The nuclear power construction industry faces a critical workforce shortage, with demand projected to grow from 100,000 to 375,000 workers by 2050. Key issues include a lack of skilled workers, geographic hiring challenges, and a retiring workforce. These gaps directly impact project timelines, budgets, and safety compliance.
Key Takeaways:
Efforts to address these challenges include partnerships with educational institutions, pre-screened candidate networks, and knowledge transfer systems. Programs like the Nuclear Energy Academic Roadmap (NEAR) and federal funding initiatives aim to build a pipeline of skilled professionals while modern frameworks like Integrated Operations in Nuclear (ION) aim to attract younger workers by shifting to data-driven models. However, overcoming these challenges requires coordinated efforts from government, industry, and academic institutions.
If the U.S. aims to quadruple its nuclear capacity by 2050, the workforce will need to grow dramatically - from 100,000 to 375,000 workers. This steep increase demands immediate attention and action to address the challenges ahead. Let’s take a closer look at some of the key factors contributing to this workforce gap.
The nuclear industry is facing a major loss of expertise as a large portion of its workforce approaches retirement. This creates what experts describe as a "bimodal demographic profile", where there’s a wealth of senior professionals with decades of experience and a younger generation just starting out - but very few mid-career professionals to bridge the gap.
"We have a senior generation and a junior generation, but kind of nobody in between."
– Carlos Paz-Soldan, Professor, Columbia University
This gap can be traced back to the 1990s, a period of stagnation for the nuclear industry, which resulted in fewer mid-level professionals entering the field. Compounding this issue, attrition rates surged in fiscal years 2021 and 2022 across the nuclear security enterprise, which employs about 55,000 people.
And it’s not just about engineers. Craig Piercy, CEO of the American Nuclear Society, highlights the broader challenge:
"A lot of the challenge here is not with the hardcore nuclear workforce, but it's with skilled labor... law, human resources, business, finance - all the other things that go into building a vibrant supply chain."
Another hurdle is the geographic mismatch between where nuclear projects are located and where skilled workers live. Many nuclear sites are in remote areas, making it hard to attract professionals. Idaho Falls, for instance, benefits from its proximity to the Idaho National Laboratory, creating a local pool of nuclear engineers. However, other project sites lack this advantage.
States like Utah, Idaho, and Wyoming are working together to create "nuclear ecosystems" to address these challenges, but their workforce development plans are still largely in the early stages. Federal programs also play a role in these geographic limitations. For example, the Department of Energy (DOE) focuses its Nuclear Reactor Safety Training and Workforce Development Program on institutions within 50 miles of active nuclear plants, further narrowing the talent pool.
The workforce shortage has a direct and measurable impact on project timelines and budgets. Recruiting and retaining skilled professionals is a constant challenge for the National Nuclear Security Administration, which oversees research, production, and modernization efforts. While contractors often meet staffing goals, the limited availability of specialized workers remains a persistent issue.
These shortages lead to extended timelines and higher costs, particularly when benefit-approval processes drag on. For example, ambitious goals like achieving reactor criticality by July 4, 2026, risk being delayed due to insufficient staffing. In the nuclear sector, effective workforce planning is just as essential as engineering design and regulatory compliance to keep projects on track and within budget.
The nuclear construction industry is grappling with a shortage of skilled professionals across technical trades, engineering specialties, and regulatory expertise. These gaps create significant challenges, often slowing down projects and complicating their execution.
Certain roles in nuclear construction are particularly hard to fill, especially in specialized trades, engineering leadership, and project oversight. For example, nuclear-grade welders are in critically short supply. Out of the 67,000 welders identified in the U.S. census, fewer than 5,000 have the certifications and experience needed to work with nuclear-grade materials.
Engineering positions face similar hurdles. Teams often require experts like discipline lead engineers (mechanical and electrical), QA/QC managers, construction managers, and project managers with experience in nuclear construction. However, most U.S. utilities lack the in-house technical expertise to manage these complex projects effectively.
PositionMedian Annual Wage (May 2023)Nuclear Design Engineer$177,000 Nuclear Safety Analysis Engineer$154,474 Nuclear Engineer$125,460 Nuclear Power Reactor Operator$121,240 Nuclear Quality Assurance Engineer$117,737
The challenges don’t stop at technical roles. There’s also a shortage of business professionals who understand the unique demands of nuclear construction. As Craig Piercy, CEO of the American Nuclear Society, explains:
"The number one answer is - and has been from the beginning - 'Workforce'".
