Best Practice in Attracting and Retaining Talent from the

International Nuclear Industry

Agenda

Introduction to Thomas Thor Associates

Context of the Human Resource Situation in Nuclear

What Attracts International Talent

Effective Local and International Recruitment

Skills Transfer

Executive Level, Commercial, Engineering, Safety, Quality, Support ServicesPermanent staff and temporary contractors

Local and international relocation

Supporting new build programmes in the UK, Finland, France, Russia, Poland, Slovakia, and the UAERecruit for operation, lifetime extension, decommissioning and waste management across the European nuclear fleet

Supporting research projects including ITER

Recruitment and Search in the Global Nuclear Industry

The EU-27 Talent Pool

80,000 ‘Nuclear Experts’500,000 in the Nuclear Industry(Source – EHRO-N, 2012)

Context of the Human Resource Situation50% of ‘nuclear experts’ in EU-27 countries will retire by 2020

New entrants will replace only 45-70% of the number of retireesCompetition for graduates with relevant education is high

Attractiveness to foreign talent and people from other industries is lowNuclear professionals are willing to move, but unaware of the opportunities

30 May 2012 EHRO-N, the European Human Resource Observatory in the Nuclear Sector, released its first report analysing how the supply of experts for the nuclear industry in the EU-27 responds to the demand for the same experts in the region by 2020.

Nuclear New Build Structure

Relocation, Payroll and Contracts

Long TermPartnership

Safety, Licensing & Regulatory

Support Services

Commercial

Operation

Executive Board

Construction

Technology

What do Nuclear Professionals want?

To be part of ambitious, challenging and innovative projects, that actually happen. (new build, life extension, decommissioning etc) International and multicultural environments

To use the skills and experience that they have built (the older generation)To handover the skills and experience they have built to the next generation (the older generation)Exciting career path with visible long term career growth opportunity

How to be Attractive to International Talent

Be visible – let people know what you are doing and how interesting the project is Be specific – about the skills and experience that are needed and the work opportunities that existDevelop internal recruitment capability (advertising, conferences, website etc)Develop relationships with specialist recruitment companies – engage them to access their network and find the right people for you

Hiring Externally vs Training Existing Staff

Regulatory requirements – Does the regulator in the country where the work is to be done have requirements for qualifications, nationality etc?Do people exist on the external labor market that could do the job? Sometimes the capability is not available and there is no external option Quality, Assurance and Liability – can you afford the risk of bringing in an external person and who will take liability for work completed? Cost consideration – what is the difference in cost between hiring externally and developing internal capabilitySkills and knowledge retention – if you use contractors then how will their knowledge and experience be retained after the leave?

HR Contract Models

Relocation, Payroll and Contracts

Ad Hoc Contract

Staff Contract

Temporary Contract

Fixed Price Contract

Secondment

HR Contract Models

Staff Contracts – Direct employment. For long term needs where there is scope for personal development and/or there is a need for security and loyaltyTemporary Contracts – From 1 day to 5 years, Fixed unit rate. For work or assignments with a delivery/end date or a handover date, or if skills are rare.Ad Hoc Contracts – X days per contract or Zero hour contract. For reactive or unpredictable needs, advisory or oversight. Good for new territory developmentFixed Price Contracts – Pay on delivery or stages of delivery. For situations where predicting time to delivery is difficult and to control costs and reduce riskSecondment – Variable duration. For skills development, embedding your staff in other environments or inviting nuclear professionals to embed in your environment. Not as flexible as temporary or ad hoc contracts.

Local or International Recruitment?

• Whenever possible• Language• Regulatory requirements

OR

• No local availability• To facilitate entry to nuclear

industries in new countries• To benefit from experience

of other projects or countries• Technology specific skills• Skills transfer

When a job specification is written, effective recruitment starts with 2

Questions:

Where has this work or project been delivered successfully elsewhere?

Who was responsible for the delivery?

Skills & Knowledge Transfer

Contractual obligations for suppliers – specific and time bound deliverablesShadowing & Mentoring Programmes – multiple staff members shadowing senior staff or external consultantsEngagement of freelancers to deliver and train

Secondments – send staff out and accept seconded personnel as wellSpecific objectives and time lines

Summary of International Best Practice

Relocation, Payroll and Contracts

Recruitment Partners

Internal/ExternalTake a Global

View

Mix of ‘home grown’

and ‘brought in’

Match Contract Type to Needs

Structured Skills Transfer

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