Small Modular Reactors (SMRs) are compact nuclear reactors designed for faster, factory-based assembly and on-site installation. These reactors, with a capacity of up to 300 MWe, are projected to drive a $150 billion annual market by 2040. However, delivering SMR projects requires specialized teams to tackle nuclear safety, modular construction, and regulatory complexities.
Key challenges include:
Solutions being adopted:
SMR projects are reshaping team structures with leaner organizations, clear site-office divisions, and advanced scheduling techniques to meet tight deadlines and reduce costs.
Delivering Small Modular Reactor (SMR) projects requires a blend of advanced nuclear knowledge and precise construction expertise. The regulatory framework demands specialists who can navigate the 14 Safety and Control Areas outlined by nuclear regulators. These areas cover everything from radiation protection to emergency preparedness, and mastering them is essential for obtaining license approval. Let’s break down the key skills needed across different domains.
SMR project teams need seasoned experts who understand the intricacies of regulatory requirements. This includes conducting deterministic and probabilistic safety analyses, performing hazard assessments, and modeling severe accident scenarios. Radiation protection specialists are also essential to ensure that worker exposure and environmental releases remain ALARA (As Low As Reasonably Achievable).
During the pre-licensing phase, the Vendor Design Review (VDR) process plays a crucial role. It helps developers identify potential technical challenges before submitting formal license applications. As regulatory guidance explains:
"A VDR is intended to help a vendor understand regulatory requirements while completing an SMR design, and usually takes place before an applicant submits a license application".
In addition to meeting standard requirements, teams must be equipped to propose alternative approaches that achieve equivalent safety outcomes. This regulatory and technical expertise lays the groundwork for the construction and assembly skills required in later stages.
The modular nature of SMR construction demands a fresh approach to project management. Factory-fabricated modules can significantly cut costs - by as much as 37.98% compared to traditional construction methods - if teams are skilled at managing logistics from the factory to the site. For example, at TEPCO's Kashiwazaki-Kariwa plant, an Advanced Boiling Water Reactor was completed in just 40 months, reducing non-civil construction times by nearly 40%.
While SMRs require fewer person-hours, their compact designs make them particularly sensitive to modularization assumptions. Construction managers must oversee advanced modular assembly techniques to efficiently integrate large components. A great example of this is the Ontario Power Generation partnership with GE Hitachi, SNC-Lavalin, and Aecon. Under their Integrated Project Delivery model for the BWRX-300 SMR at Darlington, Aecon handles construction planning and execution, while SNC-Lavalin takes on architect–engineer duties. The project aims for completion by 2028. These management skills are critical to complement the specialized engineering roles discussed next.
Civil work often represents 40–50% of total overnight capital costs for nuclear projects, highlighting the importance of geotechnical and structural engineering expertise. Geotechnical engineers play a vital role in assessing site-specific risks like seismic activity, groundwater levels, and soil conditions, all of which are critical for ensuring reactor foundation stability. Even though SMRs are factory-built, on-site expertise is still essential to address challenges such as elevation, water proximity, and extreme weather conditions.
Interface Management Coordinators are another key role. They ensure smooth coordination between factory deliveries and on-site installations, preventing delays caused by mismatches between prefabricated modules and site-built foundations. Systems engineers, meanwhile, are responsible for integrating modular piping, electrical systems, and structural components so that everything works seamlessly once assembled. As the International Energy Agency emphasizes:
"Maintaining human skills and industrial expertise should be a priority for countries that aim to continue relying on nuclear power".
Building teams for Small Modular Reactor (SMR) projects requires a unique approach to recruitment. Beyond the specialized skills discussed earlier, SMR developers are turning to fresh strategies to secure the talent needed for these complex projects. With the nuclear industry requiring 3,200 to 4,800 new engineers annually, and graduation rates failing to keep pace, the challenge is clear. Add to that the U.S. power industry’s projected need for over 510,000 new jobs by 2030, and it's evident that traditional hiring methods won't cut it. These new recruitment approaches are tailored to meet the demands of SMR projects.
