Pain points for energy sector employers: talent, transition and the road ahead

The global energy sector is undergoing one of the most layered transitions in its history. From decarbonisation pressures and rapid technological change to geopolitical uncertainty and evolving workforce expectations, employers are faced with multiple challenges at once.

While, for employers in the energy sector, the current scope of opportunity is enormous, understanding the accompanying obstacles is the first step to building resilient organisations that can remain competitive in a rapidly evolving sector.

Talent shortages in a transforming industry

One of the most pressing pain points for energy employers is the widening skills gap. In the UK alone, approximately 200,000 new workers will be required by 2030 to meet the demands of the green economy. Meanwhile, South America faces a critical green tech skills gap, lacking the workforce needed to match the fact that 60% of its energy comes from clean, low‑carbon sources, rather than fossil fuels.

A key location encapsulating this transition, and subsequently tackling the resulting challenges, is Colombia, which is positioning itself as a regional leader in renewables and clean hydrogen, and becoming a key player on the international stage, hosting events like the World Hydrogen Summit in Bogotá.

Colombia’s Hydrogen Roadmap targets 1 to 3 GW of electrolysis capacity. However, employers are noting a lack of local engineers equipped with the necessary hands-on, megawatt-scale experience in project design, electrolyzer integration, and large-scale solar and wind operations.

As the sector moves from fossil fuels toward renewables, there is serious competition for professionals such as engineers with hydrogen, electrolysis, and carbon capture expertise; data scientists and digital specialists for smart grids and energy optimisation; and project managers who understand both conventional and renewable energy systems.

Workforce transition and reskilling legacy talent

Another major pain point is managing the human side of the energy transition. Many organisations still rely on experienced professionals from fossil fuel industries, whose expertise remains vital but may not neatly transfer into renewables or hydrogen roles.

For employers, the challenge lies in reskilling existing staff without disrupting operations. They also need to resist the loss of institutional knowledge through redundancies or early retirements. Plus, there can often be an element of cultural resistance to new technologies that must be overcome.

In markets like Colombia, where oil, gas, and coal have historically contributed significantly to employment and exports - still comprising about 35%–45% of total exports - this transition must be handled carefully. If an organisation fails to bring their workforce along, it risks not only skills gaps but also damaging its reputation as a supportive, engaged employer.

Regulatory uncertainty and policy alignment

Policy volatility is another major pain point. Energy employers’ hiring strategies and workforce planning are shaped by the impacts of changing regulations, government incentives, and permitting processes. As energy policies change, so do priorities, timelines and skills requirements meaning recruitment drives may need to be paused or updated as needs change and competition increases.

For example, Colombia has made strong commitments to renewable energy and green hydrogen, aiming to reduce carbon emissions by 2030 and achieve carbon neutrality by 2050. However, translating ambition into stable, long-term frameworks remains a work in progress and employers must plan for growth while remaining agile enough to adapt to regulatory change.

Global employment services can help organisations navigate regulatory uncertainty by providing the space to hire and expand your workforce expansion in response to shifting policies without long-term legal or financial commitments.

Employer branding in a sector under scrutiny

The energy sector faces unique reputational challenges. While clean energy and hydrogen generate excitement, parts of the industry still contend with public scepticism around environmental and social impact.

This creates a pain point for employers trying to attract younger professionals who are purpose-driven and conscious of values. Many candidates now want to know a prospective employer’s net-zero strategy, and how they fulfil their corporate social responsibilities.

In Colombia, where renewable projects often intersect with rural development and environmental concerns, employer branding must go beyond glossy sustainability statements, and pitch reliability and true, long-term solutions. Companies that fail to articulate a credible, locally grounded persona may struggle to attract top-tier talent.

Leadership gaps in emerging energy technologies

Finally, many organisations are in want of leaders with rounded experience in new energy areas.

A serious shortage of next-generation leaders is threatening the energy sector, with more than $2.6 billion being spent globally to combat workforce deficits.

Hydrogen, for example, sits at the intersection of renewables, industrial processes, infrastructure, and regulation. However, because it is a relatively new technology, there is a lack of expertise at leadership level.

Employers frequently report difficulty finding leaders who can bridge technical, commercial, and policy considerations, while also confidently scaling pilot projects and leading diverse, multidisciplinary teams.

This leadership gap is a critical pain point for the energy sector, particularly for companies expanding into Colombia and the wider Latin American market.

Turning pain points into competitive advantage

In today’s world, energy sector employers face real and multifaceted challenges. However, these pain points are not the challenges facing energy employers are real and multifaceted, but they are not insurmountable. Organisations that invest in workforce planning, reskilling, employer branding, and leadership development will be best positioned to thrive throughout the transition.

Colombia’s growing visibility in the global energy conversation, reinforced by platforms like the World Hydrogen Summit in Bogotá, signals both opportunity and responsibility. For employers, success will depend not just on technology or capital, but on the people and skills driving innovation.

How Mauve Group can help the energy industry

As a global employment solutions provider with 30 years of experience, Mauve’s experts have supported organisations across the spectrum of industry. From manufacturing to medtech, NGOs to education, Mauve Group’s people-focused, tech-supported approach won the company 'HR Tech Provider of the Year' at the 2025 Personnel Today Awards.

Mauve Group’s Employer of Record (EOR) services enable energy companies to overcome skills gaps and workforce challenges by providing fast, compliant access to global and local talent without the need to establish new entities. This flexibility allows organisations to scale teams in line with project demands, bring in specialised expertise in emerging sectors like renewables, and support knowledge transfer alongside existing employees to aid reskilling and workforce transition.

At the same time, EOR solutions help retain valuable institutional knowledge by redeploying staff across roles and regions with minimal disruption. By facilitating ethical, locally grounded hiring and supporting the creation of diverse, purpose-driven teams, Mauve also strengthens employer branding, helping organisations demonstrate genuine social responsibility and attract values-driven talent in a sector under increasing scrutiny.

For energy companies scoping out international opportunities, seeking to fill skills gaps by hiring overseas, or requiring global compliance support, Mauve Group is on hand to help. Contact our team, today.