In fact, 93% of employers in fields like law, human resources, finance, and business services report difficulties in finding qualified candidates for nuclear-related roles. Adding to the complexity, strict regulatory demands further limit the available talent pool.
The nuclear sector operates under some of the strictest regulatory standards in the energy industry. Professionals need an in-depth understanding of Nuclear Regulatory Commission (NRC) guidelines, licensing procedures, and safety protocols. The ADVANCE Act of 2024 has intensified the demand for regulatory expertise by allowing the NRC to hire up to 210 additional staff under flexible hiring authorities.
Quality assurance is another area under heavy scrutiny. For instance, "civil work" - which includes structures and foundations subject to rigorous regulatory standards - accounts for 40% to 50% of a nuclear plant's overnight capital costs. Every step of construction requires meticulous documentation and approval by QA specialists. These processes, combined with the labor-intensive nature of nuclear projects, are major contributors to cost increases. Furthermore, the lack of experienced operators and technicians for newer reactor designs adds another layer of difficulty, as these technologies are yet to be deployed commercially.
In addition to traditional skills, modern nuclear projects demand expertise in advanced technical and digital fields. There’s a notable shortage of professionals skilled in nuclear-grade manufacturing, specialized machining, electronics, and electrical systems. These roles require years of training and hands-on experience, making them tough to fill.
The rise of Small Modular Reactors (SMRs) has added a new dimension to the skills gap. SMRs simplify some aspects of on-site construction by relying on factory-based manufacturing, but they also require expertise in modular design and advanced systems integration. Meanwhile, large-scale projects still depend on extensive teams with conventional nuclear construction experience.
Digital skills are also becoming increasingly important. Tools like digital twins, 4D BIM, AI scheduling, and QA/QC telemetry are now integral to managing the complexity of nuclear projects. However, finding professionals who combine nuclear expertise with proficiency in these digital tools remains an uphill battle. The industry is facing what experts call an "acute war for talent", competing with sectors like technology and finance for top-tier engineers and project managers.
Understanding these workforce challenges is key to addressing the skill gaps and developing more effective hiring strategies across the nuclear construction sector.
Nuclear projects face unique challenges that standard recruitment methods simply can't address. These traditional approaches often lack the precision needed to meet the highly specialized demands of nuclear construction, leading to delays, workforce instability, and gaps in expertise.
Finding qualified candidates for nuclear construction is far more complex than for most industries. Federal clearance requirements and nuclear-specific certifications significantly narrow the pool of eligible professionals. On top of that, delays in securing regulatory approval for competitive compensation packages make hiring even harder .
Traditional hiring processes rely on general qualification standards that don’t align with the specialized technical skills required in the nuclear field . Recognizing this, the Nuclear Regulatory Commission (NRC) implemented the ADVANCE Act of 2024, authorizing up to 290 specialized hires - about 7% of its workforce - because standard federal hiring methods couldn’t meet the demands of nuclear-specific roles.
The National Nuclear Security Administration (NNSA), which oversees a workforce of roughly 55,000, has also struggled. Attrition rates spiked in 2021 and 2022 following the COVID-19 pandemic, further straining their ability to maintain a stable workforce.
Another major issue with conventional recruitment is its failure to account for the loss of institutional knowledge. While traditional hiring focuses on filling immediate technical needs, it often overlooks the importance of transferring "tacit knowledge" - the kind of unwritten, experience-based insights that are critical for safe operations and managing complex nuclear projects .
Nearly 40% of the current nuclear workforce is nearing retirement age, and the industry is grappling with what experts call an "age bathtub" distribution. As noted in a RAND Corporation report:
"Many retirement-eligible personnel are expected to exit the nuclear enterprise workforce soon, leaving behind a large number of employees with limited experience".
This gap stems from a hiring lull between the late 1980s and early 2000s, creating a shortage of experienced professionals to mentor new hires. With voluntary attrition in some engineering roles reaching 12.8%, the challenge only deepens. Unfortunately, knowledge transfer initiatives remain limited in scale, causing decades of expertise to leave the industry without being passed on. Addressing this issue requires a forward-thinking approach that prioritizes succession planning and long-term workforce development.
Nuclear construction projects operate under strict regulatory and documentation requirements that standard recruitment methods often fail to address. Hiring processes rarely focus on identifying candidates with deep knowledge of NRC guidelines, licensing procedures, or the rigorous quality assurance protocols essential to nuclear projects. Internal audits have even revealed confusion among hiring managers about the laws and policies governing expedited hiring.
