The U.S. nuclear industry is scaling up to meet ambitious goals: tripling global nuclear energy capacity by 2050. To achieve this, the nuclear workforce must grow from 100,000 to 375,000 by 2050. First-of-a-kind (FOAK) nuclear projects, like small modular reactors (SMRs) and microreactors, require advanced skills in areas such as digital modeling, automated welding, and precision assembly. However, the industry faces major challenges:
Solutions include creating academic pipelines, recruiting from adjacent industries, and using flexible hiring models like Recruitment Process Outsourcing (RPO). Developers must also focus on roles critical to nuclear projects, including nuclear engineers, infrastructure specialists, and quality assurance experts. Early planning and targeted strategies are key to ensuring these projects succeed.
Nuclear Workforce Growth Requirements and Key Challenges 2024-2050
Staffing first-of-a-kind (FOAK) nuclear projects is no small feat. These initiatives demand a unique mix of specialized technical expertise, strict regulatory compliance, and the ability to work in remote locations. Together, these factors create a recruitment landscape that energy developers must approach with precision and care. Let’s break down the hurdles in staffing these highly specialized projects.
The nuclear industry is grappling with a generational workforce gap. On one end, seasoned professionals are retiring in large numbers. On the other, there’s a noticeable lack of mid-career talent to fill the void. This gap stems from a decades-long lull in U.S. nuclear plant construction, which left utilities without the internal expertise to manage large-scale projects today.
The talent shortage is especially acute in specialized trades. Skills like high-spec welding, nuclear-grade machining, and advanced electronics are in short supply worldwide. As Craig Piercy, CEO of the American Nuclear Society, explains:
"A lot of the challenge here is not with the hardcore nuclear workforce, but it's with skilled labor... It's with other professional sectors - law, human resources, business, finance - all the other things that go into building a vibrant supply chain."
Adding to the difficulty, training programs haven’t kept pace with the demand. Carlos Paz-Soldan, a professor at Columbia University, points out:
"The workforce is aging on both sides... It's a matter of how much training are we actually able to provide given the limited number of people in the business of training."
When inexperienced teams lack proper oversight, the risks are enormous. The V.C. Summer project in South Carolina is a cautionary tale, where insufficient expertise contributed to $9 billion in losses before the project was ultimately abandoned. Closing this talent gap is crucial for the future of FOAK nuclear projects.
Beyond technical expertise, the nuclear sector is heavily regulated, which adds another layer of complexity to hiring. Workers often need specialized training in nuclear-grade standards, safety protocols, and even security clearances. These requirements mean new hires take longer to become fully operational.
The process is further slowed by traditional hiring practices, even within the Nuclear Regulatory Commission (NRC). Although the NRC is exempt from some federal hiring laws, it still faces challenges in speeding up recruitment. To address these delays, the ADVANCE Act authorized the NRC to hire up to 290 additional staff, using "Excepted Service" hiring to bypass traditional methods for highly technical roles.
Still, the scale of staffing required for a major nuclear project is daunting. A typical project demands an internal team of 150–200 technical and engineering staff to provide adequate oversight - resources that most U.S. utility companies simply don’t have. This shortage underscores the need for more efficient hiring practices and workforce development strategies.
Many advanced reactor projects are located in remote areas, far from major cities. Small modular reactors (SMRs) and microreactors, for instance, are often planned for isolated locations like mining sites or military installations. Compounding the issue, roughly 40% of the American nuclear workforce is expected to retire within the next decade.
Joanna Stacke, Energy & Natural Resources Sector Head at Aon, highlights the broader challenge:
"The energy sector as a whole has been suffering from the effects of the 'great crew change.' A lot of key technical talent is retiring and there isn't a sufficient level of replacement in the adjacent generations."
To adapt, energy developers are increasingly recruiting from adjacent industries like oil, gas, and traditional power generation - fields where workers are familiar with remote projects and rigorous safety standards. They’re also using prefabrication, preassembly, and modularization (PPM) techniques to reduce the need for highly skilled labor at remote sites.
Even so, geographic challenges remain. While SMRs require far less land (about 0.2 square miles compared to 2.3 square miles for traditional reactors), attracting workers to these remote locations often involves offering competitive compensation packages and robust relocation support. These efforts are essential to overcoming the logistical hurdles of staffing remote nuclear projects.
