From Scarcity to Abundance: Unlocking Talent in Critical Infrastructure

BLOGBy Rullion on 02 September 2025

The skills shortage narrative dominates energy recruitment and engineering, but is the real issue a lack of talent, or a lack of access to it? John Shepherd and Lindsay Harrison share why adopting an abundance mindset, backed by inclusive hiring, transferable skills and solutions like Train to Deploy, can help critical infrastructure leaders build long-term workforce resilience. The UK energy sector is in what John calls a new industrial revolution. The energy transition is here and it is moving fast.

John Shepherd, Client Services Director at Rullion, recently sat down with Lindsay Harrison, Rullion’s Chief Customer Officer and Chair for Engineering Recruitment at APSCo UK, to examine why the skills shortage story in energy industry recruitment agencies and engineering needs to change. 

Their conversation explored how an abundance mindset, grounded in inclusion, transferable skills and smarter workforce strategies, can help critical infrastructure employers unlock hidden talent pools and build the capability needed for the decade ahead. 

Energy consumption overall is declining while electricity demand is surging. Electric vehicles, heat pumps, AI and data centres are driving a projected 50% rise in demand by 2035. The shift is powered by Net Zero goals, energy security and rapid technology adoption. The pull is so strong that firms like Microsoft and Google are investing directly in the Energy sector. 

“This isn’t something coming down the road,” John explains. “We’re in it right now.” 

The energy transition could create nearly three quarters of a million green jobs in the UK by 2030. The Nuclear Industry Association’s jobs map shows civil nuclear roles rising from 64,000 to 87,000 in three years. The Financial Times reports green jobs up 36% since 2015. 

These are not abstract statistics. They reflect projects Rullion supports, from Hinkley Point C to Sizewell C. If those roles are being filled, talent exists.

The challenge is access.
 

The Challenge with the Scarcity Narrative 

Negative headlines dominate LinkedIn, trade journals, and national news. “Skills shortage” grabs attention, stirs emotion, and generates clicks. But, as John points out: 

“News is designed to be bad and negative. It grabs attention. It stirs up emotion. It’s clickbait. That scarcity narrative is stifling opportunity.” 

The reality is that the UK energy recruitment market is growing. The bigger challenge isn’t the absence of talent; it’s the barriers we’ve created that stop it flowing into the right roles. 

Lindsay adds a customer lens. Clients tell her they cannot find people, yet the real issue is how talent is defined, where it is sought and how candidates experience the journey. Reframing those inputs unlocks supply. 

Challenge 1: Rigid Job Specifications 

Overly prescriptive job specs, especially those demanding exact, like-for-like industry experience, instantly narrow the search and shut out skilled candidates. In critical infrastructure, where delivery deadlines are tight and skill demands shift quickly, this rigidity can slow projects and drive-up costs. 

Some qualifications are non-negotiable, but industry-specific experience isn’t always essential. As John points out: 

“Great engineers from aerospace, defence, and construction can bring huge value. They’re problem solvers, safety-minded, and used to working in complex, regulated environments.” 

These sectors operate under stringent compliance requirements, manage high-risk projects, and demand the same precision and safety culture as energy sector roles. Overlooking these candidates because they haven’t “done it here before” means missing out on proven capability. 

Challenge 2: Candidate Experience Barriers 

The process shapes outcomes. If interviews lack inclusion, feedback is unclear or applications are hard to complete, strong candidates step away before shortlist. The effect is even sharper for underrepresented groups. 

This is a priority area for Lindsay.  

“Every interaction matters,” she says. “From the language in a job description to who is on the panel, the experience tells candidates whether they belong. If it does not feel inclusive, great people disengage before they can show what they can do.”  

Treating candidates as customers improves conversion and strengthens reputation across Energy recruitment communities. 

Challenge 3: Overlooked Talent Pools 

Veterans. Neurodiverse professionals. Returning parents. Mid-career switchers. These people bring the mindset and capabilities to excel in critical infrastructure, yet traditional screening often filters them out. 

“They’re all here,” John says. “They’re all skilled. They’re all ready. But in many cases, they’re being overlooked because of outdated systems, processes, and mindsets.” 

CV gaps, career changes and non-linear paths are interpreted as risk instead of potential. Lindsay argues for evidence over assumptions and points to lived examples.  

Challenge 4: Shared Responsibility 

The responsibility for change doesn’t sit solely with recruiters. Hiring managers, in-house talent teams, and recruitment partners all play a role in broadening searches and challenging old habits. 

As Lindsay puts it: 

It’s not one-sided. We all need to look wider than we have in the past.” 

This means collaboration at every stage. From shaping job specs and identifying transferable skills, to designing inclusive selection processes that open the gates rather than narrowing them. 

Four Solutions for an Abundant Workforce 

1. Change the Mindset  

Scarcity talk grows the problem. John’s advice is simple: ask better questions. Where else can we look, what is truly essential, what can be trained and how do we widen the gate without compromising safety or quality?  

