1. Human Resources and Development for the Regulatory Body
Colin Patchett, United Kingdom

2. Contents Organisation Staffing model Planning Recruitment Training
Development
Sustainability
Experience

3. Organisation Legal basis sets framework Independence Structure
Competence
Adequacy of resource

4. Organisation (continued)
Continuous improvement
Staff Appraisal
Career development
Retirement

5. Staffing Model Issues to be considered
Technical, experience, challenges
Regulatory control of decisions
External support, TSO
Administration
Legal

6. Staffing Model Issues to be considered Finance Communications
Programme management, secondments HR

7. Planning Important for justifying financial resource
Justification for human resource
Training needs
Budget requirements
Performance metrics

8. Recruitment Any restrictions? Government policies, diversity etc
Prioritisation
Organisational capacity, to carry out Regulatory responsibilities

9. Training Training needs analysis In house or external?
Operational experience?
Career development

10. Development Feedback from Appraisal process
Outcomes must be subject to management challenge
Staff secondments national/international, feedback
Support mechanisms

11. Sustainability Replacing staff, leaving or retiring Handover periods
Knowledge transfer

12. Personal Experience 1987 to 1999
Organisation led by Regulatory staff
Site Inspection Divisions and Assessment Division
Separate Policy Division for new plant and licensing
Prior industry experience, approx. 10 years

13. Personal Experience 1987 to 1999
Personal development
Changing responsibilities
Generic reactor design review
Site Inspection
Emergency Planning, Land use planning and Events

14. Personal Experience 2000 to 2009
Human resource challenge, loss of experience
Recruitment challenges
Flexibility, new build or not
Small number of people leaving
IRRS Mission in 2006, focus on New Build

15. Personal Experience 2000 to 2009
Greater focus on accountability
Budget allocation
Centralisation of resource, training, T&S, IT, etc
In house training and development
Ways of working
Civil Service Leadership Development Programme

16. Personal Experience 2000 to 2009
Movement of non nuclear staff
Retirement of specialist resource

17. Personal Experience 2010 to 2013/4
In house HR resource
Programme Management Office (PMO)support
New Build programme challenge, use of PMO
Use of Technical Support Contractors
External Leadership Development Programmes

18. Personal Experience 2010 to 2013/4
Staff Retirement/Age profile
Senior Management Knowledge Transfer
Learning from experience
Resource for BMS etc

19. Personal Experience 2010 to 2013/4
Age profile and experience
Improving ways of working, team inspections, ageing management, examples, Fire, QA/QM inspections etc