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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 researchers harness dialysis for new wastewater treatment process

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By employing medical field technology dialysis, researchers at Rice University and the Guangdong University of Technology in China uncovered a new way to treat high-salinity organic wastewater.

In the medical field, dialysis uses a machine called a dialyzer to filter waste and excess fluid from the blood. In a study published in Nature Water, Rice’s team found that mimicking dialysis can separate salts from organic substances with minimal dilution of the wastewater, addressing some of the limitations of previous methods.

The researchers say this has the potential to lower costs, recover valuable resources across a range of industrial sectors and reduce environmental impacts.

“Traditional methods often demand a lot of energy and require repeated dilutions,” Yuanmiaoliang “Selina” Chen, a co-first author and postdoctoral associate in Elimelech’s lab at Rice, said in a news release. “Dialysis eliminates many of these pain points, reducing water consumption and operational overheads.”

Various industries generate high-salinity organic wastewater, including petrochemical, pharmaceutical and textile manufacturing. The wastewater’s high salt and organic content can present challenges for existing treatment processes. Biological and advanced oxidation treatments become less effective with higher salinity levels. Thermal methods are considered “energy intensive” and susceptible to corrosion.

Ultimately, the researchers found that dialysis effectively removed salt from water without requiring large amounts of fresh water. This process allows salts to move into the dialysate stream while keeping most organic compounds in the original solution. Because dialysis relies on diffusion instead of pressure, salts and organics cross the membrane at different speeds, making the separation method more efficient.

“Dialysis was astonishingly effective in separating the salts from the organics in our trials,” Menachem Elimelech, a corresponding author on the study and professor of civil and environmental engineering and chemical and biomolecular engineering at Rice, said in a news release. “It’s an exciting discovery with the potential to redefine how we handle some of our most intractable wastewater challenges.”

Virtual power plant from Houston-area company debuts at CES

Powering Up

Brookshire, Texas-based decentralized energy solution company AISPEX Inc. debuted its virtual power plant (VPP) platform, known as EnerVision, earlier this month at CES in Las Vegas.

EnerVision offers energy efficiency, savings and performance for residential, commercial and industrial users by combining state-of-the-art hardware with an AI-powered cloud platform. The VPP technology enables users to sell excess energy back to the grid during demand peaks.

AISPEX, or Advanced Integrated Systems for Power Exchange, has evolved from an EV charging solutions company into an energy systems innovator since it was founded in 2018. It focuses on integrating solar energy and decentralized systems to overcome grid limitations, reduce upgrade costs and accelerate electrification.

Regarding grid issues, the company hopes by leveraging decentralized solar power and Battery Energy Storage Systems (BESS), EnerVision can help bring energy generation closer to consumption, which can ease grid strain and enhance stability. EnerVision plans to do this by addressing “aging infrastructure, grid congestion, increasing electrification and the need for resilience against extreme weather and cyber threats,” according to the company.

One of the company's latest VPP products is SuperHub, which is an all-in-one charging station designed to combine components like solar panels, energy storage systems, fast EV chargers, mobile EV chargers and LCD display screens, into a unified, efficient solution.

“It supports clean energy generation and storage but also ensures seamless charging for electric vehicles while providing opportunities for communication or advertising through its built-in displays,” says Vivian Nie, a representative from AISPEX.

Also at CES, AISPEX displayed its REP Services, which offer flexible pricing, peak load management, and renewable energy options for end-to-end solutions, and its Integrated Systems, which combine solar power, battery storage, EV charging and LCD displays.

“We had the opportunity to meet new partners, reconnect with so many old friends, and dive into discussions about the future of e-mobility and energy solutions,” CEO Paul Nie said on LinkedIn.

In 2024, AISPEX installed its DC Fast chargers at two California Volkswagen locations.

Houston-based energy transition leader talks new role, shares future predictions

new hire

For some companies, all that’s needed to make a seismic shift toward innovation is to hire the right person to steer the organization in a transcendent direction.

Arcadis, a sustainable design, engineering, and consultancy solutions company, is channeling this concept by hiring Masjood Jafri as its new National Energy Transition Strategic Advisor and Business Development Lead. In the role, Jafri will help lead and develop the company’s energy transition business growth and strategy for its interests in the United States alongside Matthew Yonkin, National Energy Transition Solution Leader, based in New York.

“I have a fairly diverse background, with about a decade in the energy industry with an oil and gas, power and petrochemicals background,” says Jafri, who moved to Houston from the U.K. back in 2012. “But prior to that, I had about a decade in the infrastructure world, looking into the transportation market, and the manufacturing sector, as well as working as a lender's advisor in the capital market. So, in this very transformative period, you need to connect all the dots.”

With just over six months in his new role, Jafri leverages his 20 years of experience in leading the successful delivery of capital programs and projects as the strategic advisor to Arcadis’ own capital projects.

“Arcadis is on a journey to be the sustainability partner or sustainable transformation partner for our clients,” Jafri says. “And the path to sustainability goes through energy transition. Arcadis has been investing quite heavily in that space for us to be a leading consulting services provider for energy companies.

Jafri’s hire comes as Arcadis moves its business operations in Houston to a new centralized office in the Galleria area. According to Jafri, this will bring the company’s expertise under one roof. With Houston being the energy capital of the world, Jafri says Arcadis is positioned to lead and deliver results for the energy demand in the United States and globally.

“Houston is the Silicon Valley of energy,” Jafri says. “The challenge is to continue to drive with that force. … We have the talent in the city, we have the right mindset—very entrepreneurial, and obviously a lot of capital commitment to make these changes.

“And it is not just coming from the private sector, it is also coming from the public sector. So, I think the stars are aligning in the context of what is needed for us to have a planet-positive future and Houston being suitably positioned to deliver to that,” he adds.

And while keeping up with the demand for energy and moving towards clean energy are equally important challenges, Jafri is more focused on addressing the latter.

“Clean energy is certainly a bigger challenge because it requires a very broad area of energy sources to come together and to make it cleaner,” Jafri says. “Technologically, some of those things are not ready yet, at least to be scalable in a commercial and profitable way. So that's the challenge. I think it is a clean energy challenge, but obviously, the demand side makes it a bit more complicated.”

Texans, and more specifically Houstonians, have seen firsthand the complications of demand and the pitfalls of energy security and resilience. Addressing these issues, along with many other sustainability challenges, will also be part of Jafri’s core mission at Arcadis.

“As we saw in severe climate conditions, the grid is vulnerable and so are the people connected to the grid,” Jafri says. “The better we can make the grid more resilient and more adaptive to these changes, the more satisfactory conditions will be on the ground for people who are affected.”

Jafri asserts that the industry is already considering numerous options, including all colors of hydrogen, solar, wind and geothermal, in addition to fossil-based energy (natural gas). These measures are already in progress, but consumers are concerned with climate change and, of course, the impact on their electricity bills. Still, states like California, Washington and Texas are making progress.

“I would say by the year 2030 you would start to see a pretty significant movement in the right direction,” Jafri says. “If you look from a federal policy perspective, we want to produce 100 percent of the electricity clean by 2035. That is an expected goal, but it’s all happening.”

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