If we keep saying we can’t find talent, the problem will only get bigger,” John warns. 

2. Open the Gates with Inclusive Hiring

By rethinking job specs, reducing unnecessary barriers, and designing inclusive selection processes, employers can attract a wider range of applicants, and benefit from the innovation and resilience that come with diversity. Lindsay champions consistent feedback loops so candidates feel respected even when the answer is no. That reputation compounds over time.

3. Build Talent, Don’t Just Buy It

Rullion’s Train to Deploy model converts abundance into delivery. Identify high-potential people on behaviours and learning agility, upskill them with project-specific training and deploy them into roles that add value from day one.  

As part of our broader Train to Deploy Strategy, this helps Energy sector employers build internal capability instead of competing for a shrinking external pool. The result is faster readiness, better retention and teams formed around real work rather than perfect CVs. 

 

4. Tell the Positive Stories

Stories shift markets. Case studies of hires from non-traditional backgrounds show what good looks like and attract more of it.  

The more we talk positively, the more people will listen,” John says. “The more people who listen will be drawn to this sector, and then you gain momentum.”  

Lindsay’s view is practical: publish the wins, spotlight the teams and make success visible so others follow. See Rosie’s story from rail contracting, where flexibility and neurodiversity became advantages rather than obstacles: Rosie on rail contracting, flexibility and neurodiversity 

A Call to the Sector 

The UK’s energy and wider growth in critical infrastructure create one of the largest workforce shifts in decades. Leaders who move from scarcity to abundance will stop competing for the same small pool and start creating a broader, sustainable pipeline. 

Lindsay sums it up: “If we want a workforce that can deliver the future, we must open the gate to people with potential, not only those who tick every box.” 

John’s line completes the thought that talent isn’t scarce. Opportunity is gate.

 “Our job is to open the gates.” 

 


Watch the full interview here: https://youtu.be/8bwXFDm2-NE

Share
Ready to Unlock Hidden Talent?

From behaviour-first hiring to Train to Deploy solutions, we’ll help you access untapped talent pools, build diverse pipelines, and prepare your workforce for what’s next.

More like this

RESOURCE
Background Screening Buyer’s Guide: How to Choose the Right BPSS Partner

Background Screening Buyer’s Guide: How to Choose the Right BPSS Partner

Background screening decisions are often made quickly and under pressure. In critical infrastructure environments, those decisions now carry delivery risk not just compliance responsibility. This buyer’s guide helps organisations understand how background screening services are actually delivered in practice, and how to choose a BPSS partner that supports mobilisation, not delays it. Understanding the Real Differences Between BPSS Providers BPSS clearance may look standardised on paper, but outcomes vary widely depending on the provider’s delivery model. Delays, incomplete files and unexpected internal workload often sit behind low-rate cards, disrupting start dates and placing additional strain on HR and delivery teams. This buyer’s guide is designed for business leaders, HR managers and department heads operating across regulated and safety-critical environments. It provides a practical framework for evaluating pre-employment screening providers beyond headline pricing, with a specific focus on BPSS clearance and associated checks such as the Right to Work check. Inside the guide, you’ll find: Why BPSS prices vary and why rate cards rarely tell the full story. The difference between transactional screening and complex BPSS clearance. Where hidden delays and internal workload typically arise. How different delivery models affect candidate experience and mobilisation. Five diagnostic questions to help assess how a screening provider really works. Written simply and designed for practical decision-making, this buyer’s guide supports stronger internal conversations, more confident supplier evaluation and better outcomes from background screening services.

By Rullion on 20 January 2026

How do you know when it’s time to change jobs?

How do you know when it’s time to change jobs?