One of the most effective ways to access skilled professionals is by collaborating with experienced engineering, procurement, and construction (EPC) firms. These partnerships thrive under an Integrated Project Delivery (IPD) model, where all parties - owners, technology providers, and EPC firms - work as a unified team under a single agreement. This setup minimizes fragmentation and fosters collaboration.
A standout example is Ontario Power Generation’s 2023 alliance with GE Hitachi, SNC-Lavalin, and Aecon to deploy a BWRX-300 SMR at the Darlington New Nuclear Project. Similarly, the Tennessee Valley Authority (TVA) joined forces with Bechtel, Sargent & Lundy, and GE Hitachi in 2025 for the Clinch River SMR site. Bechtel brought its expertise from projects like Watts Bar Unit 2, while Sargent & Lundy focused on site-specific design. Together, they entered a 1–2 year validation phase to refine cost and schedule estimates before full-scale construction.
As Bob Deacy, Senior Vice President of TVA’s Clinch River Project, put it:
"The integrated project delivery model is the preferred method that will make our project a true team effort. We will actively work together toward a target budget and schedule – creating a significant advantage to drive nuclear innovation, share risks and reduce costs".
These partnerships allow developers to tap into a pool of seasoned professionals, ensuring expertise across every stage of the project.
Pre-qualified talent pools offer a quick way to fill critical positions. By recruiting professionals from other high-risk industries like oil and gas, defense, or conventional power generation, developers can bridge skill gaps.
Holtec’s project at the Palisades nuclear plant in Michigan showcases this approach. In late 2024, Holtec advanced plans for 4 GW of SMR-300 capacity. Instead of starting from scratch, the company partnered with Hyundai Engineering and Construction, leveraging the existing infrastructure and workforce at the site. This strategy allowed them to build on the expertise of professionals already familiar with nuclear operations.
Another promising trend is the development of regional "nuclear ecosystems." States such as Utah, Idaho, and Wyoming are establishing hubs for training, manufacturing, and workforce development. These hubs create a steady stream of candidates specifically prepared for SMR roles. For more on workforce strategies, check out our power and energy infrastructure guide.
The secret lies in early preparation. By auditing critical roles and identifying required certifications well before major decisions or approvals, developers can avoid bottlenecks. This also allows time to build relationships with specialized recruiters and technical colleges.
Recruitment costs for specialized roles can be a significant challenge. Success-based pricing models offer a solution by tying costs directly to hiring results. With these models, employers only pay once the right candidate accepts an offer and starts work, reducing financial risk during early project phases when budgets are tight.
iRecruit.co’s success-based model is tailored for mission-critical construction projects. This approach eliminates upfront fees, making it ideal for hard-to-fill positions. For large-scale hiring needs, Recruitment Process Outsourcing (RPO) provides comprehensive support. When vetting candidates for nuclear-specific roles, it’s essential to ask detailed follow-up questions to differentiate between surface-level knowledge and true expertise in areas like modular construction or passive safety systems.
SMR developers are rethinking team organization to match the modular, factory-based nature of these projects. Unlike the traditional, hierarchical structures used in large-scale nuclear builds, SMR projects benefit from agile, cross-functional teams. This shift includes reducing management layers and redefining roles to better align with project locations.
Flatter organizational structures are proving to be more effective for SMR projects, as they encourage direct communication across disciplines. One approach gaining traction is the Integrated Project Delivery (IPD) model. Unlike the traditional "design-bid-build" methods, IPD brings all stakeholders together under a single alliance agreement. A great example is the 2023 alliance for the Darlington Project, which brought together OPG, GEH, SNC-Lavalin, and Aecon under one agreement to streamline roles, improve communication, and reduce management layers.
However, owners still need to maintain strong in-house expertise. Edward W. Merrow, Founder and President of Independent Project Analysis, Inc., emphasizes:
"The owner's team... should include substantial technical, engineering, and affiliated personnel (perhaps 150–200 staff for a major project, excluding administrative support), the exact number of which should be scaled to match the size and value of the installation".
