Applying a forward-looking and skills-based approach to the renewable energy sector

Skills transfer and diversification for the wind energy sector

“In the wind energy sector, we have seen significant success in upskilling, upskilling and retaining people. We are seeing an increase in the number of apprenticeship programs, which are crucial to increasing the talent pipeline and maintaining a continuous flow of new employees into the company. At the same time, significant efforts are being made to identify and develop the necessary skills, including borrowing expertise from other sectors. Reports and analyzes highlight the transfer of skills from the oil and gas industry to the wind energy sector, especially offshore, due to similar working conditions at sea. In addition, projects are being launched to convert miners into renewable energy jobs.

At the same time, there is an increasing focus on workforce diversification, with particular emphasis on policies that promote diversity, equity and inclusion. The industry faces the challenge of attracting more than 200,000 people over the next five years, which requires an inclusive atmosphere where everyone feels they can contribute to the industry and, ultimately, the ecological transition. To achieve this, the sector must become a mosaic of diversity, creating a friendly and supportive environment for all potential employees.

Mariana Batista, Senior Advisor for Education and Skills, WindEurope

Growth of the skills-based workforce

Organizations increasingly evaluate talent based on skills and competencies. Competencies are often backward-looking and usually focus more on what has brought success in the past or are based on experience. This means that we are not preparing staff for the needs of the present and the future. Additionally, companies typically have multiple competency models such as values, behaviors, and leadership, each with different terminology. It is often difficult to see the degree of overlap between these models and quantify the development needed to move from one level to the next.

The skills-based model overcomes these challenges. First, it creates a common language or structure throughout the company. This allows the company to understand the level of overlap between different job roles across business functions and calculate mobility scores. Second, skills can be incorporated into learning systems to provide employees with a key picture of what they need to learn in their current or aspirational role. Third, skills are always current and adaptable based on data and market insights, so they represent the skills required for success today and in the future as roles evolve.

The changing role of potential

Capacity is a key aspect of a skills-based workforce. This does not necessarily mean potential for leadership, but rather the potential to learn, unlearn, adapt and keep up with the ever-changing business landscape. Some may call this type of capability a learning mindset, a future-ready mindset, or an agile mindset. Learning is both a skill and a way of thinking. People with a higher level of this category of potential perceive the acquisition of new skills as more innate and are more likely to do it proactively, including seeking feedback from others. People with lower levels of potential may have to work harder to acquire new skills or may prioritize other aspects of job performance over keeping their skills fresh. While some may measure these traits, the insights can get lost in the multitude of other trait scores. Therefore, it is important to measure this ability. More broadly, insight into who can be more open and effective at acquiring new skills is a key element of transformation and building a future-ready workforce.