Essential infrastructure roles such as field technicians, lineworkers, control room operators, and maintenance specialists are becoming increasingly difficult to fill. The energy and utilities workforce is aging, while new talent entering the pipeline is limited. Traditional hiring methods are no longer sufficient to meet demand.
The Workforce Is Aging, and the Gap Is Widening
More than 60 percent of employees at public power utilities have less than ten years of experience. The percentage of workers over age 55 is significantly higher than in other sectors (1). This dynamic creates a critical skills gap as experienced workers retire and institutional knowledge disappears faster than it can be replaced.
Vacancies remain open longer, and even roles once considered easy to fill (maintenance techs, control center schedulers, line workers) now attract fewer applicants. This has a direct impact on safety, reliability, and project timelines.
The New Workforce Has Different Expectations
Millennials represent the largest segment of the energy industry’s workforce (1). Different work norms shape their expectations. They value training, career mobility, digital tools, and purpose-driven environments.
Standard recruiting processes often fail to connect with these candidates. Job postings are overly technical or outdated, application systems are clunky, and communication is inconsistent. These barriers result in missed opportunities and early disengagement.
Hiring Timelines Are Too Long
The average time-to-fill for technical and operations roles in the utilities sector often exceeds six weeks. In some cases, internal approvals and outdated workflows stretch the process to eight weeks or more.
In a competitive labor market, these delays result in candidate loss. Skilled professionals in energy and infrastructure fields are being hired elsewhere before offers are finalized. Missed hiring windows can delay capital projects, impact compliance, and strain already thin teams.
What High-Performing Utilities Are Doing
Organizations outperforming their peers are rethinking how they attract and retain talent. According to Deloitte, leading energy and utility companies are focusing on workforce agility, modern recruitment infrastructure, and upskilling programs (2).
Effective practices include:
This approach improves time-to-fill, reduces turnover, and creates a talent pipeline that supports long-term operational goals.
Focus on Fit, Not Volume
Excessive applicant volume does not solve labor shortages. The challenge is not about finding more people, it is about finding the right people.
Utility hiring managers need certified, safety-compliant candidates who are ready to work in high-accountability environments. Fewer, more qualified resumes save time and improve outcomes. Internal teams should not have to screen dozens of underqualified applicants to find one viable hire.
Workforce Strategy Is Now a Business Imperative
Energy and utility employers are pressured to maintain system reliability, expand grid capacity, and deliver on sustainability targets. None of this is possible without a skilled workforce.
Modern workforce planning requires alignment between HR, operations, and leadership. A clear hiring strategy supports retention, safety, and service delivery. A weak one undermines all three.
Sources
1.) American Public Power Association: https://www.publicpower.org/periodical/article/group-sees-need-energy-industry-focus-developing-less-experienced-workforce
2.) Deloitte: https://www.deloitte.com/us/en/insights/industry/power-and-utilities/power-and-utilities-industry-outlook.html
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