Last month, I had the opportunity to attend the CEWD Workforce Development Conference, where leaders across the energy ecosystem gathered to discuss the industry’s most pressing workforce challenges. What I heard reinforced a single message: The industry is entering a once-in-a-generation period of transformation, and workplace culture will determine who keeps the talent required to deliver on the future of energy.
Eva Knee (Associate Director, Seramount), Katie Oertli Mooney (Managing Director, Seramount), and Farah Mohiuddin (Senior Strategic Leader, Seramount- Forage)
Numerous factors are contributing to this need for a focus on culture. These three factors stuck out to me: Energy demand is rising, AI is reshaping work, and the talent needed to meet these ambitions is in short supply. These interconnected shifts mean that retention now matters as much as recruitment. With the goal of future-proofing teams and organizations, culture is the mechanism that energy leaders can leverage to strengthen employee engagement, innovation, and collaboration.
This blog outlines reflections and insights from the conference and why Seramount stands ready to help energy organizations design resilient cultures that can successfully navigate the current and upcoming workforce challenges.
The Energy Industry’s Workforce Crisis
Across multiple conference sessions, including a panel of four CEOs, leaders emphasized that the sector is in a “workforce renaissance.” Investment in the sector is growing, and with it innovation is accelerating to meet the moment.
However, this renaissance is threatened by workforce instability. Leaders warned candidly, “We can’t afford to lose talent.”And the CEWD data shows us exactly that.
Energy employers are expected to hire 32 million people between 2025 and 2035— 15 million replacement workers and 17 million new workers.
Seventy-six percent of energy and utilities employers are experiencing talent and skill gaps in their current workforce due to the rapid evolution occurring within the sector in response to changing needs.
Over 75% of organizations have difficulty recruiting for full-time positions, and nearly 50% have had difficulties retaining full-time employees in the past12 months.
Throughout the conference, we learned that energy’s challenges are being shaped by several forces:
1. Aging Workforce
The energy sector is facing a demographic cliff. A significant portion of today’s workforce is expected to retire within the next 10 years, taking with them institutional knowledge that cannot be quickly replicated. At the same time, the population entering the workforce is smaller than the population exiting it, revealing more than ever the value of retention and knowledge transfer. Accordingly, organizations must recognize that retention, upskilling, and cross-generational knowledge capture are urgent strategic imperatives.
Leaders at the CEWD conference emphasized that workplace culture, especially one grounded in belonging, stability, and purpose, is what keeps experienced workers engaged long enough to support the next generation. By strengthening connections between veteran workers and early-career talent, organizations can protect critical knowledge and stabilize workforce transitions.
Actionable Steps to Combat the Demographic Cliff
Build structured knowledge-transfer programs where experienced workers mentor newer employees through defined rotational experiences.
Conduct a retention risk assessment to identify roles or teams most vulnerable to retirement-driven turnover.
Create “encore career” pathways that allow late-career employees to shift into coaching, training, or advisory roles.
2. Shifting Talent Pipelines and Growing Skill Gaps
Talent pipelines aren’t disappearing, but they are shifting. There are two major contributing factors: First, young workers are not rejecting energy careers; rather, they simply aren’t exposed to energy careers early enough to understand that energy offers more than just a job. Second, the existing workforce is lacking skills that have been introduced—or demanded—by new technology and evolving operational systems.
In response, organizations need to engage talent earlier and more creatively. At the CEWD conference, several leaders highlighted the importance of high school partnerships, hands-on learning, and compelling mobility stories. Effective pipelines also come from nontraditional sources such as military transition programs, second-chance hiring initiatives, and partnerships with community-based organizations. These novel approaches to inclusive talent development can unlock skilled workers who have historically been overlooked.
Actionable Steps to Prepare the Talent Pipeline
Build early-career exposure programs with local high schools, dual-enrollment programs, and community colleges focused on energy pathways.
Expand recruiting partnerships with military bases, workforce reentry programs, and community-based organizations to reach overlooked talent pools.
Develop clear, visible skill pathways that show workers how to advance from entry-level roles into technical specialist or leadership positions.
3. Digital Transformation and AI Readiness
Digital tools and AI are reshaping the nature of work across the industry. From predictive maintenance to connected field technologies, workers are being asked to adopt new systems at unprecedented speed. Without transparency and training, these shifts can create uncertainty, especially among frontline teams and supervisors who must explain the changes to their crews.
Organizations must build a workforce culture that is confident, digitally literate, and flexible. Leaders at the conference emphasized that frontline leaders play a critical role in demystifying AI and supporting skill-building. When employers offer transparency about why technology is changing and how employees can grow with it, their employees can stay engaged rather than becoming fearful.
Actionable Steps to Address Digital Transformation and Readiness
Map the roles most affected by AI and communicate upcoming technological developments early and clearly.
Launch a “Digital Essentials” learning pathway that builds confidence in new tools, data systems, and AI-enabled workflows.
Train frontline leaders to support skill development, and guide teams through digital change.
Looking Ahead: Culture Is Your Most Scalable Advantage
After spending time at CEWD, I have no doubt that we are seeing a renaissance moment for the energy sector, and most companies will likely find themselves at a strategic crossroad. Seramount’s research has found that organizations that invest in people, i.e., workplace culture, with the same zeal and commitment with which they invest in technology will be able to meet the moment much more competitively than those who see culture as an afterthought.
Culture is not soft. Culture is not secondary. Particularly now, culture will be the foundation of retention and long-term competitiveness in the energy sector. As competition across the sector increases to meet new demands, the organizations that build strong, inclusive cultures today will be the ones that lead the future of energy.
Partner with Seramount to Build a Culture That Attracts and Retains Top Talent
Seramount supports energy organizations in building cultures that strengthen belonging, readiness, and performance. We help leaders:
Diagnose cultural strengths and gaps for the organization.
Support frontline leader development and engagement to shape and advocate for culture.
Share best practices from peers within and outside of the industry.
If your organization is preparing for growth, digital transformation, or workforce transition, Seramount can help build the culture your strategy requires. Reach out to talk to one of our experts!
Eva is an Associate Director of Partner Development, responsible for helping new partner organizations unlock the value of Seramount’s DEI research and apply it to drive success within their organizations. She brings extensive experience in ERG leadership, DEI curriculum development and facilitation, and team culture building within large, matrixed organizations.
Eva is an Associate Director of Partner Development, responsible for helping new partner organizations unlock the value of Seramount’s DEI research and apply it to drive success within their organizations. She brings extensive experience in ERG leadership, DEI curriculum development and facilitation, and team culture building within large, matrixed organizations.
Before joining Seramount, Eva worked with pharmaceutical and medical device companies to address strategic issues such as health equity, AI in healthcare, leadership adaptiveness, and policy implications. She supported this work through consultative relationships and data-driven research.
Outside of work, Eva enjoys traveling—most recently exploring the beauty and traditions of Sri Lanka. She is also an avid supporter of the NY film scene, actively involved in Brooklyn’s cat fostering community, and the proud caretaker of her (too) many plants.
