The Future of Water Begins with People: Addressing Workforce Challenges Through Recruiting, Retaining, Training and Belonging

Objective The water and wastewater industry is facing many challenges. One of those challenges is workforce. The water workforce industry is approaching a worker shortage, with an estimated one-third of employees eligible to retire. This issue is compounded by the utilities facing recruitment, retention, and training challenges. There is also a skills gap problem within the workforce. As technology is rapidly improving, and the work of the utilities is evolving, workers are needed to meet this demand. This evolution is necessitating new skills and job requirements within the industry and is creating a skills gap. Associated with recruiting and retention is the workplace culture and environment and imbedding a culture of belonging within the utility that enables the employees to be their best, which is the best for the utility. The objective here is to learn best practices to be able to obtain and maintain a water workforce of the future. Workforce Challenges Recruitment challenges stem from steep competition for highly skilled technical employees with other industries that seem to have more career advancement opportunities as well as salaries and/or benefits that are also more competitive, and welcoming and inclusive work environments. Retention is just as important as recruitment, and high turnover can contribute to the concerns regarding maintaining and building the water workforce for the future. The aging workforce with high numbers of individuals that are eligible for retirement will be a major loss of institutional knowledge and skills that may not be taught to other employees. Additional issues that make retaining employees difficult include the demanding nature of the work, coupled with lack of leadership support and inadequate work-life balance, which all lead to burnout. Lack of career advancement opportunities and professional development also make retention a challenge, particularly when coupled with an unwelcoming work environment. Addressing recruiting and retention requires an intentional approach and preventative strategies, such as mentoring programs where retiring workers can transfer their knowledge to younger employees, and developing robust succession plans to ensure a seamless transition. Apprenticeship programs is also the best practice for retention and recruitment. Louisville MSD has a very successful apprenticeship as an example that has helped the utility fill difficult to recruit positions and retain employees. Utilities must also invest in comprehensive employee benefits, enhanced on-the-job training, and continuous professional development opportunities are vital. Creating a supportive work environment and fostering a sense of organizational commitment can significantly improve retention rates and job performance among employees. The work of the utilities is evolving and requires more technical skills and expertise to meet the demands of employers. Innovative designs and rapid technological advancements are necessitating new skills and job requirements within the industry and is creating a skills gap. Employees are looking for opportunities to advance their careers and learn new skills and would like their water and wastewater utility employers to provide that opportunity. Best Practices Addressing recruiting and retention requires an intentional approach and preventative strategies, such as mentoring programs where retiring workers can transfer their knowledge to younger employees, and developing robust succession plans to ensure a seamless transition. Apprenticeship programs is also the best practice for retention and recruitment. Utilities must also invest in comprehensive employee benefits, enhanced on-the-job training, and continuous professional development opportunities are vital. Creating a supportive work environment and fostering a sense of organizational commitment can significantly improve retention rates and job performance among employees. Utilities should do an assessment of the work that is being performed with the job requirements of the positions to determine a skills analysis. The results of this assessment will assist with recruitment, and for upskilling of current employers. Whether the utility is recruiting new employees or trying to retain employers, a culture of belonging is critical to the workforce. Creating a culture of belonging can be done by the following:
• Leadership commitment
• Effective communication and transparency
• Equitable employment practices, and nondiscrimination
• Deliberate focus on employee retention
• Recruitment outreach • Continuous learning and career development
• Coaching and mentoring
• Early conflict resolution
• Flexible work culture.

Conclusion and Key Takeaways By addressing these workforce challenges, the water and wastewater sector can build a more resilient and capable workforce, enhancing the attraction for new recruits while also improving the success and satisfaction of current employees.