Workforce Needs for Smart Grid Technologies

Dr. Damir Novosel, Fellow Member, IEEE

Abstract - The electrical power grids are going through some major changes and investments to secure reliable grid operation and more efficient and sustainable energy use. Smart grid technologies are key enablers to develop future grids. Securing a qualified workforce to adapt to the game changers in our industry, deploying smart grid technologies and managing the grid is essential to achieving industry goals and satisfying society needs.

This presentation addresses the following topics: • Industry workforce needs and trends • Challenges and opportunities to train and educate a

workforce • Key success factors to develop the required workforce

I. INTRODUCTION Major investments have been recently made to upgrade electrical power systems to satisfy industry and society needs. Society’s mindset has been changing and there is a new sense of urgency placed on all energy issues, including the grid. The public recognizes that reliable grid operation is critical to society and that electrical energy is the best viable source of untapped new energy to counteract oil dependency and environmental concerns. The electrical power industry has been focusing on the following:

1. Proliferation of renewable energy sources (wind, solar, geothermal, bio-mass, ocean- tide, etc.)

2. A need for massive electricity storage

3. Deployment of Electric Vehicles (hybrid and all electric), with major system impacts

4. Energy efficiency and Demand response

5. Carbon sequestration technologies

6. Nuclear power, that presently faces major uncertainties

Dr. Damir Novosel is with Quanta Technology, LLC, Raleigh, NC 27607 USA (e-mail: dnovosel@quanta-technology.com).

The above concerns require system and equipment reinforcement, improved integrated system planning and operation, and increased automation. This modern, complex infrastructure requires using cutting edge technologies and processes, and is therefore often called “Smart Grid”.

Smart grid initiatives are being implemented around the world, addressing the following applications: distributed and renewable energy resources, demand response, AMI, distribution automation, wide area monitoring protection and control (WAMPAC). A US example of investments in the electrical grid is energy related allocations of $52B in the 2009 stimulus bill. US DOE American Recovery and Reinvestment Act (ARRA) includes:

• $3.375 billion in Smart Grid Investment Grant (SGIG) Program

• $615M in Regional Smart Grid Demonstrations

The above investments have required a minimum of 50% matching funds from industry participants; totaling ~$10M investments in three years (all to be completed at the beginning of 2013). US Public Utility Commissions have approved additional Smart Grid funding through rate cases. Other countries and regions around the world are also making major smart grid investments.

Those resulting investments have created major needs for a qualified workforce internationally. As aging workforce has been a problem for electrical energy industry for last few years [1] [2], lack of qualified resources has become even more pronounced, but also created an opportunity to build new workforces [3]. Even after the SGIG funding is complete, it is expected that workforce needs will continue growing as needs for sustainable energy and technologies to manage it will continue to exist. Governments and companies around the world will continue promoting sustainable energy initiatives that require smart grid technology deployment, requiring international efforts to develop skills and address global concerns [1] [4] [5].

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Considering the major issues with the aging workforce and the lack of investments in previous decades, training and education is crucial for the success Smart Grid programs [4].

II. WORKFORCE FOR THE SAMRT GRID WORLD

Present game changers in both energy supplies and demands require a workforce that can manage: a more robust and flexible power delivery infrastructure; a reliable, fast, and secure telecommunications network for monitoring and controlling the power system (as well as communications with end consumers); and more intelligent applications for system planning, operations, engineering, and maintenance. Installation and maintenance of the “smart grid” equipment will involve not only power equipment skills but also telecom, computer, and system engineering know-how.

All of the above developments have resulted in the following trends regarding workforce needs for managing modern utility grids:

• Despite the recession, there is a major need for qualified resources in the areas mentioned above.

• Universities have started putting more focus on power programs resulting in an increase of students graduating.

• A young generation is more interested in jobs in the electrical power sector.

• Our workforce is aging and its lost expertise is not being replaced.

• Although most of the companies have programs to attract young generation, short-term industry in resolving resource issues focus often prevents developing sustainable resource development strategies.

• The younger generation is more willing to accept and use “smart grid” technologies.

Younger generations also bring different sets of skills and culture to the workforce. Use of Twitter and Facebook is an integral part of the culture [3]. Employers need to provide opportunities for use of this technology to attract young people.

Skills required are broad and often non-traditional. All types of employers (vendors, utilities, academia or consultants) are searching for top qualified resources. For example, for software applications in control centers to be optimally utilized by operators, knowledge of Human Computer Interaction skills is required to design displays.

Other examples are: IT, communications, processes, financial, etc.

The above also requires that individuals posses much broader knowledge to be able to perform their duties and work in teams. Employers must either train employees on the job or hire people with advanced degrees. University curricula nowadays includes basic computer, IT and communication skills that may not leave enough hours available to teach skills that used to be considered basic for electrical power engineers. For example, protective relaying courses are mostly taken by graduate students, although it is desirable for a power engineer to understand the basics of protective relaying.

