Alicia Dean, the head of people and group services at Sola Group, calls for a fundamental shift in how organisations think about talent in the renewable energy sector, particularly when it comes to project-based work.
The challenge for CHROs according to Alicia is not only managing fluctuating headcounts, but designing people strategies that acknowledge the temporary nature of much of the work while still delivering long-term value to individuals, communities and the sector as a whole.
“In the South African renewable energy sector, for instance, only 6,000 permanent jobs have been created compared to a much larger pool of temporary roles linked to construction phases,” she says. “From a CHRO perspective, workforce planning in a project-heavy environment requires a shift in mindset to a long-term talent ecosystem approach.”
That ecosystem thinking, she suggests, extends well beyond filling roles for the duration of a build. It requires deliberate investment in future capability, even when the immediate business need is time-bound. “This could include investing in a sustainable talent pipeline by partnering with universities and TVET colleges to hire and upskill talent in specialised roles e.g., cybersecurity or data analytics for renewable energy.”
“Organisations should also anticipate how policy shifts, such as the South African Wholesale Electricity Market (SAWEM), will create new job categories. Roles in energy trading, financial modeling, and day-ahead forecasting will become high-demand positions that offer more permanent careers beyond one-off construction work.”
The implications of project-based work, however, do not end when a site is completed. Alicia draws attention to the human cost of project closures, particularly for vulnerable groups.
A focus on impactful and sustainable investment
“The largest impact of the post-construction ‘cliff’ is felt by the semi-skilled and unskilled employees, and this would be similar for all infrastructure projects. In the renewable sector specifically, projects are very often built in very remote and impoverished areas where job opportunities are very limited to begin with. This is different to communities with access to major business centres, and the specific location will therefore have a bearing on the type of interventions that need to be deployed to improve those employees’ ability to keep earning income.”
Alicia adds, “In such areas, the key is to focus on impactful and sustainable investment in the community. Firstly, the development of transferable skills that enhance employability in other infrastructure development domains over and above renewables. Secondly, specific strategies to invest in entrepreneurship, supplier and enterprise development are also required to ensure economic advancement of these communities. Renewable energy companies require a social licence to operate, and these relationships start well ahead of breaking ground.”
In her view, designing talent strategies that recognise project work as a stepping stone rather than a dead end requires HR leaders to balance the commercial realities of project-based work with their responsibility to develop and invest in employees.
“HR must understand the very nature of how businesses operate, how revenue is earned, and design talent strategies accordingly. However, the answer will likely also change if you consider unskilled or low-skilled occupations versus skilled or experienced occupations.”
“In short, project-based organisations will always have a need for a flexible workforce. Similarly, certain occupations are by their very nature, project based, and this must be well understood by those voluntarily pursuing such occupations. HR can however focus on creating meaningful experiences for employees, invest in training and development to ensure that employees’ employability is enhanced, and maintain an active talent alumni network.”