While this may seem like a large team, organizing these professionals into cross-functional groups ensures effective oversight and financial risk management. For a deeper dive into team structures for complex projects, check out our construction project delivery guide. This streamlined approach also helps clarify the division between on-site operations and corporate oversight.
A clear separation between corporate and on-site functions is essential for SMR projects. Corporate offices typically handle tasks like engineering design, purchasing, cost control, and project planning, while site teams focus on construction, field supervision, labor relations, environmental health and safety (EHS), and site security. This division is critical, especially since civil work accounts for 40%–50% of total overnight capital costs, compared to just 10%–20% for the nuclear island. The scale of on-site activities demands strong local leadership and seamless coordination.
To connect factory-manufactured modules with on-site installation, SMR projects rely on dedicated interface management coordinators and robust data-sharing platforms. These tools ensure smooth collaboration between headquarters and the field. Interestingly, SMRs show resilience to labor constraints. While construction times for large reactors rose by 42% under tight labor conditions, small reactors only saw a 3% increase. This highlights how well-structured site teams can maintain schedules even when staffing is limited.
Model-Based Systems Engineering (MBSE) complements these team structures by integrating efforts across the project lifecycle. Using digital tools, MBSE creates a unified "single source of truth", breaking down traditional silos between owner-operators, contractors, and vendors. This is especially important for managing the complexities of modular assembly and factory-based manufacturing. As M. Salama points out:
"The Common Data Environment (CDE) is a key enabler for digital execution and effective information management for all stakeholders involved on SMR projects".
The CDE facilitates shared file access, streamlines collaboration, and simplifies design reviews. For projects where capital costs represent about 80% of the lifecycle cost, this level of precision is crucial.
MBSE also plays a role in reducing risks. Ronald David Claghorn from Idaho National Laboratory explains:
"The objective is to reduce the risk of building new facilities or converting existing facilities to nuclear power generation".
SMR developers face a pressing challenge: the need to hire specialized nuclear talent quickly to meet net-zero goals and support over 60 planned projects in North America. This urgency has led to a focus on targeted recruitment strategies and flexible hiring models.
iRecruit.co specializes in pre-qualifying professionals with expertise in nuclear engineering, plant operations, regulatory compliance, and strategic development. A key focus is on candidates skilled in factory-based modular assembly. The platform taps into a nationwide network of "passive" candidates - highly skilled professionals who aren't actively job hunting but are open to strategic opportunities. This approach is critical for filling niche roles like Chief Nuclear Officer, Reactor Operations Manager, and Nuclear Project Director, where talent is scarce and competition is intense.
Another priority is identifying candidates with experience in the "transition period" - the critical phase between fuel insertion and commercial operation. This period demands complex coordination between construction and operations programs. Professionals with a proven track record in this area are in high demand, particularly for developers needing expertise in broader construction project delivery strategies. Once pre-screened, candidates must demonstrate the ability to synchronize complex project timelines effectively.
SMR projects require leaders adept at managing "dual scheduling", which involves coordinating factory production, logistics, and on-site assembly. iRecruit.co focuses on identifying candidates who excel in managing these parallel workflows. These professionals are also assessed for their ability to operate within digital execution frameworks, which enhance collaboration during design reviews and quality assurance phases.
The platform provides quick access to experienced consultants and contractors who can help developers meet tight regulatory deadlines and program milestones. This interim staffing solution is particularly valuable during the transition period when managing the interface between "nuclear risk" (which begins with fuel insertion) and conventional construction risks becomes critical. Clear communication with insurers and regulatory bodies during this phase is essential.
For large-scale projects exceeding $1 billion, iRecruit.co's Recruitment Process Outsourcing (RPO) services offer scalable hiring solutions led by industry experts. These services are especially effective during the Front-End Loading (FEL) phase, where up to 30% of the total project cost is invested in planning before the Final Investment Decision. RPO services can quickly assemble the specialized planning and engineering teams needed for this phase, helping to avoid costly schedule delays later on.