Addressing recruitment challenges for first-of-a-kind (FOAK) nuclear projects starts with identifying the roles that are absolutely essential. These projects require assembling a highly skilled, multi-disciplinary team with expertise in nuclear standards, advanced technologies, and safety protocols. By pinpointing these mission-critical roles, energy developers can better focus their recruitment efforts for power and energy infrastructure.
The core of any nuclear project lies with professionals skilled in reactor physics, fuel cycles, and safety systems. Principal nuclear engineers and reactor physicists play a pivotal role in managing the "nuclear island", which includes the reactor and containment systems - components that represent 10–20% of the total overnight capital costs. These experts ensure the safe and efficient control of fission reactions, high temperatures, and neutron activity.
Additionally, nuclear fuel engineers oversee the fuel cycle, while safety specialists perform probabilistic risk assessments to mitigate potential hazards. The International Energy Agency underscores the importance of retaining expertise in these areas, stating that "maintaining human skills and industrial expertise should be a priority for countries that aim to continue relying on nuclear power".
While nuclear engineers focus on the reactor, infrastructure engineers tackle the broader construction challenges that come with FOAK projects. Civil and infrastructure engineering roles are particularly critical due to the high financial stakes involved. Geotechnical engineers evaluate seismic and soil conditions, while mechanical, electrical, and civil engineers adapt designs to unique site requirements.
These professionals face complex challenges, including groundwater levels, geological formations, and seismic risks. With advanced reactor designs increasingly relying on prefabrication and modular construction, precise coordination between factory production and on-site assembly has become essential. Engineers proficient in digital twins and 4D Building Information Modeling (BIM) are now indispensable for managing these intricate workflows.
Nuclear projects are governed by some of the strictest safety standards in any industry. QA/QC managers and commissioning specialists play a critical role in ensuring every component meets nuclear-grade requirements before the plant becomes operational. These professionals define the testing and commissioning phases, oversee custody transfer points, and confirm that all construction aligns with regulatory standards.
The consequences of quality failures can be severe, leading to significant cost overruns and delays. For instance, automated welding techniques like hot-wire gas tungsten arc welding (GTAW) have been shown to cut welding costs by up to 20% while improving weld strength. As the construction phase transitions to operations, commissioning specialists act as the final gatekeepers, determining whether the facility is ready to safely generate power.
| Role Category | Core Positions | Primary Responsibility |
|---|---|---|
| Nuclear Technical | Principal Nuclear Engineers, Reactor Physicists, Fuel Engineers | Oversee reactor physics and fuel cycle management |
| Infrastructure Engineering | Geotechnical Engineers, Discipline Lead Engineers (Mechanical, Electrical, Civil) | Design and construct site-specific infrastructure |
| Quality & Commissioning | QA/QC Managers, Commissioning Specialists, Regulatory Compliance Officers | Ensure nuclear-grade standards and operational readiness |
| Project Controls | Lead Cost Engineers, Lead Schedulers/Planners, Project Controls Managers | Manage timelines and budgets for FOAK projects |
Each of these roles is essential for overcoming workforce hurdles and ensuring compliance with the rigorous standards required in nuclear construction projects.
The U.S. nuclear workforce is expected to grow from around 100,000 today to 375,000 by 2050. This ambitious growth requires careful, long-term planning. Energy developers need to establish early talent pipelines, recruit from related industries, and align staffing with the distinct phases of nuclear projects to address the demands of jobs and workforce development in nuclear construction. Here’s a closer look at how developers are tackling this challenge.
In January 2025, ORAU, NEI, and ANS introduced the Nuclear Energy Academic Roadmap (NEAR). Spearheaded by Dr. Olivia Blackmon, this initiative aims to bridge educational gaps from K-12 through university programs to meet the anticipated need for over 236,000 skilled professionals by mid-century.
"The Nuclear Energy Academic Roadmap is not just a document – it's a blueprint for our future. By bridging educational gaps and creating clear pathways for emerging talent, we are investing in the next generation of nuclear professionals."
- Olivia Blackmon, Ph.D., Director of the ORAU STEM Accelerator
To further support workforce development, the U.S. Department of Energy allocated $100 million in 2024 to launch the Nuclear Reactor Safety Training and Workforce Development Program. This initiative focuses on partnerships with universities and community colleges located within 50 miles of active or planned nuclear sites. By targeting local talent pools, developers can build regional expertise. Additionally, NuclearWorks, a digital platform launched in early 2025, connects students and job seekers with academic programs and career opportunities tailored to their skills and locations.
