The battle for talent

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Paul Benson, partner with Heidrick & Struggles.

Paul Benson explains how to prepare for the coming talent challenges as nuclear power becomes a reality in the Middle East.

Globally the nuclear industry is experiencing a growth spurt. The need to reduce carbon emissions has made clean nuclear energy an attractive option and as a result, has created a global thirst for nuclear talent, such as it has never experienced before.

While the rest of the world grapples with identifying what is becoming a rapidly aging nuclear talent pool to lead their existing power fleets, the Middle East in particular is faced with three unique challenges as it enters the global market for nuclear talent.

Challenge one: Local competition for talent

As several GCC countries are looking at the option of nuclear power at the same time, the war for nuclear talent in the Middle East will heat up. The first to market in the GCC will have its advantages, so executing a well thought out recruiting strategy will be critical. Moreover, as the US looks to expand its fleet of 104 nuclear reactors, locally and globally, nuclear talent is and will continue to be in great demand.

Challenge two: Entrepreneurial culture

Because the idea of nuclear power is a relatively new one in the GCC, experienced nuclear power leadership will most certainly need to come from outside the region.

Further, these newly hired executives will be entering ‘start up companies'. Nowhere else in the global nuclear community is this the case, so the entrepreneurial nature of a GCC nuclear role would be a new experience for the hired executives given the opportunity.

This creates challenges within the organisation. Those companies who understand and are prepared for the threats and advantages associated with new leadership, will be able to absorb the inevitable culture shockwave, execute their plan for growth and make the most of their new leaders' abilities.

In any organisation, a new leadership model has profound implications for the company culture. This leadership model should incorporate the ideal candidate blend of functional/technical acumen, culture fit, and leadership skills. Therefore a company will need to develop a comprehensive leadership talent strategy, which leverages these key elements across all of the positions being sought.

Challenge three: Integrating talent into an organisation

To mitigate the risk of making a bad hire, it's helpful to think of the process of acquiring a new leader as occurring in three stages: the preparatory stage of determining the position specification for each role sought; the exploratory stage of assessing candidates against that position specification; and the implementation stage, in which new leaders join the company.

At each of these stages, proven principles can be applied and concrete steps taken to address the risks posed by new talent sources.

Preparatory stage: Determining company-specific requirements for the position will help define the skills, talents and experiences needed. Alignment of these skills with the strategy, organisation, and current leadership is critical. Capturing one company's uniqueness within the position specification requires insight and creativity.

The specifications should include the competencies expected of any leader and, more important, the specific competencies, relevant experiences, and personal characteristics required in the role in order to fulfill the company's strategic vision. Also, the specification should take into account the existing culture, degree of cultural change required, barriers to success, and specific competencies needed to overcome them.

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