By the HR Observer Staff

Whilst the talent management process can be challenging in a case such as nuclear energy, there must be a strategy that aligns the workforce planning, recruitment and performance management processes, said the International Atomic Energy Agency (IAEA) in a recent report.

“The link between talent management and succession management is fundamental whereby succession management is the process which formalizes the identification of talent and facilitates the broader discussion regarding an employee’s next career move and any development required to support this,” said the agency.

According to the report, it is vital to identify the sources of candidates, and channels to reach them, stressing on the significance to attract the right candidates by asking the following questions:

• What are the motivations and needs of the target candidates? This information can be gained by speaking with a sample of target candidates directly or using partners such as recruitment agencies to gain an understanding of what the target candidates are looking for.
• How can the organisation match the motivations of target candidates? This means considering salary expectations, benefits, working conditions, flexibility, working location, learning and development opportunities, career
  progression, etc.
• How does the organisation compare against competing employers? It is important to benchmark what the organisation can offer against competing employers, which could be in nuclear or other industries. This also allows the identification of differentiators which can be emphasized to increase candidate attraction.

The agency added that remuneration and benefits are important factors in the process of recruiting and retaining employees within any nuclear organisation. 

“There is a range of options available to reward employees and recognize their contributions, each with their own opportunities and risks, but the most effective remuneration and benefit packages will be aligned with the organisational and employees’ needs and reflect the organisation’s objectives and performance,” they explained. 

“National norms and other industry packages are important considerations as these will determine the relative attractiveness of any package being offered,” they added.

The agency explained that when creating a rewards package, it is significant  that the various elements are integrated to support, rather than contradict, one another. 

“Incentives need to focus not only on individual employee behaviour and competencies, but also on how well employees work as members of a team and how they contribute to the organisation’s overall performance,” they said. 

The IAEA said that many nuclear industry organisations give all employees a stake in the performance of that organisation which offers team based bonuses, and include other related measures.