Vienna, 1 4 October 2013 The Human Resources … Human Resources Roadmap – Key Issues and Observation from the ... Pre project Project decision making ... •Project Language BRM/HR_ROADMAP

IAEA International Atomic Energy Agency

Brian MOLLOY,

Technical Head

(Human Resources), NPES

[email protected]

The Human Resources Roadmap –

Key Issues and Observation from the Field

TECHNICAL MEETING ON

HUMAN RESOURCE ROADMAPS AND

CAPACITY BUILDING FOR NEW AND

EXPANDING NUCLEAR POWER PROGRAMMES Vienna, 1 – 4 October 2013

IAEA 30/09/2013 BRM/HR_ROADMAP

SESSION OVERVIEW

• Introduction – The Milestones Approach

• The Human Resources ‘Roadmap’ – developing a national Human Resources Strategy

• Experience and Observations

• Workforce Planning

• IAEA guidance and support

2

IAEA

KEY CHALLENGE FOR HUMAN RESOURCES

• Key challenge is to achieve the initial

competence, and then sustainability, of

Human Resources to support a nuclear

power programme

• Requires the coordination, and cooperation,

of all national stakeholders (government,

education sector, industry, vendor, suppliers,

international bodies)

30/09/2013 BRM/HR_ROADMAP 3

IAEA 4

Preparing for assuming

commitments &

obligations

Infr

ast

ruct

ure

dev

elop

men

t p

rogra

m

1st. N

PP

Pro

ject

Commissioning

Operation / decommissioning

Nuclear power option included

within the

national energy strategy

10 – 15 years

PHASE 2

PHASE 3

PHASE 1

MILESTONE 1 Ready to make a knowledgeable

commitment

to a nuclear programme

MILESTONE 2 Ready to invite bids

for the first NPP

MILESTONE 3 Ready to commission and

operate the first NPP

Feasibility study Bidding process

Pre project Project decision making Construction

Considerations before a decision

to launch a nuclear power

programme is taken

Preparatory work for the

construction of a NPP after a

policy decision has been taken

Activities to implement a

first NPP

Maintenance and continuous

infrastructure improvement

National

Strategy

HR Planning & Implementation

30/09/2013 BRM/HR_ROADMAP


KEY INFRASTRUCTURE ISSUES

• National position

• Nuclear safety

• Management

• Funding and financing

• Legislative framework

• Safeguards

• Regulatory framework

• Radiation protection

• Electric grid

• Human resource development

• Stakeholder involvement

• Site and supporting facilities

• Environmental protection

• Emergency planning

• Security and physical protection

• Nuclear fuel cycle

• Radioactive waste

• Industrial involvement

• Procurement

Note: All 19 issues have a Human Resource component

5

IAEA

WHAT IS A ‘ROADMAP’

• A map for motorists, showing the roads of a given region, their route and condition, etc.

(Webster’s New World Dictionary)

• A plan for how to achieve something (Mirriam Webster)

• A business road map is a planning tool that outlines a company's goals and its strategy for achieving them.


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IAEA

HUMAN RESOURCES ‘ROADMAP’

• In the past, HR was viewed primarily as an administrative function and its strategies were fairly simple. But now, perception has changed. Today, most companies recognize that people are vital to every aspect of business performance and the HR function needs a sound strategy to provide services that significantly enhance the value of this critical resource.

(“Taking HR to the next level” Deloitte Consulting LLP)


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HUMAN RESOURCES ‘ROADMAP’ (2)

• Hence, the HR Roadmap is the high level strategy and plan that ensures the availability of the necessary human resources to enable the organisation to meet its business objectives.

• To do this, the HR strategy must be a firmly integrated part of the business strategy and fully aligned to its goals.


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‘REAL WORLD’ EXPERIENCE

• Many Newcomer countries take a bottom-up approach (because it’s easier) and look at what resources they have and what they think they will recruit in the short/medium term

• However, it is necessary to begin with the Nuclear Power Programme goals, and the roles and responsibilities of the various stakeholders in delivering those goals i.e. a top-down approach

• The Roadmap has to be ‘Strategic’; there is a tendancy to work at the ‘operational’ level because more information is available at this level, but many of the key linkages are not clear at this level.

• Otherwise the programme is driven by the availability of human resources and not the other way round

• Senior decision makers have to recognise the need to invest in HR early to secure other programme goals


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‘REAL WORLD’ EXPERIENCE (2)

• Has to be developed at the national level, to include the needs of all the different organisations

NEPIO

Operating Organisation

Regulatory Body

Technical Support Organisation(s)

Educational Institutions

Training Organisations

Etc., etc.

