The Nuclear Workforce We Need: Forward Vision, Hard Work, and a Collective Push

At a recent conference, Peter Hastings summed up our moment perfectly: “Forward vision, leaning in, doing hard work.”

It resonated deeply — because that’s exactly where we are in the nuclear energy sector. And it’s also where we need to be if we’re serious about building a strong, sustainable workforce to match the enormous momentum building across the industry.

From plant restarts and uprates to new reactor technologies and the fleet deployment of large-scale nuclear, the future of clean, reliable energy is increasingly nuclear. But we face a hard truth: our workforce isn’t scaling fast enough to meet demand.

The gap is real — and growing. We need thousands of skilled professionals: engineers, operators, craft labor, licensing experts, project managers, and technicians. We need them now, and we’ll need even more over the next two decades. The workforce challenge is no longer a future concern. It’s a now concern.

So what do we do?

As individuals

We all have a role to play. Throughout my career in nuclear, I’ve seen firsthand how mentorship, advocacy, and volunteerism can light the path for the next generation.

Mentor and share knowledge: One of the fastest ways to transfer know-how is human to human. Experienced professionals have a unique opportunity to coach and inspire the next generation.

Engage with education and community programs: Speak at schools, support STEM events, and advocate for nuclear careers where they’re often least understood.

Stay adaptable: The sector is evolving. Advanced reactors, digital systems, and AI-enabled operations are changing the job landscape. We all need to keep learning.

As the current vice-chair for Professional Development within U.S. Women in Nuclear, I work alongside passionate professionals to support career growth and leadership development. Through my involvement with the American Nuclear Society (ANS) and North American Young Generation in Nuclear (NAYGN), I advocate for more inclusive, transparent career pathways and connect people with real opportunities.

Beyond industry walls, I’ve been proud to work with local school boards and the national 4-H program, helping young people explore careers in energy through STEM-focused outreach and community education. The earlier we start these conversations, the better.

As an industry

We need to go beyond admiring the problem and get serious about solutions:

Invest in training infrastructure — from technical apprenticeships to state-of-the-art simulation labs that prepare workers for real operational challenges.

Embrace a fleet mindset — standardized builds mean repeatable workforce plans and faster onboarding, especially as we move toward multiple advanced reactor deployments.

Push for real collaboration — it's time for companies, utilities, national labs, educational institutions, and workforce agencies to move beyond symbolic partnerships. We need coordinated action plans, shared metrics, and a collective urgency to actually get things done.

Engage earlier in the pipeline — from high school and community colleges to returning veterans and career-changers, we need to show people where they fit in nuclear, and then give them a clear, supported path.

We also need to challenge outdated perceptions. Nuclear is high-tech, purpose-driven, and future-forward — and it’s time we told that story better. Let’s put our project pipeline and our people pipeline in alignment.

None of this happens without real, sustained investment — in time, in dollars, and in long-term thinking.

The future of nuclear depends on the workforce we build today. Let's lean in. Let’s do the hard work. And let’s do it together.

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