For many people out there, there’s something about January that makes work feel harder than it should. The energy dips, the weather doesn’t help, and suddenly the Sunday scaries feel louder than usual. With Blue Monday landing in the middle of the month, it’s easy to blame the calendar. But if that dread has been building for a while, it might not be the day at all. It might be the realisation that you’ve fallen out of love with your job. Is Blue Monday real? Blue Monday is often described as the most depressing day of the year, usually falling in mid-to-late January. It isn’t officially backed by science, but it’s become a cultural shorthand for something many people genuinely experience: low motivation and mood, and a sense that work is harder to face than usual. And that’s the important part. Regardless if the label is real or not, the feelings can be. If you’ve been feeling like that lately, it’s worth asking a slightly different question: is it Blue Monday, or have you fallen out of love with your job? Dealing with Sunday scaries (and why they’re worth paying attention to) Not every Monday needs to feel exciting. But when the thought of the week ahead leaves you with the Sunday scaries and consistently brings tension or unease, it’s worth paying attention to what that feeling is trying to tell you. It can look like: Your mood dipping halfway through Sunday A tight chest feeling when you think about your inbox Being snappy, restless, or distracted at home Struggling to sleep because your brain won’t switch off Feeling like you’re already behind before the week has started The Sunday scaries aren’t always a sign you need to quit your job, and experiencing any of these doesn’t mean something is “wrong” with you. It means something in your working life may need attention. Recognising that is often the first step towards positive change. How to know when you need a new job If January has made you feel a little more flat than usual, it can be difficult to tell what’s temporary and what’s deeper. But there are some clear signs that go beyond a rough start to the year. Signs that it might be time to take your feelings seriously. Wanting change doesn’t mean you’re ungrateful or impatient. Often, it means you’ve outgrown something that once fit. 1) You’re tired in a way sleep doesn’t fix If you’re constantly drained, even after rest, it can be a sign your job is taking more energy than it gives back. 2) Your confidence has taken a hit You second-guess yourself more. You feel behind and that you’re “not as good as you used to be.” That’s often less about your ability and more about the environment you’re in. 3) You’re bored, stuck, or quietly disengaged Not every job needs to feel exciting every day, but if you’re no longer learning and growing or being challenged, it can start to feel pointless. 4) You’re always waiting for things to improve You’re holding out for a restructure, a new manager, a calmer workload, a better quarter. But months pass and nothing really changes. 5) You’re doing the work, but you don’t care anymore This one is easy to miss because you can still be performing well. But when you’ve emotionally checked out, it’s hard to stay in a role long-term without it affecting your wellbeing. 6) You feel like you’re shrinking to fit the job Your spark has gone, you’re quieter than you used to be, and you feel less confident and energised. Less “you”. That’s a signal, not a personality change. 7) You dread specific parts of the week (and it’s predictable) If your anxiety spikes before certain meetings, certain people, or certain days, it’s worth asking why. 8) You can’t picture yourself there in a year This is one of the clearest indicators. If thinking about staying fills you with dread or resignation, it’s often a sign that you already know more than you’re giving yourself credit for. If you’re nodding along, you might already have your answer to “how do I know if I need a new job?” Often, it’s when staying feels heavier than leaving. Should you try to fix your current job or is it time to move on? This is where people tend to get stuck. Because leaving isn’t always the answer. But staying and hoping things improve without changing anything rarely works either. A good way to look at it is this: if the job is fixable, the problem is usually specific, and there’s a realistic path to making it better. It might be a temporary rough patch if: A workload issue that can be reset (not just “this is how it is here”) A role that can be reshaped with clearer priorities A manager who listens and actually follows through A company that invests in your development A culture that’s generally healthy, even if you’re in a difficult season In other words, you still have influence. If you can make a few changes and feel noticeably better within a month or two, that’s a sign it may be worth trying to fix first. If it’s time to move on, the issue is usually structural. Better habits, increased resilience, or a longer weekend won't solve the problem. How do you know when it’s time to change jobs? If the issues are consistent and outside your control or affecting your wellbeing, it’s usually a sign it’s time to move on. You’ve raised concerns before and nothing changes The culture drains you, even when you’re performing well You don’t feel valued, trusted, or supported The expectations are unclear or constantly shifting Your growth has stalled and there’s no path forward You’re spending more time managing stress than doing meaningful work You don’t need your job to be perfect, but you do need it to be sustainable. Ask yourself: “Repairable” vs “Repeatable” – is this a one-off situation I can repair, or a repeating pattern I keep having to tolerate? What to do if you’re not ready to quit (but you know something needs to change)? Not everyone reading this is ready to hand in their notice, and that’s okay. Sometimes the first step isn’t leaving. It's getting clearer what your options are and what's going to be best for you in the long run. Here’s a simple way to approach this: 1) Pinpoint what’s actually causing the dread Is it the work itself? Is it the pace and pressure at work? A lack of career progression? Is leadership lacking or you need more support? Does the team dynamic need improvement? Are you feeling undervalued or underpaid? 2) Decide what “better” would look like Are you needing more flexibility? Are you seeking a clearer path? Better management? Or a different kind of role entirely? This matters because it helps to switch your mindset from feeling hopeless to moving towards something. Sometimes clarity comes from learning what else exists. Exploring how different industries work, or how skills transfer across sectors like rail, nuclear, or utilities, can help you understand what “better” might look like for you. 3) Try one change inside your current job That could be: A conversation about expectations A reset on workload and priorities Asking for development or progression planning Changing projects or responsibilities Setting firmer boundaries If you try to fix it and things genuinely improve, great. If you try to fix it and nothing changes, you've also learnt something valuable. You don’t have to stay stuck If Blue Monday has made you stop and think, that’s not a bad thing. Sometimes it’s the moment you realise you’ve been pushing through longer than you should. Whether you decide to improve things where you are or start exploring something new, the important part is knowing you have options, and you don’t have to figure it out on your own. If you’re starting to think about what else might be out there, it can help to understand how hiring works today. Especially if it’s been a while since you last looked. Knowing how CV screening works can remove a lot of unnecessary anxiety before you even take the first step.

By Rullion on 19 January 2026