• Requires close, and continuous, cooperation and coordination of all Stakeholders

• There will be gaps so assumptions must be made (and documented to be reviewed when more data is available/key decisions made)


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KEY PROGRAMME DRIVERS

Some key Programme ‘drivers’:

• Programme size

• Contractual arrangement (BOO, BOOT, Turnkey, etc.)

• Scope of HR support in Vendor contract (even with IGA, it is essential to specify support needed)

• Regulatory concept

• Training lead times

• Quality of existing HR infrastructure (2ndry Education, Vocational Training, University programmes

• Scope of existing industrial infrastructure

• Project Language


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HUMAN RESOURCES ‘ROADMAP’

Consistent will the programmatic objectives (and schedule) just described, there are three main steps to achieving sustainable competence in Human Resources for any programme:

1. Develop the necessary Human Resources Infrastructure

2. Build Capacity (create a ‘pool’ of resources)

3. Develop and sustain competence


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COMPETENCE


A combination of knowledge, skills and attitudes

in a particular field, which, when acquired, allows a

person to perform a job or task to identified

standards.

Competence (Competency) may be developed

through a combination of education, experience

and training.

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COMPETENCE

Competence = Knowledge + Skill + Attitudes

Mainly

Education

Mainly

Training

Education,

Training &

Role

Modelling

(Family, School)

Universities/

Colleges,

Nuclear Org’s

Theory,

Fundamentals,

Principles

(Schools,

Universities,

Tech Colleges)

Specific

Application/

Context

(Nuclear Org’s/

Training Org’s)


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1. HUMAN RESOURCES INFRASTRUCTURE

• Secondary (and primary) education system with strong maths and sciences components, to prepare for, and stimulate interest in, Science and Engineering careers

• Technical/Vocational schools to create good skilled artisans/technicians in different engineering and technical disciplines

• University programmes for (nuclear) Engineering and Science professional staff (and allied professions e.g. Chemistry, Business, Finance, Human Resources, etc.)

• Creating ‘Outreach’ programmes to engage students in nuclear programmes and stimulate career interest.


IAEA

Education & Training

Human Resource Development

Knowledge Management

Knowledge Networks

2. CAPACITY BUILDING


16

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Succession

Planning

Retirement

Performance

Management

Organisational Internal

Training &

Development

Recruitment

Remuneration

Career

Management

3. BUILDING & SUSTAINING COMPETENCE

30/09/2013

Workforce

Planning

National

Capability/

Needs

National/International

Education &Training

Capability/Requirements

Capacity Building – National Environment

BRM/HR_ROADMAP

17

IAEA

ORGANIZATIONS WITH HR REQUIREMENTS

Human Resources

for the Nuclear Field

Nuclear facilities

(including NPPs,

fuel cycle, radwaste)

Government agencies,

NEPIO

(Ministries, etc.)

Regulators

(incl. nuclear) Educational

institutions

Technical Support

organizations

Specialized training

organizations

R&D

organizations

Equipment

Vendors,

Suppliers,

Construction

Owners/Operating

Organizations.

(e.g. headquarters)

Organizations involved

in nuclear or

radiation activities

International and

professional organizations


18


WORKFORCE PLANNING:

“The systematic identification and analysis of what an organization/nation is going to need in terms of the numbers, type, and quality of workforce to achieve its objectives.”

Identifies the steps that should be taken to get the right number of the right people in the right place at the right time.

19


IAEA FOCUS ON WORKFORCE PLANNING

• Addressing the Workforce requirements for each of the three phases focusing on 3 main organisational entities identified within the “Milestones” document:

― NEPIO

― Regulatory Body

― Operating Organisation

• Focus especially on Phases I & II, recognising that Vendor(s) may provide significant assistance for Operating Organisation during Phase III.

• IAEA is not an appropriate source of nuclear ‘technology’ training

― This should be provided nationally/by the Vendor

― IAEA focus is on Programme and Infrastructure Management

(IAEA NE Series Report (NG-T-3.10) Workforce Planning for New Nuclear Power Programmes Feb 2011)

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WORKFORCE PLANNING – KEY ISSUES

• Define the objectives of the Nuclear Energy programme as this will influence the competencies to be acquired by the Member State → How many units → What type of contract (Turnkey, BOO,

BOOT) → Level of industrial involvement

• Member States must be realistic about the gaps in national capability and the potential to close them

• For effective Workforce Planning define the roles, responsibilities and functions of all the stakeholder organizations (even if not established) in Phase 1


Define the Objectives of the national

Nuclear Power programme

Determine the HR needs of the

programme based on these Objectives

Compare HR needs to existing and

expected national HR resources

(Gap Analysis)

Can Gaps be

addressed?

