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How you should be approaching energy recruiting in 2024, per Houston expert

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Recruiting in the energy sector may be challenging, but the right candidates are out there. Photo via Getty Images

The January jobs report, per BLS, may be cause for celebration with 353,000 new jobs, but with a low unemployment rate of 3.7 percent, the tight labor market persists.

The same report states there were 2,000 more jobs in oil and gas extraction in January. Finding the right people for energy jobs can be a challenge right now as the industry has experienced flux the past few years. Many energy employers find key talent has moved into new industry verticals, drawn by the promise of increased stability.

Recruiting in the energy sector may be challenging, but the right candidates are out there. It is important for hiring managers to be realistic as they approach recruiting and hiring timeframes and make smart hiring decisions. The organization will be better off in the long run for this approach.

The following recruiting strategies are poised to support energy employers throughout the year.

Get personal.

Job candidates want to feel like their future employer is genuinely interested in them, which means recruiters should personalize the candidate’s experience. This starts by taking a holistic look at the hiring funnel and considering ways to make each candidate feel as though they are the only one you are talking to for the role.

Each touchpoint impacts how the candidate perceives the organization. The job description should inspire candidates, making them excited to apply and motivating them to dream about a future with your organization. Personalizing recruitment outreach messages to speak to their individual talents instead of a standard, generic message speaks volumes.

Moving through the hiring process as quickly as possible is important, but recruiting is about the long game. There are candidates who fall into place in a matter of days. Other times, you may have a conversation with a candidate months or even years before the timing is right for them to make a move. Asking about the candidate’s professional timeline and letting them know that you are willing to work with them, no matter how fast or slow, makes them feel special and valued by your company.

Be ready to compromise.

It has become hard to find the right fit for some of the energy jobs today. However, this does present an opportune moment for employers to reassess the conventional prerequisites typically required for specific positions. Criteria such as an exact college degree, a specified number of years of relevant experience, industry-specific expertise, an unbroken work history and proficiency in specific software applications are areas to reconsider in the job postings, job descriptions and interviews. This strategic adjustment broadens the talent pool and provides access to individuals whose suitability for a role might have been overlooked. Shifting away from stringent education backgrounds and narrowly defined experience, and instead prioritizing qualities such as adaptability and learning capabilities in the search for candidates, recruiters may discover a smoother path to securing qualified candidates.

Grow internal talent.

Recruitment today also means recruiting internally. The optimal approach to efficiently filling positions is promoting the role internally as existing employees have a vested interest and are deeply ingrained in the company’s culture. Their familiarity with colleagues, procedures and protocols facilitates a swift transition into new roles. In order for this to become a possibility, it’s imperative for leaders to nurture internal talent through professional development initiatives that equip employees with the skills needed for advancement. Tailored learning opportunities, mentorship and guidance for reskilling and upskilling can foster internal mobility, enhance employee retention and ensure sustained success. With all this in mind, recruiters should keep in close contact with management teams to discuss internal candidates and their career path.

There is no one way to recruit in 2024, but focusing on the individual and their skills as well as in-house candidates can make it a successful endeavor.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

This article originally ran on InnovationMap.

Retirement is coming for the energy industry's workforce. Here's how to prepare for it. Photo via Getty Images

Houston expert shares strategies for addressing the energy industry’s potential workforce shortages

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The energy industry, a vital part of Houston’s business ecosystem, faces the challenge of a shrinking workforce.

A U.S. Chamber of Commerce report indicates the workforce has nearly two million fewer workers today as compared to February 2020. A considerable part of this decline can be attributed to retirement and early retirement rates, with the pandemic prompting three million people to early retirement. Furthermore, with an estimated 10,000 Baby Boomers turning 65 daily, the entire generation is expected to reach retirement age by 2030.

The tight labor market, coupled with the growing brain drain associated with retirement rates, should serve as a wake-up call for employers in the energy sector. There are tried-and-true strategies to prepare businesses for waves of retirement and ensure the knowledge does not walk out the door.

Upskilling: Invest in the workforce 

Knowledge and skills go with workers are they retire. To mitigate the brain drain, companies need to invest in upskilling their existing employees and new hires. Establishing formal training and development opportunities can help enrich the workforce to pick up the responsibilities of retiring colleagues. This investment ensures a smooth transition, shows employees they are valued by the organization, and increases employee loyalty and engagement.

Adopting innovative training programs that cater to the specific needs of the energy sector is one approach. Technologies rapidly evolve, and employees must stay current to remain effective in their roles. Investing in the latest training programs, workshops and certifications will enable the workforce to thrive in a rapidly changing industry.

