Transforming the Power Sector – what it means for the workforce planning

The power industry in Australia is in the midst of its most significant transformational journey ever. Generation companies are embracing renewable energy options and storage technologies; transmission and distribution companies are becoming digitally-savvy, commercial and innovative; and retailers are interacting with customers more than ever before.

With any transformation comes uncertainty and need.

In Australia we are fortunate that the industry can learn from regions such as the UK and US who have already traversed this path. There is lots of talk locally of the skills shortage in the infrastructure sector, but the power sector also faces a looming workforce skills gap.

A recent study by Engineers Australia indicated the following roles were deemed essential for the transformation of the Power sector to succeed:

• Power System Engineers
• Network Planners
• Protection Engineers
• Asset Managers
• Environmental Engineers

Within these professions, there is a common theme – the ability to work digitally.

Skill sets identified as in need are behind meter technologies (batteries, inverters and electric vehicles), advanced Information Communication Technology (ICT) network knowledge, the ability to work with Big Data, working knowledge of big data software/programming such as R/Python as well as cyber security protocols.

This demand will drive a shortage, one which some organisations are already experiencing, where the thirst for human capital in these areas could be potentially endless. In fact, Engineers Australia report that recruitment in some of these areas is already being reported as difficult.

Furthermore, senior management expectations are not immune to the altering landscape.

Digitalisation, emerging technologies, increasing customer-centricity and commercialisation are all functional skills being demanded of new leaders in the industry.

New roles are also being created such as Chief Data or Chief Digital Officer and Future Energy teams are being created, comprising of as many analysts and data specialists as they are of engineers. On the behavioural side, leadership through change is at the forefront of all assessments and searches.

The transformation of the Australian power industry is a positive thing. Staying ahead of the pain curve with a proactive people strategy will go along way to ensuring companies don’t just survive, they thrive.