Germany’s power-infrastructure programme is moving into a more resource-intensive delivery phase. By the end of 2025, approval procedures had been completed, or were no longer required, for approximately 4,700 kilometres of electricity lines. The legally defined expansion requirement covers around 16,800 kilometres in total.
This shift increases demand not only for planning and engineering capacity, but also for construction management, project controls, quality assurance, commissioning and operational handover specialists.
However, these skills are not available at short notice in unlimited numbers. Germany’s latest VDI/IW Engineering Monitor recorded particularly pronounced shortages in civil engineering and energy and electrical engineering occupations.
Organisations intending to deliver major milestones in 2027 should therefore begin workforce planning before individual vacancies receive final approval.
Why should workforce planning for 2027 begin now?
Experienced specialists are frequently committed to long-term programmes and will only move when the technical scope, location, remuneration and project conditions are right. Starting early creates time to test the market, refine requirements and approach potential candidates before several infrastructure projects begin competing for the same limited skills.
Large infrastructure programmes do not generate a consistent level of demand. Permitting and design require different capabilities from construction, commissioning and operational handover.
An early workforce plan should establish:
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when each role will be required,
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how long the requirement is likely to continue,
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which skills already exist internally,
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where additional capacity must be introduced,
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which roles will be most difficult to recruit,
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which engagement model is appropriate.
This reduces the risk of launching a search only weeks before the required start date.
How can a project programme be converted into a workforce plan?
Workforce planning should work backwards from confirmed project milestones. For every delivery phase, organisations should identify the work packages, competencies, team size and recruitment lead time required. Internal capacity, existing partners and external hiring needs can then be compared, turning the technical schedule into a practical and prioritised talent roadmap.
The starting point should be the programme, rather than a collection of job titles. Which permits, designs, procurement packages, construction sections, tests and handovers must be completed—and by when?
For every work package, project leaders should ask:
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What outcome must be delivered?
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Which technical competencies are required?
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When must the person be fully operational?
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How closely will the person be integrated into the organisation?
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Is the capability needed for one phase or over the long term?
These answers inform both the recruitment timetable and the appropriate employment or service model.
Which specialists need to be secured before construction begins?
Early critical roles include permitting managers, route and cable designers, primary and secondary design engineers, protection and control specialists, and civil and structural engineers. Without sufficient capacity in these areas, design decisions, tender documentation and technical approvals can stall, creating additional delay and cost during later delivery phases.
Planning and engineering decisions establish the technical foundations for delivery. Capacity gaps at this stage are frequently difficult to correct once procurement and construction have started.
Priority roles can include:
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Grid Planning Engineers,
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Primary and Secondary Design Engineers,
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Protection and Control Engineers,
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Cable and Overhead Line Engineers,
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Civil and Structural Engineers,
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Permitting and Environmental Specialists,
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Contract and Commercial Managers,
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Project Controls Managers,
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Planners, Schedulers and Cost Controllers.
A talent map should also cover dependencies, succession and the continuity required between different phases.
Which roles become critical during construction?
As projects move into construction, demand shifts towards experienced construction managers, site managers, supervisors and HSE and QA/QC specialists. These professionals connect technical requirements, contractors and site delivery. Insufficient leadership capacity on site can simultaneously affect the schedule, safety, quality, documentation and coordination between multiple delivery partners.
Workforce requirements can rise rapidly when several sites or construction packages start in parallel.
Typical requirements include:
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Overhead Line Construction Managers,
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Cable and Civil Works Construction Managers,
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Substation Construction Managers,
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Construction and Site Managers,
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Installation Managers,
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Construction Supervisors,
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HSE Managers,
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QA/QC Managers,
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logistics and interface coordinators.
Technical experience is only part of the candidate profile. Location, mobility, language requirements, site conditions, project duration and familiarity with German delivery standards can significantly narrow the available market.
Why should commissioning be planned during the construction phase?
Commissioning professionals are often considered only towards the end of a project, despite their value in defining test plans, documentation requirements and technical interfaces. Engaging commissioning managers, test engineers and protection and control specialists earlier can reduce rework, incomplete records and avoidable delays during acceptance and operational handover.
Commissioning is not an isolated final activity. Its conditions are created throughout engineering, procurement and construction.
The workforce plan should therefore determine when the programme will need:
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Commissioning Managers,
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Commissioning Engineers,
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testing and acceptance engineers,
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Protection and Control Engineers,
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SCADA and substation-automation specialists,
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documentation and quality managers,
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warranty and O&M professionals.
Where possible, key specialists should remain involved across the transition from construction to testing and operation. This protects project knowledge and creates clearer accountability.
Which hiring model fits each project phase?
Permanent recruitment supports long-term organisational capability. Licensed labour leasing can provide integrated project capacity for a defined period. Freelance specialists may be appropriate for genuinely independent and clearly specified deliverables. The correct model depends on the actual scope, management structure, duration and working arrangements—not simply the desired level of flexibility.
Permanent recruitment is appropriate when the organisation needs to retain technical expertise, leadership responsibility and stakeholder knowledge over the longer term.
Licensed labour leasing through AÜG/ANÜ can provide employed specialists for assignments requiring integration into the client’s project organisation and corresponding direction and supervision.
Freelance support may suit clearly defined work packages delivered independently. The written scope and the way the assignment operates in practice must be consistent.
A blended workforce model can combine long-term capability building with additional capacity during peak delivery periods.
How can organisations secure the scarcest skills for 2027?
Organisations should prioritise critical roles, map the relevant talent markets and engage potential candidates before a live vacancy arises. Transparent remuneration, realistic requirements, credible project information and an efficient selection process improve conversion. A talent pipeline only remains valuable when candidates receive updates and internal decisions are made at the required pace.
Experienced specialists assess more than salary. Their decision can depend on:
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programme duration and funding status,
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technical scope and responsibility,
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location and travel expectations,
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the quality of project leadership,
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speed of decision-making,
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contractual conditions,
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opportunities beyond the immediate project phase.
Employers must therefore establish what they can credibly offer. Unclear information and extended approval processes allow competing projects to secure candidates first.
How can RIZE support power-infrastructure workforce planning?
RIZE combines specialist market knowledge, proactive talent mapping, direct candidate engagement and flexible workforce solutions. We assess the project phase, location, technical competencies, delivery schedule and required organisational integration. This creates a recruitment strategy aligned with the wider project programme rather than an isolated response to individual vacancies.
We support network operators, engineering companies, general contractors, manufacturers and project partners with:
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early workforce and capacity planning,
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identifying critical roles and skills gaps,
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mapping regional and international talent markets,
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approaching active and passive specialists,
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advising on availability and remuneration,
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selecting appropriate workforce models,
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coordinating recruitment across multiple phases or sites.
Workforce planning for 2027 starts with one practical question: which project milestones will be at risk if the required specialists are not available on time?
Explore RIZE’s Power Infrastructure recruitment solutions
Planning delivery for 2027? Speak to RIZE about a dedicated workforce-planning session.
