Closing the Skills Gap: Strategies to address the shortage of skilled engineers
With a new government in, there's a golden opportunity to rethink and replan for the long-term future. A major priority should be crafting a workforce strategy that ensures the UK can effectively address its infrastructure, digitalisation, and decarbonisation goals.
From now until 2030, engineering and technology roles are projected to expand across all UK regions at a faster rate than any other job sector. These skills are essential not only for creative digital industries and big data but also for advanced manufacturing and transport.
Need for Growth in 'Green' Engineering Positions
The need for growth in 'green' engineering positions cannot be underestimated. Last year, the Climate Change Committee estimated that the transition to net zero would require up to 725,000 new roles. This includes specific figures like 100,000 jobs in onshore and offshore wind and 50,000 positions for heat pumps.
The challenge is already apparent. Engineering and technology roles make up 19% of the UK workforce, yet account for 25% of job advertisements. Businesses are struggling to fill these vacancies, highlighting a significant skills gap that needs urgent attention.
The pressure on the engineering sector is visible. In response, numerous government and industry task forces have emerged. While these groups address various aspects of the skills shortage, their efforts have been somewhat fragmented, with overlapping solutions and inconsistent approaches.
Addressing the Issue Through Strategy
To effectively address this issue, a cohesive and strategic approach is necessary. The government must take the first 100 days in office to step back and develop a comprehensive National Engineering & Technology Workforce Strategy. This strategy should promote collaboration across departments, be rooted in long-term industrial planning, and include sustainable funding from the Treasury. It must also align with Home Office immigration policies and work closely with the Department for Education.
This strategy should be centrally managed, potentially by the Cabinet Office or Treasury, to streamline the work of existing taskforces, prioritise efforts, and foster collaboration across various departments. This unified approach would help eliminate inefficiencies and prevent different sectors from competing for the same talent.
The strategy should also underpin a robust STEM education and skills plan. This plan needs to focus on increasing and sustaining apprenticeships, particularly for young people, committing to T Levels, providing comprehensive career advice for all students, and addressing the shortage of STEM teachers. Restoring funding for science professional development (CPD) would also be a key step, as it has been shown to improve teacher retention and recruitment.
Attracting New Talent to the Engineering Industry
A recent study by The Engineering Construction Industry Training Board forecasts that by 2026, 91,000 engineers, nearly 20% of the current UK engineering workforce, will retire, along with 29,000 technicians, or 18% of the technician workforce. The impending retirement of these experienced professionals underscores the urgent need to prepare the next generation of engineers.
The current approach to recruitment and training must shift to ensure that new engineers can benefit from the wisdom and experience of their predecessors. Apprenticeships, while not an immediate fix, are a long-term solution to the skills shortage. These programs, which can last up to 42 months, provide new engineers with invaluable hands-on experience and knowledge transfer from seasoned professionals.
Businesses need to plan to ensure their apprenticeship schemes are in place well before they face staffing gaps. This foresight will help in training apprentices effectively and ensuring they are ready to step into roles as experienced engineers retire.
In a rapidly evolving technological landscape, the demand for skilled engineers is ever-increasing. Establishing a continuous pipeline of new talent is crucial for maintaining a steady flow of skilled professionals into the sector. Apprenticeships offer a practical solution by creating a pattern of recruitment that consistently introduces new, local talent into the workforce.
Starting apprentices at an entry-level is cost-effective for businesses, as their wages grow with their skills and productivity. However, in regions with high living costs, like Oxfordshire, relocating skilled engineers can be challenging. Developing a long-term strategy to cultivate local talent through apprenticeships can help address this issue and build a sustainable workforce.
Promoting STEM Careers
Now is the time for the engineering sector to act. Significant progress has been made in promoting STEM careers and attracting young talent to engineering. With current government incentives, such as up to £3,000 for new apprentices, there has never been a better moment to start building a pipeline of skilled engineers.
Take a moment to assess your workforce and anticipate potential skills shortages by 2026. If your business is likely to face a gap, it's crucial to start planning now. By investing in apprenticeships and developing a strategic workforce plan, you can safeguard against future shortages and ensure a steady flow of skilled, talented staff.