Mentoring programs: Pass the torch

Mentorship programs can play a pivotal role as more employees retire. Experienced employees nearing retirement can mentor younger workers, transferring knowledge and skills while ensuring a seamless transition of expertise. The value of mentorship programs can be priceless for an organization as they help transfer on-the-job learning and experiences that are not taught in the classroom.

A structured mentorship program usually proves most effective as it outlines the responsibilities of the mentors and mentees. A structured approach, which should have built-in accountability measures, ensures there is a productive knowledge transfer process.

Intentional recruitment: Attract and retain talent

A proactive recruitment approach is essential as businesses work to fill knowledge gaps. Companies in the energy sector should seek out talent to bridge the generational divide. This may include targeting candidates who have the relevant skills and knowledge, yet they are willing to adapt to the industry’s changing landscape.

Workplace culture is still a relevant and important component of attracting and retaining top-notch talent. Beyond competitive compensations packages, today’s job candidates look for growth opportunities and a focus on work-life balance.

Retaining knowledge: Document the expertise

Institutional knowledge will walk out the door as experienced employees retire. Companies can prepare for and mitigate the knowledge migration with knowledge-sharing systems and comprehensive documentation processes. An established process can help preserve information that may seem like second nature to more experienced employees and make it accessible to current and future employees. Asking retiring employees to document their expertise and best practices can safeguard their insights within the organization.

Covering bases: Create an alumni network

Retirement does not always mean the employee wants to hang up their proverbial hat entirely. Filling the knowledge gap as employees retire can be daunting. However, the development of an alumni network can extend the life of the institutional knowledge and knowledge-sharing process. Bringing back retirees on a project basis or to consult is a solution benefiting everyone involved.

Every industry must prepare for the impending wave of retirements. The energy industry’s significant impact on the Houston economy requires proactive and thoughtful solutions. The tight labor market and retirement rates should have businesses in this sector working diligently to fill the upcoming knowledge gaps through upskilling, mentoring, intentional recruitment, knowledge-sharing systems and alumni networks. Taking these steps now, the energy industry can circumnavigate workforce shortages and prepare for continued success.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

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Houston startup strikes deal to develop hydrogen production plant in Canada

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Houston-based cleantech startup Vema Hydrogen has reached a tentative agreement with Canada-based CHARBONE Corp. to develop a hydrogen production and processing plant in Québec.

The deal would couple Vema’s production of engineered mineral hydrogen with CHARBONE’s purification, compression and distribution capabilities.

Engineered mineral hydrogen, also known as orange hydrogen, is produced underground by accelerating naturally occurring geochemical reactions in iron-rich rock formations, according to the journal Energy & Environmental Science.

“Across high-value markets — from aviation and maritime fuels to industrial gases — there is incredible demand for Vema’s low-carbon [hydrogen]. Now, more than ever, we need a pathway to deliver these low-carbon fuels,” Pierre Levin, CEO of Vema, said in a news release.

The project would enable Vema to expand into emerging markets like low-carbon maritime and aviation fuel, e-fuels and power generation. Incorporating CHARBONE’s capabilities, the agreement would also support Québec’s hydrogen supply chain.

“The market is demanding high-value industrial gases, and our customers need cleaner, more reliable supply. By pairing Vema’s [hydrogen] feedstock with our purification and distribution capabilities, we’re strengthening Québec’s position as a regional hub for next-generation hydrogen,” Dave Gagnon, CEO of CHARBONE, added in the release.

Vema said in February that it had completed drilling of its first two pilot wells in Québec, making them the world’s first pilot well for orange hydrogen. It’s the first time Vema’s technology has been used outside a lab.

“This pilot will provide the critical data needed to validate [our hydrogen] at commercial scale and demonstrate that Quebec can lead the world in this emerging clean energy category,” Levin said. “The quality of the rock within our core samples is exactly what we expected and is very promising for hydrogen yields.”

Shortly before Vema carried out the pilot drilling, it signed a 10-year deal with California-based energy technology company Verne Power to supply clean hydrogen for California data centers. Over the course of the 10-year agreement, Vema will boost annual production of orange hydrogen to more than 36,000 metric tons.

“There is a robust market for baseload power generation across the U.S., where data centers are straining the grid,” Levin said. “As we power California’s fastest-growing markets with clean hydrogen, we look toward expanding our hydrogen to markets globally and supporting AI-driven power hubs.”

Vema, founded two years ago, raised $13 million in seed funding in 2025.

“The energy transition and emerging uses of hydrogen have spurred demand for clean hydrogen,” Levin said in its funding announcement. “However, existing decarbonized hydrogen production methods simply don’t work — they are too costly and energy-intensive. Vema is here to change that. It’s time to unlock a new era of scalable, low-carbon hydrogen.”

