Utility Week

UTILITY WEEK | 13TH - 19TH APRIL 2018 | 17 Pipe up Frank Gielen Whether you want to call them millennials or Genera- tion Y, the new generation of talent sees the world – and their careers – differently to their predecessors. One key difference is that they are far more likely to seek work that makes a positive difference to the world. And of course, energy companies do. Energy keeps schools and hospitals open and allows society to thrive. But the other key consideration is environmentalism. If a firm has been providing that energy by burning coal for 40 years, it will likely be a turn-off for younger recruits. According to the CTO of a niche energy provider: "We see a major shi in the expectations of people entering the industry over the next five to ten years. Graduates are basing their career decisions on new criteria such as social purpose and are looking at different ways to be rewarded. Organisations will need to adapt their processes accordingly." Energy companies need to do two things: play up their social value as a vital cog in society; and bring their environmental credentials to the fore. Traditionally, some graduate schemes might see a new hire rotated around a number of functions, learning the ropes before being assigned a fixed role – and only then being able to drive things forward. However, there is a growing sense that talent will be expected – and will want – to make a more immediate impact: to hit the ground running. The pace of change in the energy industry requires this: there's no time to wait, or the knowledge graduates are acquir- ing might be out of date before they can use it. This is true for all energy companies, but especially so for start-ups, whose existence depends on pressing their advantage and not missing their moment. Companies will have to hire talent with the ability to make an imme- diate impact on the business, and then be careful to manage it in a way that facilitates that impact. Care must be taken not to stifle ambitious and impatient recruits. InnoEnergy's Master's School knows how important this is. Its courses enable students to learn how business success and commercial awareness go hand in hand with sustainability, while building their understanding of business requirements. But it isn't just about the needs of a business. As career expectations shi, younger talent no longer believe in or aspire to a "job for life". They expect careers that include a number of different roles, across a variety of different companies. For both their own and the company's sake, then, it is important to get as much value as possible out of their limited time in each role. Prof Dr Frank Gielen, education director, InnoEnergy "Graduates are basing their career decisions on new criteria such as social purpose; organi- sations will need to adapt" Operations & Assets "Younger talent no longer believe in or aspire to a 'job for life'"

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