On the other hand, modern power system jobs offer exciting and broad opportunities for new generations. As job descriptions require diverse knowledge, they offer tremendous learning opportunities. As electrical energy is the best viable source of untapped new energy, jobs in the electrical energy sector are not only increasing but offering young people opportunities to work on important, state-of-the-art initiatives. Furthermore, properly addressing society’s needs demands a holistic approach to all energy issues and understanding of technology, regulatory, environmental, and financial aspects. Not that every new employee will be working on holistic issues, but being part of the industry that is very important for our society, fast growing, and exciting should motivate young people to join the workforce and enjoy themselves once a part of that workforce.

III. SUCCESS FACTORS FOR THE SMART GRID WORKFORCE

As concerns have been identified internationally [4] [5], major efforts have been undertaken, such as creation of IEEE Power and Energy Engineering Workforce Collaborative [1], to address key issues and recommend and develop programs to strengthen the workforce. Key success factors to develop the required workforce are:

• Training and education are essential [4]. While smart grid can help with retaining knowledge and automating processes, nothing can replace training and education required for managing the electrical grid.

• There must be much broader sets of skills, including skills in various electrical energy areas.

• Companies must develop training programs closely connected to their long-term strategies [2]. Employers may not be able to find required majors and need to therefore train employees to accommodate required needs; e.g. training civil engineers in electrical engineering skills.

• Smart grid technologies should: enable the capturing of know-how, simplify training, and automate grid operation.

• Young people have to be motivated to join the workforce through new technology and cultural evolution.

To attract the best and brightest young people, it is necessary to market and communicate excitement and the importance of electrical power industry needs. As culture is shifting and new generations are more focused on sustainable energy, such as energy conservation, environmental aspects, use of computer technology and applications, etc, employers’ approaches to attract them have to evolve as well. Newer generations are also often more willing to make changes that could in turn result in deployment of new industry initiatives (e.g. demand response and electrical vehicles). The following are some key points to emphasize:

• Long-term growth and earning potential will help companies attracting quality human resources and retaining what they find.

• The importance of sustainable electrical energy initiatives to reduce dependence on oil and address environmental issues – “Making the difference in society”. As societal growth and improvements are based on sustainable and reliable electrical energy, emphasizing a workforce impact on making it happen can have a dramatic impact on the moral of a company’s personnel.

• Effective outreach to positively excite new generations to provide “smart”, innovative, visible “apps” that they will want to work on. For example, smart meter applications could duplicate some of smart phones ideas.

• The ability to learn skills in various areas while working in power and energy. Our workforce is not involved in “boring and dangerous power equipment,” which may have been the perception in the past (not that I think that generators, transformers and T&D lines are boring), but exciting game changing technologies and “apps” that require broad know-how on various SW, HW, telecom and other aspects is the path to motivating our future.

IV. CONCLUSION These are very exciting times for our industry as the electrical power industry is crucial to achieving society goals for sustainable energy. Considering our aging

infrastructure and the lack of past investments, it is crucial to train and educate a workforce (existing and new) to assure we overcome our present obstacles and achieve our future goals.

Although progress has been made, it is necessary to develop programs to motivate the new generations to go into power, train existing workforces according to the new goals of the industry, and develop smart grid technologies to retain knowledge and enable more automated grid operation.

V. REFERENCES [1] W. Reder, A. Bose, A. Flueck, M. Lauby, D. Niebur, A.

Randazzo, D. Ray, G. Reed, P. Sauer, and F. Wayno, “Engineering the Future,” IEEE Power & Engineering Magazine, Volume 8, Number 4, pp 27-35, July/August 2010.

[2] N. Swimm, “Industry and Education,” T&D World, tdworld.com, May 2009.

[3] M. Crow and L. Stichnote, “The New Centurions,” IEEE Power & Engineering Magazine, Volume 8, Number 4, pp 21-26, July/August 2010.

[4] M. Venkata, S. Brahma, J. Stamp, and P. Kundur, “Continue Your Learning,” IEEE Power & Engineering Magazine, Volume 8, Number 4, pp 36-43, July/August 2010.

[5] H. Rudnick, R. Palma-Behnke, S. Carniero Jr., T.M.L. Assis, H. Salazar, and J.A. Valencia, “Where School is Cool,” IEEE Power & Engineering Magazine, Volume 8, Number 4, pp 61-74, July/August 2010.

Dr. Damir Novosel is President of Quanta Technology. Prior to joining Quanta Technology, he was President of KEMA T&D Consulting in the US. He has also held various positions in ABB including Vice President of global development and product management for automation products. His work in automation and electrical power system monitoring, protection, and control earned him international recognition and was an elected IEEE Fellow. Damir holds 16 US and international patents and has published over

100 articles in Refereed Journals and Conference Proceedings. He is presently Chair of the IEEE PES Technical Council and IEEE PES VP of Technology and is co-chairing Performance Requirement Task Team for the North American Synchro Phasor Initiative (NASPI). Damir holds a PhD and MSc degree in electrical engineering from Mississippi State University and the University of Zagreb, Croatia, respectively.