Once the design criteria have been established, the next phase is to put the structure in place. Building an organisation is much like building a power plant. First the design has to be developed and approved; then the compo­nents, which must be suitably qualified for their application, must be acquired. The parts then have to be assembled and commissioned.

For each of the functions that have to be fulfilled in a nuclear power plant, specific jobs and tasks will have to be performed. These can be determined by conducting an analysis of each of the functions. The job and task analysis would define the knowledge and skills required for each position in the organisation.

Normally a utility would be expected to recruit personnel with generic academic qualifications and maybe a number with relevant skills and expe­rience. A gap analysis of the skills acquired through recruitment against those determined through the job and task analysis will identify the knowl­edge and skills that have to be addressed through training.

When the resources needed to populate the organisation are in place, they must be put to work in a manner that tests their suitability for their assigned roles and the organisation within which they will work, in the same manner that plant and equipment is tested during commissioning.

Throughout the lifetime of the plant these skills will need to be regularly refreshed through repeat training. They will also need to be reviewed and revised from time to time on the basis of plant and personnel performance.