Difference between revisions of "Recruitment"
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'''Source:''' [[Guide on nuclear knowledge management]] | '''Source:''' [[Guide on nuclear knowledge management]] | ||
| + | |||
| + | ==Description== | ||
| + | |||
| + | Even where there are no readily available resources with nuclear experience within the country, there are many opportunities for quickly accessing/developing such expertise, examples of which include: | ||
| + | *Attracting expatriate personnel who have worked in the nuclear sector abroad. | ||
| + | *Attracting experienced foreign personnel with appropriate remuneration packages, either as employees (if permitted by national labour laws/regulations) or as consultants. Such personnel can be a driving force in the development of the core national staff through coaching/mentoring and training. | ||
| + | *Recruiting experienced personnel from appropriate national industries, such as the fossil fired power generation, the process/production industries and the oil and gas industries, who will already have many of the required competencies to work in the nuclear industry. | ||
| + | |||
| + | In attempting to recruit expertise from overseas, it is important to recognize that this can be a two-way process. The nuclear community is currently truly global in nature, and this is unlikely to change in the near future; indeed, with the current upsurge in the prospect of new builds, the global demand for resources is likely to rise | ||
| + | steeply. Hence, there is a high risk that indigenously trained personnel may be attracted to overseas opportunities, | ||
| + | especially in more developed countries where salaries and living standards may be much higher than at home. An | ||
| + | important element of the workforce planning strategy will therefore be the use of appropriate tools to monitor the | ||
| + | engagement/satisfaction of employees, and to ensure that compensation packages are competitive with other | ||
| + | opportunities nationally and, where possible, internationally. In any event, it would be prudent to build some | ||
| + | redundancy into staff recruitment and training programmes to allow for these losses. | ||
| + | |||
| + | Another specific consideration is that of language. In many examples, when a country is constructing its first | ||
| + | NPP, the project language and associated documentation has initially been in English, or another foreign language, | ||
| + | sometimes with a transition into the national language at some time after the start of the NPP operation. This may | ||
| + | be a factor in recruitment, and certainly the use of a project glossary to assist all parties concerned is recommended. | ||
| + | It may also be necessary to consider allotting more time for additional training requirements (including language | ||
| + | training) in workforce plans. | ||
| + | |||
| + | '''Source: [[Workforce Planning for New Nuclear Power Programmes]]''' | ||
== References == | == References == | ||
Revision as of 13:10, 6 August 2013
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Contents
Definition
Recruitment is A business process for attracting, screening, selecting, and onboarding qualified employees for a job
Summary
Description
Source: Knowledge management for radioactive waste management organisations
Description
corporate/safety culture issues, challenges of systematic approaches, lack of continuity/independence, competition of young experts in the industry) In connection with the discussion on a revival of nuclear programme the need to establish NKM programme for nuclear regulatory authorities becomes clearly obvious. Despite the fact that activities connected with the upgrades of the reactors to improve safety and reliability takes place almost continuously, there exist new challenges which have to be reflected in knowledge management for nuclear regulatory workforce. The most significant are:
Source: Guide on nuclear knowledge management
Description
Even where there are no readily available resources with nuclear experience within the country, there are many opportunities for quickly accessing/developing such expertise, examples of which include:
- Attracting expatriate personnel who have worked in the nuclear sector abroad.
- Attracting experienced foreign personnel with appropriate remuneration packages, either as employees (if permitted by national labour laws/regulations) or as consultants. Such personnel can be a driving force in the development of the core national staff through coaching/mentoring and training.
- Recruiting experienced personnel from appropriate national industries, such as the fossil fired power generation, the process/production industries and the oil and gas industries, who will already have many of the required competencies to work in the nuclear industry.
In attempting to recruit expertise from overseas, it is important to recognize that this can be a two-way process. The nuclear community is currently truly global in nature, and this is unlikely to change in the near future; indeed, with the current upsurge in the prospect of new builds, the global demand for resources is likely to rise steeply. Hence, there is a high risk that indigenously trained personnel may be attracted to overseas opportunities, especially in more developed countries where salaries and living standards may be much higher than at home. An important element of the workforce planning strategy will therefore be the use of appropriate tools to monitor the engagement/satisfaction of employees, and to ensure that compensation packages are competitive with other opportunities nationally and, where possible, internationally. In any event, it would be prudent to build some redundancy into staff recruitment and training programmes to allow for these losses.
Another specific consideration is that of language. In many examples, when a country is constructing its first NPP, the project language and associated documentation has initially been in English, or another foreign language, sometimes with a transition into the national language at some time after the start of the NPP operation. This may be a factor in recruitment, and certainly the use of a project glossary to assist all parties concerned is recommended. It may also be necessary to consider allotting more time for additional training requirements (including language training) in workforce plans.
Source: Workforce Planning for New Nuclear Power Programmes
References
[1]
