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| − | {{Clustering stage}},
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| − | {{Content}},
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| − | {{Pages}},
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| − | ==Definition==
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| − | {{PAGENAME}} is {{ {{PAGENAME}} }}
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| − | == Summary==
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| − | == Description 1 ==
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| − | ===Challenges===
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| − | ''(recruiting new staff, corporate/safety culture issues, challenges of systematic approaches, lack of continuity/independence, competition of young experts in the industry)''
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| − | In connection with the discussion on a revival of nuclear programme the need to establish NKM programme for nuclear regulatory authorities becomes clearly obvious.
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| − | 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:
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| − | # [[Ageing workforce]]
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| − | # Aging technology. The technologies required for the regulatory jobs are not limited to nuclear technology alone. In the world where information technology has transformed how people in the organization function, the regulatory organizations are usually left behind. Slow adoption of new technology that can improve the efficiency and performance of the organizations is the result of the lack of competitiveness which is the unique nature of regulatory body. It is crucial that the workforce of the regulatory are motivated and have good incentive and attitude toward adopting and improving the regulatory process when new technologies become available.
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| − | 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.
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| − | Advance technology — new designs;
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| − | Lack of continuity/independence/human resources. Unlike the private sector where parties are competing at high stake, regulatory body does not usually have competitor insight. Without this risk, succession plan are usually down play in regulatory organization. This means implies the risk of discontinuity that in turn jeopardize the human resource development. Without strong commitment from policy maker and high morale personal, it is unlikely that the regulator can be independence. While the issue cannot be address by NKM alone, good NKM might provide opportunity for the regulator to speak out. Good NKM and public relation may help regulators to obtain the resources it needs to carry out their mission effectively.
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| − | == Description 2 ==
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| − | == References ==
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| − | [1]
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| − | ==Related articles==
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| − | [[Regulatory bodies ]]
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| − | [[Category:Stakeholders]]
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| − | [[Category:Strategy]]
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