1 / 16

Achieving Excellence in Human Performance in Nuclear Industry

This article discusses the importance of leadership, education, and training in achieving excellence in human performance in the nuclear industry. It explores the challenges faced by the industry, such as maintaining high safety standards while dealing with increasing competition and decreasing budgets. The article also suggests solutions such as a systematic approach to human performance improvement and addressing the attrition challenge caused by an aging workforce nearing retirement.

chugh
Download Presentation

Achieving Excellence in Human Performance in Nuclear Industry

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Achieving human performance excellence in the nuclear industry through leadership, education, and training C. R. ClarkA. Kazennov, A. Kossilov, T. Mazour, J. Yoder

  2. Nuclear power industry challenge: • Maintain high safety standards • While facing times of increasing competition and decreasing budgets Nuclear power industry solution: • Maintain excellence in human performance • While ensuring that NPP personnel training provides value to the organization NENP/NPES

  3. Worker Supply Projected to Decrease in Key Areas Based on the NEI’s industry-wide staffing survey (2001) NENP/NPES

  4. Cumulative Demand for New Workers NENP/NPES

  5. Systematic Approach to Human Performance Improvement • Performance = Knowledge + Skill + Attitudes + Opportunity + Effort + Motivation NENP/NPES

  6. General Attrition ~10,000 (18%) Potential Retirees: ~16,000 (28%) Potential Retirees are defined as employees that will be older than 53 with 25+ years of service, or older than 63 with 20 years of service, or older than 67 within the next five years. Source: NEI Nuclear Staffing Survey 2003 NEI Survey FindingsNuclear Power Generation NENP/NPES

  7. The Attrition ChallengeAn Ageing Workforce Nearing RetirementTennessee Valley Authority NENP/NPES

  8. Transfer of Knowledge and Strategy • Transfer of knowledge should be a part of the Strategic Plan and Management System of any Operating Organization • Items to be considered include: • Long term staffing plans that provide a steady and predictable inflow of new personnel • Enhanced career development plans that aid both the NPP organizations and employees to chart career progressions and retirement planning • Increased emphasis on multi-skills development NENP/NPES

  9. Integrated Approach to the Development of NPP Managers’ Competence NENP/NPES

  10. Vital Role ofAnalysis & Evaluationand IAEA Support The Needs in Competent Personnel F E E D B A C K • Level of Effort: • 80% - Design, Development, and Implementation • 20%- Analysis and Evaluation • Value-Added to Training Quality: • 20% - Design, Development, and Implementation • 80%- Analysis and Evaluation We are supporting Member States in achieving the training quality through the assistance in Needs Analysis and Evaluation ! Analysis Design Development Implementation Evaluation NENP/NPES

  11. Recent Publications and Developments • TECDOC 1358 ( 2003 ) – Means of evaluation and improving the effectiveness of training of nuclear power plant personnel • TECDOC 1364 ( 2003 ) – Managing human resources in the nuclear power industry: Lessons learned • TECDOC 1399 ( 2004 ) – The Nuclear power industry’s ageing workforce: Transfer of knowledge to the next generation NENP/NPES

  12. Continued • IAEA Safety Standards Series NS-G-2.8: Recruitment, Qualification and Training of Personnel for Nuclear Power Plants (2002) • IAEA Technical Reports Series No. 380: Guidebook on Nuclear Power Plant Personnel Training and Its Evaluation (1996) • TECDOC-1024 Selection, Competency Development and Assessment of Nuclear Power Plant Managers (1998) • More than thirty (30) publications in the field of NPP Training and Qualification • All recent IAEA publications may be downloaded from the IAEA web site: www.iaea.org NENP/NPES

  13. Documents under development • Authorization of control room (CR) operators, with emphasis on the use of CR simulators • Training activities for NPP decommissioning phase • Management and integration of key factors affecting human performance of NPP personnel • Upgrade and modernization of NPP training simulators • Use of training approaches, techniques and tools to increasing of NPP personnel training effectiveness • Assessment on NPP personnel training programmes • Training programmes for the next generation of NPPs NENP/NPES

  14. Future Activities and Plans for 2006-2007: • Developing attitudes and professionalism of NPP personnel • Applying quality management principles in NPP personnel training • Increasing training effectiveness • Improving training and performance of NPP maintenance personnel • Training for the commissioning of nuclear power plants • Addressing NPP Contractor training and performance management • Developing a structure for technical documents and databases related to NPP personnel training and human performance improvement • Addressing the effective knowledge management systems for NPP operating organizations NENP/NPES

  15. Facilitating the Information Exchange • IAEA Technical Working Group on Training and Qualification of Nuclear Power Plant Personnel (TWG-T&Q) – 30 Member States • ENTRAC E-Catalogue - a web-based tool for information exchange regarding training and qualification of nuclear power plant personnel - entrac.iaea.org NENP/NPES

  16. To Achieve Human Performance Excellence • Acknowledge and accept that training is an investment rather than a cost, and • Implement leadership skills to improve personnel attitudes, establish a sense professionalism and address ‘soft skills’ within the organization which are mandatory contributors to NPP safety and efficiency NENP/NPES

More Related