International Atomic Energy Agency Achieving human performance excellence in the nuclear industry through leadership, education, and training C. R. Clark

International Atomic Energy Agency

Achieving human performance Achieving human performance excellence in the nuclear industry excellence in the nuclear industry

through leadership, education, through leadership, education, and training and training

C. R. ClarkC. R. Clark A. Kazennov, A. Kossilov, T. Mazour, J. YoderA. Kazennov, A. Kossilov, T. Mazour, J. Yoder

NENP/NPES 2 International Atomic Energy Agency

Nuclear power industry challenge: Maintain high safety standards While facing times of increasing competition

and decreasing budgets

Nuclear power industry solution: Maintain excellence in human performance While ensuring that NPP personnel training

provides value to the organization


Worker Supply Projected to Decrease in Key AreasWorker Supply Projected to Decrease in Key Areas

% Change In New Worker Supply (2002 - 2011)

-100%

-50%

0%

50%

100%

150%

200%

Based on the NEI’s industry-wide staffing survey (2001)


Cumulative Demand for New WorkersCumulative Demand for New Workers

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Nu

mb

er

of

Peo

ple

Universities

Fuel Cycle

Outages

Eng Design, Svcs & Const

Production Plants

Govt & Contractors


Systematic Approach to Human Performance Systematic Approach to Human Performance ImprovementImprovement

•Performance = Knowledge + Skill +

Attitudes + Opportunity + Effort + Motivation


2003 NEI Survey Findings2003 NEI Survey FindingsNuclear Power GenerationNuclear Power Generation

0

4,000

8,000

12,000

16,000

18-22 23-27 28-32 33-37 38-42 43-47 48-52 53-57 58-62 63-67 67+

Potential Retirees are defined as employees that will be older than 53 with 25+ years of service, or older than 63 with 20 years of service, or older than 67 within the next five years.

Source: NEI Nuclear Staffing Survey

General Attrition ~10,000 (18%) Potential Retirees: ~16,000 (28%)


The Attrition ChallengeThe Attrition ChallengeAn Ageing Workforce Nearing RetirementAn Ageing Workforce Nearing Retirement

Tennessee Valley AuthorityTennessee Valley Authority


Transfer of Knowledge and StrategyTransfer of Knowledge and Strategy

• Transfer of knowledge should be a part of the Strategic Plan and Management System of any Operating Organization

• Items to be considered include: Long term staffing plans that provide a steady and

predictable inflow of new personnel Enhanced career development plans that aid both

the NPP organizations and employees to chart career progressions and retirement planning

Increased emphasis on multi-skills development


Integrated Approach to the Development of Integrated Approach to the Development of NPP Managers’ CompetenceNPP Managers’ Competence

Organizational Culture

Requirements

ManagementCompetencies

Goals, Mission,Visi Vision and Values

CorporatePolicy

JobTechnical

BusinessEnvironment

AdministrativeRequirements

RegulatoryRequirements

Core SafetyCulture


Vital Role ofVital Role ofAnalysis & EvaluationAnalysis & Evaluation

and IAEA Supportand IAEA Support

Design

Development

Implementation

Evaluation

Analysis

The Needs in CompetentPersonnel

The Needs in CompetentPersonnel

FEEDBACK

FEEDBACK

Level of Effort: 80% - Design, Development, and Implementation 20% - Analysis and Evaluation

Value-Added to Training Quality:

20% - Design, Development, and Implementation 80% - Analysis and EvaluationWe are supporting Member States in achieving the training quality through the assistance in Needs Analysis and Evaluation !


Recent Publications and DevelopmentsRecent Publications and Developments

• TECDOC 1358 ( 2003 ) – Means of evaluation and improving the effectiveness of training of nuclear power plant personnel

• TECDOC 1364 ( 2003 ) – Managing human resources in the nuclear power industry: Lessons learned

• TECDOC 1399 ( 2004 ) – The Nuclear power industry’s ageing workforce: Transfer of knowledge to the next generation


ContinuedContinued• IAEA Safety Standards Series NS-G-2.8:

Recruitment, Qualification and Training of Personnel for Nuclear Power Plants (2002)

• IAEA Technical Reports Series No. 380: Guidebook on Nuclear Power Plant Personnel Training and Its Evaluation (1996)

• TECDOC-1024 Selection, Competency Development and Assessment of Nuclear Power Plant Managers (1998)

• More than thirty (30) publications in the field of NPP Training and Qualification

• All recent IAEA publications may be downloaded from the IAEA web site: www.iaea.org


Documents under developmentDocuments under development

• Authorization of control room (CR) operators, with emphasis on the use of CR simulators

• Training activities for NPP decommissioning phase

• Management and integration of key factors affecting human performance of NPP personnel

• Upgrade and modernization of NPP training simulators

• Use of training approaches, techniques and tools to increasing of NPP personnel training effectiveness

• Assessment on NPP personnel training programmes

• Training programmes for the next generation of NPPs


Future Activities and Plans for 2006-2007:Future Activities and Plans for 2006-2007:

• Developing attitudes and professionalism of NPP personnel

• Applying quality management principles in NPP personnel training

• Increasing training effectiveness• Improving training and performance of NPP

maintenance personnel• Training for the commissioning of nuclear power plants• Addressing NPP Contractor training and performance

management• Developing a structure for technical documents and

databases related to NPP personnel training and human performance improvement

• Addressing the effective knowledge management systems for NPP operating organizations


Facilitating the Information ExchangeFacilitating the Information Exchange

• IAEA Technical Working Group on Training and Qualification of Nuclear Power Plant Personnel (TWG-T&Q) – 30 Member States

• ENTRAC E-Catalogue - a web-based tool for information exchange regarding training and qualification of nuclear power plant personnel - entrac.iaea.org


To Achieve Human Performance To Achieve Human Performance ExcellenceExcellence

• Acknowledge and accept that training is an investment rather than a cost, and

• Implement leadership skills to improve personnel attitudes, establish a sense professionalism and address ‘soft skills’ within the organization which are mandatory contributors to NPP safety and efficiency