Determine how gaps will be addressed

Develop workforce plan

Review/Revise workforce plan as

phases progress

Yes

No

21

IAEA

WORKFORCE PLANNING –

RESPONSIBILITIES AND

RESOURCE REQUIREMENTS BY

ORGANISATION



0

200

400

600

800

1000

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

No

. o

f p

eo

ple

Years (Indicative only)

NEPIO

<------------ Phase 3 ------------>

Design, Construct, Comm'n

<-- Phase 1-->

Pre-Feasibility <-------- Phase 2-------->

Site Investigation, Bid Preparations

MS1 MS2 MS3

1. NEPIO = 10 --> 50 (Depending on Expert Group Support) --> 0 (close to)

1 Unit

Multi Units

RESOURCE REQUIREMENTS FOR NEPIO

23


RESOURCE REQUIREMENTS FOR REG BODY

50 - 150

24

IAEA

0

200

400

600

800

1000

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

No

. o

f p

eo

ple

Years (Indicative only)

NEPIO REG BODY OP ORG

<------------ Phase 3 ------------>

Co

mm

issio

nin

<-- Phase 1--> <-------- Phase 2-------->

Site Investigation, Bid

<----Op Training---->

MS1 MS2 MS3

Multi Units

1

1. NEPIO = 10 --> 50 (Depending on Expert Group Support) --> 0 (close to)2. REG BODY = 50 --> 150+Tech Support

3. OP ORG = 0 --> 20 to 30 --> 600 to 1200 (2-Unit site)

1

Multi Units

OVERALL RESOURCE REQUIREMENTS

25 30/09/2013 BRM/HR_ROADMAP


KEY EDUCATION AND TRAINING CONSIDERATIONS

• Majority of permanent workforce is needed for the Operating Organisation, once NPP is commissioned; typical workforce for a 2-Unit NPP is 600-1200 personnel

• Around 65 - 80% of workforce are required at non-graduate level i.e. ‘Technicians’

26

• Of the graduate workforce (20 – 35%) only around 20% (or ~ 5% of total workforce) need a Nuclear engineering background

• Training/experience requirements for very specialist roles can be 5-10 years

• In Regulatory Body, % of Graduates is much higher (> 50%) but specialist Technicians still needed

IAEA

IAEA GUIDANCE & SUPPORT

• IAEA NE Series Report (NG-T-3.10) “Workforce Planning for New Nuclear Power Programmes”, Feb 2011

• New e-learning programme on implementing a nuclear power programme, including a module on developing a HR strategy (available) and one on SAT (under development) http://www.iaea.org/NuclearPower/Infrastructure/elearning/index.html

• Capacity Building Concept and Self-Assessment Methodology – workshops available to assist Member States

• HR Roadmap - High level ‘brochure’ for senior decision makers under development (the subject of this workshop)

• New document with ‘working level’ guidance on staffing 1st NPP – outline prepared


http://www.iaea.org/NuclearPower/Infrastructure/elearning/index.html


IAEA

IAEA GUIDANCE & SUPPORT (cont’d)

• Workforce Planning Workshops offered in cooperation with TC Department at National and Regional level, tailored to meet MS’ specific needs

• Review service to assist in evaluating national HR strategies and Plans

• Nuclear Power Human Resources (NPHR) Modelling Tool developed:

Originally developed by LANL and donated to IAEA by US Government

Generic model for a nuclear workforce, including Education system, Regulatory Body, Construction workforce, and Operating staff

Training provided by IAEA to enable MS to tailor model to their own national situation

Priority given to ‘advanced’ newcomer countries.


IAEA 29

http://www-

pub.iaea.org/iaeameetings/46084/In

ternational-Conference-on-Human-

Resource-Development-for-

Nuclear-Power-Programmes-

Building-and-Sustaining-Capacity

IAEA INTERNATIONAL HR CONFERENCE 2014

http://www-pub.iaea.org/iaeameetings/46084/International-Conference-on-Human-Resource-Development-for-Nuclear-Power-Programmes-Building-and-Sustaining-Capacity


































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THANKYOU – ANY QUESTIONS?

…atoms for peace.


Documents

Vienna, 1 4 October 2013 The Human Resources … Human Resources Roadmap – Key Issues and Observation from the ... Pre project Project decision making ... •Project Language BRM/HR_ROADMAP