5 must-read Houston energy headlines: Veriten venture fund, ERock IPO + more

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Editor's note: The month of May brought big news for the Houston energy sector, including a flagship energy venture fund and IPO updates. Here are the five most-read EnergyCapital stories published May 14-29, 2026:

1. Houston investment firm closes $105M energy venture fund

Houston-based investment firm Veriten has announced the initial close of its second flagship energy venture fund with more than $105 million in capital commitments. Fund II will build on Veriten’s initial fund and aim to support “scalable technology solutions for energy, power and industrial applications.” Veriten is supported by over 50 strategic partnerships in the energy, power, industrial and technology sectors, including major players like Halliburton and Phillips 66.

2. Buoyed by $1.3B sales backlog, microgrid company ERock files for IPO

Another energy company in Houston is going public amid a flurry of energy IPOs. Houston-based ERock Inc., which specializes in utility-grade onsite microgrid systems for data centers and other customers, has filed paperwork with the U.S. Securities and Exchange Commission (SEC) to sell its shares on the New York Stock Exchange. The ERock filing follows the recent $1.9 billion IPO of Houston-based Fervo Energy, a provider of geothermal power that’s now valued at $7.7 billion.

3. Houston renewables developer signs agreement with Meta for new solar project

Houston-based EDP Renewables North America has signed a long-term power purchase agreement with Meta, the parent company of Facebook and Instagram, for its forthcoming Cypress Knee Solar project. The 250‑megawatt solar project will be built in Arkansas and is expected to come online by 2028. The company says the project will generate approximately $25 million in new revenue for Chicot County once operational.

4. Houston energy expert asks: Who pays when AI outruns the power grid?

For most of the past 20 years, U.S. electricity policy relied on predictable trends in demand. Electricity use, in most regions, increased gradually, forecasts were stable, and utilities adjusted the system in small steps. Power plants, transmission lines, and substations were generally added to reflect shifts in load, rather than growth, and costs were recovered through modest adjustments to customer bills. Growth in AI data centers has disrupted this model. A single facility can add as much electricity demand as a small town. That demand comes all at once, runs continuously, and has little tolerance for outages. If electricity service drops even briefly, computation stops, and services shut down. Ironically, data centers need reliable service, a point that their emergence is driving concern around for the rest of the grid.

5. Report shows geoscientists earn largest salary premium in Texas

A move to Texas bolsters earnings for some, and a new SmartAsset study has revealed the top professions where the median annual earnings in the Lone Star State exceed the national median. According to the report's findings, geoscientists have the biggest "Texas premium" and make a $159,903 median annual salary. Texas' salary for geoscientists is 61 percent higher than the national median for the same position (after adjusting for regional price parity).

Greentown names 5 climatech startups to manufacturing accelerator

Catalyst Cohort

Greentown Labs has named five climatech startups to its Go Make 2026 cohort, including one from Houston.

Greentown Go Make 2026 is in partnership with Shell Catalysts & Technologies and Technip Energies. Startups will be able to collaborate with leadership from Shell and Technip and have opportunities to work directly with their process engineering teams and develop potential partnerships, pilots and demonstrations, according to Greentown.

This year's manufacturing cohort focuses specifically on process technology and catalytic innovations, which, according to Greentown, have the potential to be a "critical enabler of the global energy transition." Greentown shares that 90 percent of chemical processes depend on catalysis, but traditional methods rely on fossil fuels and consume significant amounts of energy.

“Catalysis underpins the majority of industrial chemical processes, which together account for a significant share of global emissions, making it a critical lever for reducing carbon intensity while improving performance,” Georgina Campbell Flatter, CEO of Greentown, said in a news release. “Greentown Go Make 2026 is designed to close the gap between breakthrough innovation and industrial deployment. By connecting startups with Shell and Technip Energies’ technical expertise and global scale, we’re helping accelerate solutions that improve efficiency and drive industrial decarbonization.”

The five Greentown Go Make 2026 companies include:

  • Houston-based Biosimo, which makes scalable biochemicals from ethanol
  • Missouri-based Catalyxx, which transforms bioethanol into drop-in, cost-competitive, carbon-negative chemicals
  • Sydney, Australia-based HydGene Renewables, which produces low-carbon hydrogen and industrial chemicals from waste biomass
  • Switzerland-based TreaTech, which turns waste into renewable gas, water and minerals through catalytic hydrothermal gasification
  • California-based Unifuel, which has developed a chemical technology platform to make sustainable aviation fuel, renewable gasoline and other renewable chemicals

The cohort will be celebrated at a kickoff event in Houston at The Ion on June 9.

In addition to Greentown Go Make, Greentown also runs its Go Move (transportation), Go Energize (energy and electricity), Go Build (buildings), and Go Grow (food and agriculture) cohort-based programs. The climatech incubator announced its Go Build 2026 cohort in March. Read more here.

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