Every step of nuclear construction requires meticulous regulatory documentation, yet traditional hiring practices don't adequately screen for candidates with this expertise. Even though the NNSA aims to process contractor HR requests within 60 days, historical review times are often untracked, adding further delays.
Competition with the private sector compounds the problem. Private companies aggressively recruit STEM and acquisition talent, often offering higher salaries than government agencies can match. As RAND Corporation researchers point out:
"The private sector can be a fierce source of competition, at times seeking the same people as DoD and NNSA while offering higher compensation".
Standard recruitment methods also fail to effectively "sell" the nuclear mission, making it harder to attract top talent. Without detailed staffing studies to identify specific skill gaps, hiring remains reactive rather than strategic. This misalignment between traditional hiring methods and the specialized needs of nuclear projects creates a significant roadblock to building the workforce required for these critical initiatives.
The nuclear construction industry faces a daunting challenge: growing its workforce from 100,000 to 375,000 by 2050. Achieving this requires a mix of strategic partnerships, targeted recruitment efforts, and well-planned knowledge transfer systems.
Building a sustainable talent pipeline starts with engaging educational institutions at all levels, from K–12 to universities. A great example of this is the Nuclear Energy Academic Roadmap (NEAR), launched in January 2025 by ORAU, the Nuclear Energy Institute (NEI), and the American Nuclear Society (ANS). Led by Dr. Olivia Blackmon, NEAR outlines clear pathways for future nuclear professionals. Dr. Blackmon summed up the urgency of this initiative:
"The nuclear industry plays a key role in meeting the nation's demand for power generation, but projections indicate a challenging labor market for the next decade and into the 2060s".
To support these efforts, the Department of Energy (DOE) allocated $100 million in FY2024, with an additional $50 million for university partnerships. These funds focus on developing nuclear safety credentials and hands-on learning opportunities like internships, co-ops, and AR/VR simulations. These tools provide practical experience in a risk-free environment.
Companies like PCL Construction demonstrate the impact of such partnerships. Collaborating with 94 colleges and universities, PCL offers over 500 internships annually, hiring 107 former interns full-time in recent years. In fact, nearly 80% of their entry-level engineering roles are filled through this pipeline. Since 2017, PCL has contributed over $1 million to post-secondary institutions across North America to strengthen the skilled labor workforce. Programs like stackable credentials and the U.S. Nuclear Uniform Curriculum Program (NUCP) further standardize training, while regional hubs near active nuclear plants address local workforce needs.
Accessing specialized talent quickly is another critical piece of the puzzle. Pre-screened candidate networks provide a ready pool of professionals like Instrumentation & Control (I&C) Engineers, Nondestructive Examination (NDE) technicians, and Nuclear Safety Design Engineers. These networks ensure candidates have essential certifications and a strong grasp of regulatory codes like ASME, ASNT, and ANSI, which are vital for safety, licensing, and quality assurance.
In 2023, the nuclear workforce grew by over 1,800 employees, reaching 68,000 workers. However, with nearly 60% of professionals aged 30 to 54, the industry faces a looming knowledge gap as many approach retirement. Pre-qualified talent helps mitigate operational risks, ensuring only skilled workers are involved in critical projects.
Specialized recruitment services also save time and resources by streamlining hiring processes. By leveraging global candidate databases and local expertise, these networks ensure new hires meet both technical and regional requirements. For high-stakes projects, partnering with staffing firms offering turnkey recruitment solutions can further enhance efficiency and candidate quality. Tools like Managed Staffing Programs (MSP), Recruitment Process Outsourcing (RPO), and Vendor Management Systems (VMS) simplify talent acquisition, while early collaboration with recruitment partners helps prevent delays caused by labor shortages.
As the workforce ages, preserving institutional knowledge becomes essential. Succession planning and structured knowledge transfer ensure long-term stability. One effective method is the Systematic Approach to Training (SAT), which documents technical and regulatory expertise for future use.
In August 2024, Idaho National Laboratory (INL) and the Institute for Energy Technology (IFE) introduced the Integrated Operations in Nuclear (ION) framework. Developed by Zachary A. Spielman and colleagues, this approach transitions the nuclear fleet from a labor-focused to a data-driven model, making the industry more appealing to younger professionals. Spielman explained:
"ION aims to shift the nuclear fleet from a labor-centric to a data-centric business model".
