Case Study Analysis: Nuclear Decommissioning Authority

Topics: Nuclear power, Nuclear technology, Energy policy of the United Kingdom Pages: 16 (5123 words) Published: March 27, 2011

Case Study Analysis: Nuclear Decommissioning Authority
Heather Jennings
BOM 3302 Introduction to Case Study Analysis
Case Study Analysis: Nuclear Decommissioning Authority
All organizations strive for a highly skilled, loyal, and motivated workforce. “To tap into the potential of the workforce, organizations need to learn to value their employees, helping balance employees' personal needs and lives with work, and treating them as partners and an integral part of the business” (Wheeler, n.d.). Organizations that show value in and motivate employees also have more success in recruiting and retaining employees than organizations that employ the old paradigms of command and control.

This case study analysis will focus on the organizational strategies of the Nuclear Decommissioning Authority (NDA) including motivational processes and skills development initiatives. This analysis identifies the outcomes of NDA’s motivational processes and skills development initiatives outlined in the successes, failures, and unexpected challenges of each. History

The Nuclear Decommissioning Authority (NDA) is a government entity established in 2005 under the Energy Act of 2004 by the government of the United Kingdom (UK) to clear and decontaminate public nuclear sites safely. NDA headquarters are at Herdus House in West Cumbria, UK. NDA operates out of offices in London, Warrington, Thurso, and Harwell (About Us, Nuclear Decommissioning Authority, n.d.). NDA “determines the overall strategy and priorities for managing decommissioning” and contracts with licensed operators called Site License Companies (SLCs) to operate and manage nuclear sites in the UK. The SLCs also subcontract to companies that provide specialist services (The Times 100, Developing a Motivated Workforce, n.d. p. 113).

NDA employs more than 300 people (Our People, Nuclear Decommissioning Authority, n.d.) and operates with an annual budget of just under £2.8 billion for 2009/2010 derived from government funding and commercial asset income and set by the Department of Energy and Climate Change and Her Majesty’s Treasury. Of the £2.8 billion annual budget, NDA expects to spend a little over £2.5 billion on contracts with the SLCs and £2.84 on skills support, research and development, insurance, and pension costs (About Us, Nuclear Decommissioning Authority, n.d). Mission and Goals

According to their website (Mission, Nuclear Decommissioning Authority, n.d.), the Nuclear Decommissioning Authority’s mission is: To deliver safe, sustainable and publicly acceptable solutions to the challenge of nuclear clean-up and waste management. This means never compromising on safety, or security, taking full account of our social and environmental responsibilities, always seeking value for money for the taxpayer, and actively engaging with stakeholders. NDA relies on the commitment of people employed directly by NDA and those employed by the contracting companies and subsidiaries to accomplish its goals. “In order to achieve its objectives, NDA and the nuclear industry must recruit and retain talented staff” (The Times 100, Developing a Motivated Workforce, n.d., p. 113). Recruiting and retaining a skilled workforce has been a challenge for NDA because of a diminishing skills base, industry perceptions, geographical requirements, and an increasing rate in retirements. It has also been a challenge to improve the skills of current staff because the SLCs have been responsible for skills development with NDA oversight (Capability, Skills Strategy, n.d.).

To recruit and retain talented staff, NDA has developed the Skills and Capability Strategy, part of which includes job enrichment and implementing SMART (specific, measureable, achievable, realistic, and time related) Objectives to motivate and empower people in their own personal training and development (The Times 100, Developing a Motivated Workforce, n.d., p. 115-116). NDA...
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