This publication provides guidance on the management of human resources in the field of nuclear energy. It considers this issue at both the individual and organizational level, and the development of an appropriate human resource management (HRM) strategy. It elaborates on ten key HR processes concerning the management of individual employees, as well as the four broader organizational issues – organizational and safety culture, stakeholder engagement, diversity and inclusion, and change management – to which they relate. It describes the importance of having a correct HRM strategy is in place, together with the right level of competent resources, effective processes, and procedures, to support the needs of nuclear organizations.

• 1. INTRODUCTION
  • 1.1. Background
  • 1.2. Objective
  • 1.3. Scope
  • 1.4. Structure
• 2. HUMAN RESOURCE MANAGEMENT IN THE NUCLEAR ENERGY INDUSTRY
  • 2.1. Key elements of human resource management
  • 2.2. Challenges for human resource management in the nuclear energy industry
  • 2.3. Link between the HR function and management of the organization
  • 2.4. Role of employee relations
• 3. WORKFORCE PLANNING
  • 3.1. Critical steps of workforce planning
  • 3.2. Outsourcing strategy
• 4. CANDIDATE SOURCING
  • 4.1. Candidate sources and pipelines
    • 4.1.1. Candidate sources and pipelines from education and training institutions
    • 4.1.2. Candidate sources and pipelines from industry
  • 4.2. Channels to reach candidates
    • 4.2.1. Internal recruitment function
    • 4.2.2. Recruitment agencies
    • 4.2.3. Executive search companies
    • 4.2.4. Partnerships and alliances
    • 4.2.5. Referrals from existing employees
  • 4.3. Attracting candidates
  • 4.4. Employer branding
• 5. RECRUITMENT
  • 5.1. Role definition
    • 5.1.1. Job analysis
    • 5.1.2. Job description
  • 5.2. Generating applicants
    • 5.2.1. Internal applicants
    • 5.2.2. External applicants
  • 5.3. Application, interview and selection process
    • 5.3.1. Managing applications
    • 5.3.2. Interview and selection
  • 5.4. Offer, acceptance and fitness for duty
  • 5.5. Onboarding and mobilization
  • 5.6. Documentation, evaluation and systems
• 6. INDUCTION AND ORIENTATION
  • 6.1. Purpose
  • 6.2. Induction process
  • 6.3. Benefits of an effective induction process
  • 6.4. Delivery methods for effective induction
• 7. TRAINING AND DEVELOPMENT
  • 7.1. Systematic approach to training (SAT)
  • 7.2. Qualifying and authorizing employees
  • 7.3. Initial and continuing training programmes
  • 7.4. Training roles and facilities
  • 7.5. Leadership training and development
• 8. REMUNERATION, BENEFITS AND RETENTION
  • 8.1. Pay structures
  • 8.2. Pay progression
  • 8.3. Reward policies and pay awards
  • 8.4. Role of employee benefits
  • 8.5. Benchmarking
  • 8.6. Retention strategies
• 9. PERFORMANCE MANAGEMENT
  • 9.1. Performance management process
    • 9.1.1. Setting objectives and performance standards
    • 9.1.2. Performance appraisal process
    • 9.1.3. Leadership role in performance improvement
  • 9.2. Reinforcement of desired performance
• 10. TALENT AND SUCCESSION MANAGEMENT
  • 10.1. Developing a talent management strategy
  • 10.2. Developing a talent management process
    • 10.2.1. Alignment with other HR processes
    • 10.2.2. Development opportunities
    • 10.2.3. Tracking and evaluating talent management
  • 10.3. Roles and responsibilities
    • 10.3.1. Senior managers and line managers
    • 10.3.2. Human resources
    • 10.3.3. Participants
  • 10.4. Succession management
  • 10.5. Knowledge management
• 11. EMPLOYEE ENGAGEMENT AND WELL-BEING
  • 11.1. Employee engagement
  • 11.2. Employee well-being
    • 11.2.1. Roles and responsibilities
• 12. EMPLOYEE TURNOVER AND RETIREMENT
  • 12.1. Investigating why people leave
  • 12.2. Considerations when people leave
    • 12.2.1. Turnover in the first year of employment
    • 12.2.2. Data security
    • 12.2.3. Protecting the employer brand and retaining a positive candidate attraction strategy
    • 12.2.4. Return of ex-employees
• 13. CHANGE MANAGEMENT
  • 13.1. Effective change management
  • 13.2. Developing the change proposal
  • 13.3. HR role in managing change
  • 13.4. Managers’ role in managing change
  • 13.5. Knowledge management and learning organizations
• 14. SAFETY AND ORGANIZATIONAL CULTURE
  • 14.1. Fostering a just and open culture
  • 14.2. Whistleblowing
• 15. STAKEHOLDER ENGAGEMENT
  • 15.1. Corporate and social responsibilities strategy
  • 15.2. Working in partnership
• 16. DIVERSITY AND INCLUSION
  • 16.1. Defining diversity and inclusion
  • 16.2. Building a diversity and inclusion strategy
• REFERENCES
• Annex I EXAMPLE TEMPLATE OF A JOB ANALYSIS FORM
• Annex II MANAGING TRAINING PROGRAMMES
• Annex III LIST OF CONSIDERATIONS TO ENSURE THAT PAY AWARDS CAN OPERATE IN A TIMELY AND EFFECTIVE MANNER
• Annex IV MANAGING PERFORMANCE
• ABBREVIATIONS
• CONTRIBUTORS TO DRAFTING AND REVIEW
• STRUCTURE OF THE IAEA NUCLEAR ENERGY SERIES