Q&A: Utility-scale projects fuel demand for specialist skills

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The global renewable energy job market is seeing a major shift from C&I solar to large-scale utility projects. Some African countries such as South Africa are already following this trend. It is driving demand for specialised skills as top talent is poached from outside, says Claire Scott, a recruitment specialist, in an interview with Renewables Rising.

• Ms Scott is a recruitment specialist at Executech, a South African-based search firm. Executech focuses on hiring for the renewable energy sector, mainly in South Africa and the southern Africa region.

• She says the rise of battery energy storage systems and wind projects in particular is creating more demand for specialised skillsets.

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What current trends are you observing in the African renewable energy job market, particularly regarding job numbers and salary rates?

Claire Scott: A year or two ago, the market was heavily focused on commercial and industrial (C&I) solar, with wind gaining traction in South Africa. Now, there's a clear shift towards the utility side, especially with the advent of power wheeling. The key growth areas are moving into agri and utility-scale projects.

Whilst the demand to fill jobs with local general workers on construction sites and large power plants is abundant, we face a "brain drain" in South Africa when it comes to finding engineering specialists. This, along with challenges in transferring skillsets from C&I to utility projects, creates hurdles. Companies are looking for engineers with a deep understanding of the entire project lifecycle, which differs in timelines and contracts between C&I and utility projects. This is why the focus should be on transferrable skillsets.

In terms of roles, there's demand for engineers, project managers, and technicians. However, with many projects reaching completion, the sector is opening up roles in operations and maintenance.

Regarding salaries, it's difficult to pinpoint exact figures as they vary by company and project scale. Companies are trying to manage salary expectations to ensure project affordability; however, skills shortages drive salaries higher and higher. 

Considering how projects are moving from commercial to utility, and looking at the reliance on expatriate expertise for employment, do we still have levels where external expertise is needed, or do we have sufficient local expertise to handle projects?

Claire Scott: There are a few factors to consider. Firstly, attracting expatriate skills and expertise is expensive when considering the value of the rand compared to other currencies. Secondly, South Africa is invested first and foremost in giving employment to its South African citizens. South African companies have BEE policies to comply with, and this creates a barrier to entry for foreigners. However, there are instances where I have been able to place African foreign nationals with high-level skillsets, but it depends on the company's BEE requirements.

What strategies are effective for attracting and retaining top talent in highly competitive roles requiring specialised skills?

Claire Scott: As recruiters, we never stop networking. If you're just relying on job portals or advertisements to find talent, you're already behind the curve. These are individuals within the industry whom you either know personally or have connected with through events or other contacts. It’s all about a strong network.

If you're a good recruiter who cares about your candidates and clients, and you place the right people in the right positions — meaning you understand the company's culture and truly care about your candidates' longevity at the company — they will network for you within their own circles and constantly refer talent.

How effective are platforms like LinkedIn in searching for engineering talent?

Claire Scott: LinkedIn can show you who the players are in an industry. However, the recruiter is left with the challenge of how best to engage and connect on a personal level. While LinkedIn amalgamates a world of talent into one search engine, it’s the recruiter that brings the personal touch and human element, which is required to identify and secure top talent for any company.

What emerging skills do you foresee as most relevant in the sector going forward?

Claire Scott: Clearly, AI is becoming an incredibly powerful tool that you need to master. In any engineering or technical sector, you must stay current with AI; that's where the future lies. But I've also observed a shift towards mechatronics, which integrates technical expertise with AI into engineering, and your electrical-electronic skills are constantly overlapping with understanding both the design and software aspects.

Obviously, we have a brain drain of engineers, so I'm going to say engineering. Come on, everyone, become an engineer! Companies are always looking for electrical engineers. Many are now more open to mechanical engineers. I genuinely appreciate mechanical engineers because it's a multidisciplinary field, very diverse. Electrical engineering is highly specialised, which is often what they seek in renewables. But when it comes to wind turbines, suddenly we're looking at mechanical engineers. So, I think mechatronics is quite strong.

Bringing in robotics with everything is also crucial. I've been reading articles about robotic machines laying panels in Australia and other places. So, it's important that while you possess strong engineering skills, you also understand robotics. 

What trends have you observed regarding job roles in the battery energy storage space?

Claire Scott:  We've seen a significant increase in job roles within the battery energy storage sector, particularly in South Africa, Egypt, and Morocco. Most engineers are now aware of the need to understand this area, and many quickly adapt. Battery energy storage is a huge field, as is grid engineering—understanding compatibility with various grids and substations. Interestingly, there's a renewed demand for engineers who started in large power plants, especially if they have solar experience, as they possess the holistic understanding required for substations and battery energy storage projects.

Battery Energy Storage System (BESS) design is critical due to the inherent risks involved. It's a highly sought-after job function that will persist, especially with the ongoing need for software understanding for operations and maintenance. The sector is also seeing growth in wind technology, with many wind farms under development, requiring extremely strong quality control. Wind is a specialised skill set, and there's a shortage of professionals with transferable skills from solar to wind.

What factors make an employer attractive in terms of securing the best talent?

Claire Scott:  At the moment, I've observed in the industry that it's very much about stability, number one, which is crucial. Culture is important; the employer needs to respect what the employee is doing. This culture of respect, value, and integrity must permeate through all levels of management, not just be the founder and CEO's vision that doesn't filter down. So, I'd put that as number one.

Number two, it's very important to have a strong footprint in the market. People want to work for employers with a solid presence, a pipeline of strong projects, and a respected name in the industry, as this can greatly benefit their future careers. If we're talking about more junior individuals, they're looking for an employer who can help them achieve their Professional Registration (PR Eng), further themselves, and develop their skill set. Skills development is always a major factor for keeping up with the times, so ongoing training for staff and teams is essential.

For senior professionals, they seek satisfaction. I've found that for an engineer, satisfaction comes from a constant challenge and working on interesting projects. They want to love their work, be mentally stimulated, and be compensated appropriately for their lifestyle and the economy. However, with very senior individuals who are already earning well, they won't move unless the projects truly interest them. 

What is considered an appropriate duration for an employee to stay with a company before seeking new opportunities or potentially becoming an entrepreneur?

Claire Scott: This is a difficult question as norms have shifted. While historically people stayed for a decade or even retired from one company, now, two years is often seen as an acceptable tenure, although many employers would prefer longer. A track record of three to four years or more at a company is highly regarded, indicating significant expertise, loyalty, and effort. Such individuals are often harder to move unless a truly exceptional opportunity arises.

However, in reality, even one year at a company has become common, which is regrettable given the investment companies make. In the project-based renewable industry, some roles, particularly for technicians, are often on six-month contracts, leading to more frequent moves. Ultimately, while employers seek stability, they also understand the industry's dynamics and the reasons behind career changes. Investing in employees and offering permanent contracts, where possible, can help foster greater loyalty.