While these academic efforts create a foundation, tapping into adjacent industries is also key to addressing immediate workforce gaps.
With 40% of the nuclear workforce nearing retirement in the next decade, the industry is looking to adjacent sectors to fill critical roles. Workers from coal plants, for example, can transition to nuclear jobs with minimal retraining - about 75% of coal plant roles align with nuclear positions, according to Erin Hultman, Vice President of Human Resources and Finance at NEI. Other industries like oil and gas, advanced manufacturing, and the military also offer professionals with the technical expertise and discipline needed in nuclear construction.
The adoption of Integrated Operations in Nuclear (ION) models further supports this transition by shifting from labor-intensive processes to data-driven operations, reducing the need for highly specialized staff. Veterans, in particular, bring valuable skills such as discipline and emergency response expertise, making them well-suited for nuclear roles. Developers can work with veterans' organizations to create clear pathways for these individuals to enter the industry.
Nuclear projects progress through distinct phases - planning, construction, commissioning, and operations - each requiring unique skill sets and workforce sizes. During the planning phase, it’s essential to assemble a core in-house team of 150–200 technical and engineering staff to manage risks and oversee contractors. Edward W. Merrow, Founder and President of Independent Project Analysis, Inc., emphasizes that team composition must adapt as the project evolves:
"The team composition and size are not static but will incur adjustments to the skills mix as the project progresses".
Construction, which accounts for 40–50% of overnight capital costs, demands a significant investment in skilled trades. Developers should collaborate with trade schools to train workers in specialized skills like nuclear-grade welding and pipe fitting, tailored specifically for this phase. As projects move into commissioning and operations, the workforce focus shifts to roles such as operations coordinators, maintenance staff, and digital instrumentation and control (I&C) specialists. Joint ventures between reactor vendors, owners, and EPC firms can help maintain a steady supply of skilled workers across different projects and phases.
These targeted approaches are crucial for addressing the unique workforce demands of nuclear construction, especially for first-of-a-kind projects.
First-of-a-kind (FOAK) nuclear projects require tailored recruitment strategies that align with strict regulatory standards while addressing the challenge of securing highly specialized technical talent. These focused approaches are designed to tackle the dual hurdles of regulatory compliance and talent shortages in critical projects.
Recruitment Process Outsourcing (RPO) offers energy developers a structured, comprehensive hiring solution that goes far beyond filling vacancies. A great example is the partnership between NCI Building Systems and Orion Novotus in March 2019. By implementing an RPO strategy that included an Applicant Tracking System, clear KPIs, and end-to-end management of sourcing and salary negotiations, they achieved higher hiring manager satisfaction, faster time-to-fill metrics, and lower recruiting costs.
For nuclear projects, RPO providers can adopt skills-based hiring models that prioritize competencies over traditional credentials. This approach has proven effective, with organizations using it being 107% more likely to place talent successfully and nearly twice as likely to retain top performers. Depending on the project’s needs, developers can choose from several RPO models:
This process-driven method aligns perfectly with the stringent requirements of regulatory-compliant nuclear staffing.
Alongside structured RPO strategies, working with recruiters who specialize in the nuclear sector is another essential step. The complexity of nuclear construction requires recruiters who deeply understand the industry's unique demands. These specialists can help developers navigate intricate regulatory frameworks, such as the NRC's "Excepted Service" hiring provisions and the ADVANCE Act of 2024. This legislation enabled the NRC to hire up to 290 specialized staff - nearly 7% of its workforce - using flexible hiring authorities to speed up licensing and oversight processes.
"RPO is not just a hiring strategy, but an overall business strategy that helps the company tackle multiple issues." - Orion Talent
Nuclear recruiting specialists also excel at sourcing talent for cutting-edge construction techniques, including digital twins, 3D modeling, and automated technologies like friction-stir welding. Additionally, they identify candidates from adjacent fields such as oil and gas or advanced manufacturing, helping them transition into nuclear roles with minimal retraining[2,11].
Success-based pricing models align the goals of energy developers and recruitment partners while offering flexible cost options. These models include success fees paid only upon successful placements or monthly plans with scalable retainers. Such arrangements allow developers to avoid the high overhead of maintaining permanent recruitment teams while still accessing specialized expertise.