Succession planning also requires clear standards for education, experience, and formal authorization to ensure critical knowledge is passed to qualified successors. With over 90% of U.S. nuclear plants expected to extend operations beyond 80 years, long-term workforce strategies are essential. Lori Brady, Senior Director of Human Resources and Workforce Development at NEI, emphasized the importance of workforce planning:
"Workforce has been identified by Chief Nuclear Officers as one of the industry's highest priorities, particularly given projected expansion of the fleet".
Collaborations with organizations like ANS and NEI align these efforts with broader workforce initiatives. Formal mentorship programs, pairing academic institutions with experienced professionals, ensure that curricula remain relevant and decades of expertise are preserved for future generations.
The nuclear construction sector faces a massive challenge ahead. Workforce projections indicate growth from 100,000 to over 375,000 by 2050, with more than 236,000 skilled professionals needed to meet demand. To tackle this, strategies such as educational partnerships, pre-screened talent networks, and robust knowledge transfer systems are taking center stage.
Programs like the Nuclear Energy Academic Roadmap (NEAR) and the Department of Energy's $100 million investment in nuclear safety training highlight the urgency of preparing a skilled workforce. Lisa Marshall, President of the American Nuclear Society, emphasized the importance of these efforts:
"This academic roadmap serves as an important resource for organizations and individuals interested in human capacity building in nuclear science and technology".
Efforts to recruit strategically, build pre-qualified talent pipelines, and establish clear succession plans are addressing both immediate and long-term hiring needs. The Integrated Operations in Nuclear (ION) framework is also helping modernize the industry by adopting a data-driven approach, which appeals to younger generations entering the workforce. With over 90% of U.S. nuclear plants expected to operate beyond 80 years, ensuring workforce stability for the future is crucial.
Collaboration is the key to success. Educational institutions, government bodies, industry organizations like NEI and ANS, and recruitment partners must work together to overcome hiring challenges. Pre-screened talent pools and strategic alliances can significantly streamline hiring processes while maintaining compliance with strict regulations. These efforts not only address current workforce gaps but also lay the groundwork for sustainable growth.
The shortage of skilled workers in nuclear power construction comes down to a few major challenges. One of the biggest is an aging workforce - many seasoned professionals are retiring, taking years of expertise with them. Meanwhile, getting younger talent to step into these roles isn’t easy. The jobs demand highly specialized skills and lengthy training, which can deter potential recruits.
On top of that, regulatory hurdles and bureaucratic red tape often slow down the hiring process, making it even harder to fill essential positions. The situation is further complicated by the rapid expansion of nuclear projects, like advanced reactor deployment, which has outpaced the growth of education and training programs. This has left a noticeable gap between the number of skilled workers needed and those available.
To tackle this issue, the industry needs to focus on building a stronger pipeline for talent. This means investing in education programs, improving training opportunities, and simplifying recruitment processes to keep projects on track and running smoothly.
The location of nuclear construction projects can pose major hurdles when it comes to hiring. Remote or isolated sites often struggle to attract skilled professionals since working there might require relocation or dealing with lengthy commutes. These factors not only discourage potential candidates but also drive up recruitment costs and can slow down the hiring process.
Beyond just the commute, other issues like housing shortages and limited local infrastructure make the situation even more challenging. Without adequate places to live or nearby resources, professionals are less likely to consider moving to such areas. On top of that, the absence of nearby training facilities adds another layer of difficulty, as it limits opportunities to develop a local workforce.
To tackle these challenges, strategies such as offering relocation packages, establishing local training initiatives, and collaborating with nearby communities can help. These approaches aim to make the area more appealing to workers and expand the pool of available talent.
The nuclear industry is taking steps to create welcoming and meaningful pathways for younger workers. This involves offering various entry points that equally value skills, certifications, and life experiences. Careers are being designed to adapt to different life stages, with an emphasis on mentorship and fostering a sense of belonging. At the same time, the industry is prioritizing clear messaging about the purpose and societal impact of nuclear careers to better connect with younger generations.
To strengthen its talent pipeline, programs like the Nuclear Energy Academic Roadmap (NEAR) are addressing educational gaps by sparking early interest in nuclear careers, starting from K-12 and continuing through college. Additionally, efforts are underway to improve access for underrepresented groups, promote flexible career options, and showcase rewarding opportunities, making nuclear careers more accessible and appealing to a broader audience.
