Utility Week

22 | 23RD FEBRUARY - 1ST MARCH 2018 | UTILITY WEEK Operations & Assets Market view A job for life was the goal for many of the post-war generation, but now the ideal career profile looks dramatically different for many; something that neither employers nor candidates can ignore. Research undertaken by Jonathan Lee Contract Recruitment suggests that while those earlier in their career still opt for per- manent roles, a greater number of more experienced specialists are choosing con- tract work where they have greater flexibility over the work they do and can build a portfo- lio of projects and roles. Earlier this year, the Energy & Utility Skills Partnership outlined its Workforce Renewal and Skills Strategy: 2020, highlight- ing that over the next decade, 20 per cent of the UK utility workforce will retire, requir- ing 221,000 new recruits. The energy sector is also undergoing unprecedented change, driven by new technologies including smart grids, energy storage, electric vehicles, robotics and automation, micro-generation, and biofuels. The roll out of new technologies is critical to the success of the industry, but it is met with a skills challenge. This is exacerbated with new technology broadening the skills- sets needed to deliver effective and resilient services. While the industry has set strategic priorities to attract new recruits to the indus- try, contractors can offer an immediate solu- tion to the utilities sector transition. Our research echoes the partnership's rec- ognition that workforce mobility and easier skills transfer will be a key platform for tar- geting anticipated skill gaps and shortages in the future. While the majority of over-50s (89 per cent) choose to work on a contract basis, the next largest group is 30-39-year-olds (57 per cent), who cite pay (63 per cent), more interesting work (55 per cent), and career advancement (45 per cent) as key reasons for opting for con- tracting rather than permanent roles. Portfolio pathways offer an attractive career path to people earlier in their careers and are perhaps a reflection of the fast-paced change in the nature of roles as businesses rapidly modernise to adapt to both market and technology drivers. Indeed, a number of respondents identified that "contracting is the way the market is heading" or the per- ception that it was "the way most companies wanted to work nowadays". From an employer point of view, the fact that most skilled engineering contractors already have experience of a number of jobs, scenarios and chal- lenges means that if they engage the right people, the con- tractor will be able to add value to the business from day one, and this makes them an increasingly attractive option. In fact, while historically some compa- nies have seen contracting as a necessary evil, this perception is changing. With the shortage of skilled engineers potentially the most constraining factor on future develop- ment plans, companies are looking to tap into this flexible, trained and experienced workforce to bridge the skills gap, help them to adapt their operations to new markets and build skills and capabilities within the exist- ing workforce. For contractors, our survey reveals that the appeals of contracting are: flexibility; being able to focus on the work instead of office politics; and the fact that they can go into a business and make a difference within a relatively short space of time. Their hetero- geneous experience can help to bring clarity to decision making and steer the strategic direction of a business. The dynamic and fast-paced engineering landscape makes the flexibility of working with contractors appealing, as companies have an immediate need to hire individuals who can help them plan for both certainty and uncertainty, while striving to improve productivity. Demand in this space is likely to see the increasing participation of younger engi- neers and looking ahead, we predict that big data will shi the existing contracting paradigm. While the existing contracting workforce have valuable skill-sets that are still necessary, they do not have the data engineering skill-sets to enable connectivity in supply chains and processes and support Industry 4.0. Deciding that a position should be filled by a contractor has become an early discus- sion point in the recruitment decision for the employers we work with, trying to bring in hard-to-find skills. Partnering with a special- ist contract finder can help give confidence around both options, particularly when it comes to understanding and navigating related legislation requirements. Ultimately, the employment landscape is changing and will require careful planning, especially if UK utility companies are to suc- cessfully compete for and harness the skills they need from both permanent and contract roles to build the team they need to secure long-term resilience, competitiveness and success. Jon Blaze, head of recruitment operations, Jonathan Lee Contract Recruitment The portfolio career Jon Blaze explores how portfolio careers are an increasing trend and how companies can fully utilise contracting professionals to add value to their own business. "If the employer engaged the right people, the contractor will be able to add value to the business from day one." Key points A greater number of older, skilled workers are choosing contract employment. Over the next decade the utility workforce is forecast to lose 20 per cent of its staff. The roll out of new technology requires the associated skill sets. Contracting offers workforce mobility and fast skills transfer. In the future the contracting workforce is likely to get younger as data skills come to the fore. The decision about whether to fill a post as a staff or contract position needs to be addressed strategically.

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