Regular readers of this blog will have seen some of the findings from the inaugural Water Industry Employment Report that we published earlier this year. And, as we approach the launch of AMP8 next year, we’ve looked back at some of the key themes that our survey of nearly 4,000 water engineers uncovered.

Engineering exodus

Water has stolen the headlines for much of 2024, with debates around funding, hygiene and pollution taking the spotlight. Our report surveyed specialist engineers across this challenging environment, and interestingly, the key issue for them is clearly skills and hiring. In fact, when asked to list the number one challenge facing the industry, skills & recruitment came out on top, with over a quarter of respondents (26%) listing this ahead of the aforementioned topics.

This is hardly surprising; the report also found that 70% of water engineers in the UK are considering taking roles in other industries, notably nuclear, and oil & gas. And on top of that, one-fifth of the existing workforce is set to retire by 2030. When combined, and added to underlying and long-term skills shortages, this presents a major challenge for the sector and for employers to tackle. Engineers operate at the frontline and will see the impact that the talent droughts are having, and their warning should be heeded.

You can read more about the ‘engineering exodus’ in this Utility Week article we featured in recently.

Lack of training and ability to innovate

But, aside from retirement, why are so many engineers considering leaving the industry? One of the key drivers appears to be related to a lack of development, with our survey finding that 43% said they don’t have access to relevant training. In addition, one in three indicated that they are unable to innovate in their roles, citing issues including rigid managerial structures and workplace cultures as some of the core barriers. Clearly, if we are to tackle some of the core issues facing UK water, the skills of engineers need to be more effectively leveraged, however many feel unable to make an impact or to be able to progress. This mismatch is one of the issues driving professionals into other markets where they feel they have more potential to grow.

Find out more about how a lack of development is pushing engineers away in Facilitate Magazine

Management issues

Equally, there are deeper rooted issues impacting retention and driving many of the shortages facing the industry. When asked what motivates them to change jobs, pay unsurprisingly came out on top with 45% of engineers citing this as the main factor. However, this was closely followed by job satisfaction (43%), and the main element affecting this was management. Over a third (38%) reported that leadership was a key reason for them to take or leave a job, meaning that poor managerial engagement and communication could be exacerbating the talent drought. Another key factor was flexibility, with 38% saying this was important to them when selecting a position. The data shows that, in such a tight market, employers that can’t offer greater flexibility are likely to struggle to source the skills they need.

Take a look at this piece on engineer motivators.

Branding is key

But how do employers differentiate themselves in this skills-short market and secure the talent they need to deliver the next wage of transformational projects? Branding is one key factor and our report looked into how boosting both individual employer brands, and the image of the wider sector, could help. Three out of four (75%) water engineers revealed that they value the public visibility of a scheme when selecting their next role. Given that the majority of publicity in the sector over the past year has been negative, shortages will only intensify unless the industry makes itself a more attractive destination for engineers. Despite the battering it has taken in the press, the market offers the chance. to work on some of the most pivotal and critical projects around and more needs to be done to promote these opportunities

Find out how branding can make all the difference.

Ultimately, the water industry is approaching a critical time, with a need for major transformation whilst maintaining and upgrading ageing national infrastructure networks to manage a growing population. Without a workforce of skilled engineers, core projects will be impossible to deliver, and it’s therefore surprising that these issues haven’t received as much focus as others have. As the report revealed, there must be a long-term focus on attracting more engineers to water ahead of other competing markets. However, in the shorter-term, the data shows that employers must look to other solutions, like leveraging the contingent workforce, as well as sourcing more talent from other markets in order to remain on track.

You can download a full copy of the report here.

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