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NETWORK / 18 / OCTOBER 2019 SKILLS Attracting female talent Growing populations and dense cities are increasing the demand for power. However, the ongoing skills shortage in transmission and distribution (T&D) is creating challenges when it comes to meeting this need. Laura Hatfi eld, recruitment consultant at Samuel Knight International, discusses the reasons why a new approach is needed for building workforces. I n the next few years the industry will be facing an exodus of skills. According to energy company, SSE plc, around 50 per cent of the sector's workforce is predicted to retire by 2023. With such a big loss of talent expected in the near future, we must act now to replenish the number of profession- als. To do this, it's essential to increase the amount of apprenticeships, graduates and women entering the eld and also encour- age career movers to consider a profession in T&D. Without the help of both genders in combatting the skills shortage, development will simply be far too slow. For too long now, women have faced barriers in the in- dustry. Unconscious bias has led to females not having equal opportunities, and rigid working hours have meant that many have been forced to choose between a career and raising a family. Outdated stereotypes of the sector being male-dominated and old- fashioned have also led to T&D slipping o‡ graduates' radar, and this is something that we can't a‡ ord. Recently, transmission and distribution has been gaining a lot of investment from the UK government. With the exponential growth in renewables, there has also been a massive increase in cables and electri- cal substations too. The booming T&D industry is now rife with opportuni- ties, and there has never been a better time for women to join. There are already a lot of people eager to get involved, with many professionals from the oil and gas sector keen to make a move over to transmission and distribution. Thankfully, there is no shortage of roles available. What makes T&D so attractive to women, however, is that it's perfect for people with transferable skills. Solving the skills shortage Solving the sector's skills short- age will certainly be no easy or overnight task, but by altering policies to be more accommodating to women, remov- ing bias and debunking stereotypes, we can start seeing more female talent walk through the door. To have access to a wider talent pool, we must rst get rid of the idea that energy and utilities is just for men. We can end this stereotype by making noise about the latest technological advancements that are help- ing to elevate workers lives and the fantastic work that women do in the sector. Employers play an important role in addressing this stereotype too. They need to have a strategic workforce plan in place to see when female employees are ready to be promoted and moved into higher positions, and then be publicly vocal about such moves. Having more women in the boardroom and in power will likely motivate others to reach their full potential too. Hiring managers must also look beyond previous roles, or years of experience, and instead judge candidates on their ability to do the job. There must also be Œ exible working practices in place. As more smart compa- nies realise the bene ts that Œ exi-hours and remote working have on increasing diversity, we are seeing an uptick in those ensuring this is a staple in their o‡ ering. By creating a more diverse and inclusive environment, not only can we create true equality, but also ensure that the UK remains a leading competitor in the T&D industry. Countless studies have proven time and again the positive impact women have on the workplace and on pro ts. So, by prioritising this, we can end the skills shortage and ensure businesses thrive. will be facing an exodus of skills. According to energy company, SSE plc, around 50 per cent of the sector's workforce is predicted to retire by 2023. With such a big loss of talent expected in the near future, we must act now to replenish the number of profession- als. To do this, it's essential to increase the amount of apprenticeships, graduates and women entering the eld and also encour- age career movers to consider a profession in T&D. Without the help of both genders in combatting the skills shortage, development will simply be far too slow. For too long now, women have faced barriers in the in- dustry. Unconscious bias has led to females not having equal opportunities, and rigid working hours have meant that many have been forced to choose between a career and raising a family. Outdated stereotypes of the sector being male-dominated and old- fashioned have also led to T&D slipping o‡ graduates' radar, and this is something that Recently, transmission and distribution has been gaining a lot of investment from the UK government. With the exponential growth in renewables, there has also been a massive increase in cables and electri- cal substations too. The booming T&D industry is now rife with opportuni- ties, and there has never been a There are already a lot of people eager to get involved, with many professionals from the oil and gas sector keen to make a move over to transmission and distribution. Thankfully, there is no shortage of roles available. What makes T&D so attractive to women, however, is that it's perfect for people with Solving the skills shortage Solving the sector's skills short- age will certainly be no easy or more accommodating to women, remov- ing bias and debunking stereotypes, we can start seeing more female talent walk through the door. To have access to a wider talent pool, we must rst get rid of the idea that energy and utilities is just for men. We can end this stereotype by making noise about the latest technological advancements that are help- ing to elevate workers lives and the fantastic work that women do in the sector. Employers play an important role in addressing this stereotype too. They need to have a strategic workforce plan in place to see when female employees are ready to be promoted and moved into higher positions, and then be publicly vocal about such moves. Having more women in the boardroom and in power will likely motivate others to reach their full potential too. Hiring managers must also look beyond previous roles, or years of experience, and instead judge candidates on their ability to do the job. There must also be Œ exible working practices in place. As more smart compa- nies realise the bene ts that Œ exi-hours and remote working have on increasing diversity, we are seeing an uptick in those ensuring this is a staple in their o‡ ering. By creating a more diverse and inclusive environment, not only can we create true equality, but also ensure that the UK remains a leading competitor in the T&D industry. Countless studies have proven time and again the positive impact women have on the workplace we can end the skills shortage and ensure businesses thrive. "To have access to a wider talent pool, we must fi rst get rid of the idea that energy and utilities is just for men."