For nuclear projects with fluctuating staffing needs, success-based RPO can deliver significant benefits, including a 35% reduction in recruiting costs and a 15-day decrease in time-to-fill. For instance, iRecruit.co offers flexible pricing options, such as no monthly fees with a 25% success fee for single roles or a reduced 20% fee with a monthly retainer for multiple roles.
"Project-based hiring allows organisations to scale up or down based on current needs, accessing niche skills without the long-term financial commitment." - Isabel Jones, NESadvantage
This flexibility is particularly advantageous for FOAK projects, where hiring demands shift dramatically between planning, construction, commissioning, and operational phases. By early 2025, around 42% of employers planned to expand temporary or project-based hiring to address these specific needs.
The challenges and strategies outlined earlier highlight the urgent need to rethink staffing approaches for nuclear projects.
With 40% of the American nuclear workforce set to retire within the next decade, and the U.S. alongside 20 other nations aiming to triple global nuclear energy capacity by 2050, the competition for skilled professionals is heating up. These projects require expertise in cutting-edge techniques like automated welding, digital twin technologies, and modular coordination - skills that weren’t widely utilized in past nuclear builds.
To meet these demands, early workforce planning and specialized recruitment are non-negotiable. Proactive strategies pave the way for adaptable hiring solutions. Tools like ION, a focus on transferable skills, and partnerships with recruiters familiar with the ADVANCE Act can provide a much-needed advantage.
Flexible hiring models, such as success-based pricing and recruitment process outsourcing, offer solutions tailored to the unpredictable needs of FOAK projects. For instance, iRecruit.co provides options like a 25% success fee with no monthly retainer for single roles or reduced fees with monthly retainers for recruiting multiple positions.
The nuclear industry is at a pivotal moment. With 67% of reactors worldwide over 30 years old and several new projects starting simultaneously, talent shortages are inevitable. Developers who prioritize building robust talent pipelines, identifying professionals with transferable skills, and collaborating with recruitment specialists will be better equipped to deliver these essential projects on time and within regulatory guidelines. Addressing these staffing gaps isn’t just a necessity - it’s a strategic investment in the future of nuclear energy.
While advanced technologies and evolving regulations help accelerate reactor deployment, the success of FOAK nuclear projects ultimately hinges on securing a highly skilled workforce. Thoughtful workforce planning is the cornerstone of delivering these critical projects efficiently and effectively.
The nuclear industry can address its skilled worker shortage by focusing on building a strong workforce and taking advantage of modern technologies. A key step is improving education and training programs at all levels - K-12, vocational schools, and universities - to prepare individuals for specialized roles in areas like construction, operations, and technical support.
Techniques such as modular construction and prefabrication offer a way to simplify and speed up project timelines. These advancements can also make nuclear industry jobs more attractive to potential workers. On top of that, regulatory bodies are working to streamline licensing and improve hiring flexibility to ease staffing hurdles. To ensure a steady supply of qualified professionals, collaboration among industry leaders, government agencies, and educational institutions is absolutely critical.
Recruitment Process Outsourcing (RPO) can be a game-changer for staffing roles in complex nuclear projects. By working with an RPO provider, organizations can simplify hiring, lower recruitment expenses, and drastically reduce the time it takes to fill critical positions. This is especially important in the nuclear sector, where finding professionals with specialized skills and certifications is non-negotiable.
RPO providers bring a wealth of industry knowledge, access to broad talent networks, and customized recruitment plans to attract highly skilled professionals. They also help tackle workforce shortages caused by an aging workforce, while ensuring compliance with rigorous safety and regulatory requirements. By outsourcing recruitment, companies can stay focused on core project tasks while maintaining a steady flow of qualified candidates - making it easier to meet demanding project deadlines.
In short, RPO offers a flexible and cost-efficient way to address the unique staffing challenges of pioneering nuclear initiatives.
Remote locations pose unique challenges for recruiting talent in nuclear projects, primarily due to logistical issues and a limited pool of skilled workers nearby. These areas often lack access to the expertise needed, forcing energy companies to invest heavily in solutions like workforce training, relocation packages, and even temporary housing to attract the right candidates.
The highly specialized nature of nuclear construction and operations adds another layer of difficulty. Finding professionals with the necessary skills can take significant time and money. To address this, some companies focus on developing local talent by creating targeted education and training programs tailored to their needs.
Ultimately, working in remote areas tends to drive up costs, extend project timelines, and require thoughtful planning to ensure the right people are in place to get the job done.
