Human Resources and Development for the Regulatory Body

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Presentation transcript:

Human Resources and Development for the Regulatory Body Colin Patchett, United Kingdom

Contents Organisation Staffing model Planning Recruitment Training Development Sustainability Experience

Organisation Legal basis sets framework Independence Structure Competence Adequacy of resource

Organisation (continued) Continuous improvement Staff Appraisal Career development Retirement

Staffing Model Issues to be considered Technical, experience, challenges Regulatory control of decisions External support, TSO Administration Legal

Staffing Model Issues to be considered Finance Communications Programme management, secondments HR

Planning Important for justifying financial resource Justification for human resource Training needs Budget requirements Performance metrics

Recruitment Any restrictions? Government policies, diversity etc Prioritisation Organisational capacity, to carry out Regulatory responsibilities

Training Training needs analysis In house or external? Operational experience? Career development

Development Feedback from Appraisal process Outcomes must be subject to management challenge Staff secondments national/international, feedback Support mechanisms

Sustainability Replacing staff, leaving or retiring Handover periods Knowledge transfer

Personal Experience 1987 to 1999 Organisation led by Regulatory staff Site Inspection Divisions and Assessment Division Separate Policy Division for new plant and licensing Prior industry experience, approx. 10 years

Personal Experience 1987 to 1999 Personal development Changing responsibilities Generic reactor design review Site Inspection Emergency Planning, Land use planning and Events

Personal Experience 2000 to 2009 Human resource challenge, loss of experience Recruitment challenges Flexibility, new build or not Small number of people leaving IRRS Mission in 2006, focus on New Build

Personal Experience 2000 to 2009 Greater focus on accountability Budget allocation Centralisation of resource, training, T&S, IT, etc In house training and development Ways of working Civil Service Leadership Development Programme

Personal Experience 2000 to 2009 Movement of non nuclear staff Retirement of specialist resource

Personal Experience 2010 to 2013/4 In house HR resource Programme Management Office (PMO)support New Build programme challenge, use of PMO Use of Technical Support Contractors External Leadership Development Programmes

Personal Experience 2010 to 2013/4 Staff Retirement/Age profile Senior Management Knowledge Transfer Learning from experience Resource for BMS etc

Personal Experience 2010 to 2013/4 Age profile and experience Improving ways of working, team inspections, ageing management, examples, Fire, QA/QM inspections etc