The "Best Athlete" approach further enhances talent acquisition by sourcing top-tier candidates from industries like automotive, aerospace, heavy industry, and advanced manufacturing. As Majid Afana, Global Director at ATS Industrial Automation, explains:
"More talent is arriving from automotive, aerospace, heavy industry, and advanced manufacturing sectors. That's a good thing. These people bring new perspectives - and they expect better tools and better processes".
iRecruit.co leverages this approach to bring fresh perspectives to the nuclear sector while ensuring candidates possess the disciplined methodologies required for SMR projects. This scalable hiring strategy supports the lean team structures essential for SMR success.
With the SMR market projected to grow from $6.3 billion in 2024 to $13.8 billion by 2032, reflecting a CAGR of 9.1%, the demand for scalable hiring solutions is only increasing. iRecruit.co's RPO services address this need by efficiently staffing roles in areas like decommissioning, radiation protection, and SMR-specific supply chain management, allowing developers to scale their teams without compromising on quality.
In the world of SMR projects, assembling the right team is not just a priority - it's a necessity. The nuclear construction sector has historically struggled with delays, with some projects running up to 2.5 times over schedule due to hiring and productivity issues. For SMR developers, who are operating in a market with record growth projections, these kinds of setbacks are simply not an option.
Success hinges on recruiting teams that bring specialized skills in areas like modular assembly, nuclear licensing, and dual scheduling coordination. Having access to a large, skilled labor pool is critical to reducing the risk of cost overruns and schedule delays. These factors highlight the pressing need for precise and effective recruitment strategies.
This is where iRecruit.co steps in. The platform is designed to meet the unique demands of SMR projects by offering pre-qualified candidate pools, screening candidates for nuclear-specific roles, and providing scalable recruitment services. By targeting passive candidates and drawing talent from industries like automotive, aerospace, and advanced manufacturing, iRecruit.co delivers what it calls the "Best Athlete" advantage - helping developers secure top-tier talent for their power and energy projects.
Given that human error ranks as the second largest cause of construction delays, building high-performing teams is a non-negotiable. iRecruit.co’s success-based and RPO models, combined with its 90-day search credit, offer a low-risk way to assemble teams capable of meeting tight deadlines for commercial operation by the early 2030s. As the SMR market continues to grow, strategic team building becomes the cornerstone for delivering safe and reliable nuclear energy.
The Integrated Project Delivery (IPD) model is a collaborative approach to project management that brings together key players - like owners, designers, and contractors - right from the start. The goal? To work as a unified team, focusing on efficiency, minimizing waste, and achieving top-notch results throughout every phase, from design to construction.
When it comes to Small Modular Reactor (SMR) projects, IPD offers some clear advantages. It fosters a deeply integrated team dynamic, ensuring everyone is on the same page about critical aspects like budget, timelines, and quality. This is especially important in nuclear construction, where precision and seamless coordination are non-negotiable. By promoting transparency, trust, and problem-solving, IPD not only simplifies project delivery but also helps cut costs and enhance results - making it a smart choice for scaling SMR projects successfully.
SMR developers are taking active steps to address workforce shortages and the demand for specialized skills. As the need for advanced nuclear energy solutions, like Small Modular Reactors, continues to rise, the focus has shifted toward building a well-trained and diverse workforce.
To meet these goals, developers are rolling out dedicated training programs, partnering with universities and technical schools, and offering mentorship opportunities. These efforts help pass on valuable expertise from seasoned professionals to newcomers. Key roles being emphasized include nuclear engineers, construction specialists, and safety experts. By promoting a collaborative team environment and using modern project management techniques, SMR developers are preparing their teams to tackle the unique challenges posed by these groundbreaking projects.
Digital tools like Model-Based Systems Engineering (MBSE) play a crucial role in delivering SMR projects. They simplify the design, development, and safety processes by combining models with systems thinking. This approach offers a clear view of how complex systems interact, helping teams spot potential issues early and consistently meet safety and performance standards.
In the context of SMR projects, these tools enhance coordination among stakeholders, support better decision-making, and help keep project timelines on track. Platforms like Common Data Environments (CDE) serve as a centralized space for project information, boosting collaboration and ensuring quality control. Ultimately, MBSE and similar digital tools help minimize risks, speed up project completion, and ensure SMRs are deployed successfully.
