Difference between revisions of "Attrition"
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== Description 2 == | == Description 2 == | ||
===Regulators=== | ===Regulators=== | ||
| − | Competition for existing workforce, [[Recruitment|recruiting new staff]], competition for young experts In many countries, the regulator are either [[Government organization|governmental organization]] or non-profit non-governmental organization. This often means that the regulatory body often operates under limited resource and usually cannot compete with the [[Nuclear power plant operating | + | Competition for existing workforce, [[Recruitment|recruiting new staff]], competition for young experts In many countries, the regulator are either [[Government organization|governmental organization]] or non-profit non-governmental organization. This often means that the regulatory body often operates under limited resource and usually cannot compete with the [[Nuclear power plant operating organization|utilities]] or [[Research and development and technical support organisations|R&D organization]] in attracting new people. Given the circumstance, it is crucial that regulatory usually have to established [[Training programme|training programme]] and other measures to strengthen the competency. Strong NKM programme can be a valuable resource to support such initiatives |
'''Source:''' [[Guide on nuclear knowledge management]] | '''Source:''' [[Guide on nuclear knowledge management]] | ||
Revision as of 08:05, 18 April 2014
Contents
Definition
Attrition is 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
Summary
One paragraph summary which summarises the main ideas of the article.
Description 1
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.
Description 2
Regulators
Competition for existing workforce, recruiting new staff, competition for young experts In many countries, the regulator are either governmental organization or non-profit non-governmental organization. This often means that the regulatory body often operates under limited resource and usually cannot compete with the utilities or R&D organization in attracting new people. Given the circumstance, it is crucial that regulatory usually have to established training programme and other measures to strengthen the competency. Strong NKM programme can be a valuable resource to support such initiatives
Source: Guide on nuclear knowledge management
Description 3
Summary
Talent loss is a challenge for KM which follows from the attrition of 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, knowledge transfer and capture etc.
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.
Source: Risk Management of Knowledge Loss in Nuclear Industry Organizations
References
[1]
