowledge base]]. [[Talent]] loss can be due to retirement, job rotation or employees changing organizations. It leads to increased need for recruitment, individual and organizational [[Learning|learning]], knowledge [[Transfer|transfer]] and [[Capture |capture ]] etc. | ||
'''Source:''' [[Risk Management of Knowledge Loss in Nuclear Industry Organizations ]] | '''Source:''' [[Risk Management of Knowledge Loss in Nuclear Industry Organizations ]] | ||
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==Related articles== | ==Related articles== | ||
[[Ageing workforce]] | [[Ageing workforce]] | ||
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| + | [[Recruitment]] | ||
[[Knowledge loss]] | [[Knowledge loss]] | ||
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[[Human resource management]] | [[Human resource management]] | ||
| − | [[ | + | [[Category:Nuclear Knowledge Management challenge]] |
| − | [ | + | == References == |
| − | + | [1] INTERNATIONAL ATOMIC ENERGY AGENCY, Risk Management of Knowledge Loss in Nuclear Industry Organizations, STI/PUB/1248, IAEA, Vienna (2006). | |
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Latest revision as of 11:06, 21 December 2015
Definition
The decrease in the number of employees in an organization as a result of retirement, other termination, or transfer to other organizations resulting in a significant reduction in the organization's knowledge base
Description
In the nuclear industry attrition due to retirement used to be a major issue because nuclear power plants typically had stable workforce, all or most of whom joined during the commissioning phase, and thus they often have similar retirement dates. However, the changes in the working life have increased also the turnover rate of organizations. Especially in countries with new build projects and more job opportunities, employees change are both interested in internal job rotation and change employers easily. This results in increased need for recruitment and job induction and knowledge transfer.
Example
In Germany, the political decision to phase out nuclear power has gradually had an impact on the current and future nuclear workforce. The decision has led to a strong decline in enrolment in academic programmes related to nuclear engineering. In addition, there is a continuing trend for the current nuclear power plant workforce to seek opportunities in other regions or industries where there is greater political and public appreciation and expected future stability.
These factors, combined with the retirement of long term employees, are creating a shortage of qualified nuclear power plant workers in anticipation of the national schedule for decommissioning. In particular, this shortage of qualified workers jeopardizes the option of prolonging nuclear power plant operating permits, which could be problematic, considering that viable alternatives to nuclear power are not yet in place. The situation in the German nuclear industry is quite different from that in China but results in similar nuclear knowledge management challenges.
Related articles
References
[1] INTERNATIONAL ATOMIC ENERGY AGENCY, Risk Management of Knowledge Loss in Nuclear Industry Organizations, STI/PUB/1248, IAEA, Vienna (2006).