Addressing the Skills Shortage
To bridge the engineering skills gap, we must adopt a strategic, long-term approach. The new government should implement a National Engineering & Technology Workforce Strategy, promoting collaboration and sustainable planning. Enhancing STEM education, expanding apprenticeships, and addressing STEM teacher shortages are vital steps.
With significant retirements looming, leveraging experienced engineers to mentor the next generation is crucial. Apprenticeships offer a sustainable solution by creating a steady talent pipeline. By acting now and investing in these strategies, we can ensure the engineering sector meets future demands and continues to drive growth and innovation.
In summary, addressing the skills gap in engineering requires a strategic, long-term approach. By developing a cohesive National Engineering & Technology Workforce Strategy, enhancing STEM education, and building a robust pipeline of apprentices, we can tackle the shortage of skilled engineers and drive growth across the sector. The time to act is now, and with the right strategies in place, we can bridge the skills gap and secure a prosperous future for the engineering profession.
The time to act is now. Get in touch with us today for more information and support in addressing the skills shortage.
Discover how strategic workforce planning supports successful rail electrification projects. Deploy provides compliant E&P, safety critical and SSOW specialists to keep rail infrastructure programmes moving.
The infrastructure and manufacturing sectors are entering a new operational era, one defined not only by physical engineering expertise but by digital capability. Technologies such as Building Information Modelling (BIM), Internet of Things (IoT) sensors, automation systems, artificial intelligence, and data analytics are transforming how projects are designed, delivered, and maintained. For hiring managers, this transformation presents both an opportunity and a challenge. While digital innovation is increasing efficiency and enabling smarter infrastructure systems, it is also exposing a widening digital skills gap in engineering. Organisations are discovering that traditional engineering experience alone is no longer enough to meet modern project demands. As infrastructure projects become smarter and manufacturing environments more automated, businesses must rethink how they approach Industry 4.0 hiring, workforce development, and technical recruitment. The Digital Transformation of Infrastructure and Manufacturing Across infrastructure and manufacturing environments, companies are implementing technologies that enhance visibility, automation, and predictive maintenance. These innovations allow teams to reduce downtime, optimise operations, and make more informed decisions using real-time data. In infrastructure development, BIM platforms allow engineers and architects to collaborate within shared digital models, improving project coordination and reducing costly design conflicts. Meanwhile, IoT-enabled sensors monitor structural health, track asset performance, and enable predictive maintenance strategies. Manufacturing environments are equally transformed. Automation systems, robotics, and advanced analytics now drive productivity in modern factories. The integration of digital tools into production environments has created what many refer to as smart manufacturing, a cornerstone of the broader Industry 4.0 movement. However, while the technology exists, the workforce capable of implementing and managing these systems is still catching up. Understanding the Digital Skills Gap in Engineering The digital skills gap in engineering refers to the shortage of professionals who can combine traditional engineering knowledge with digital competencies. Many experienced engineers built their careers around mechanical systems, civil structures, or electrical infrastructure. While their expertise remains invaluable, modern projects increasingly require professionals who also understand: Digital modelling platforms Data analysis and visualisation Smart asset monitoring systems Automation and control technologies Cybersecurity considerations for connected infrastructure This shift means organisations are no longer hiring purely for engineering knowledge; they are seeking hybrid professionals who can operate comfortably in both physical and digital environments. The gap is particularly visible in sectors such as rail infrastructure, energy networks, advanced manufacturing, and urban infrastructure development. Why Traditional Engineers Now Need Digital Fluency The evolution of infrastructure and manufacturing has fundamentally changed how engineering teams operate. Where engineers once relied heavily on physical drawings, manual reporting, and reactive maintenance strategies, modern environments rely on integrated digital systems that provide continuous insights into project performance. Digital fluency enables engineers to: Interpret and manage BIM models during design and construction phases Analyse asset data to predict maintenance needs Integrate IoT systems into infrastructure networks Work collaboratively across cloud-based platforms Improve operational efficiency through automation tools Without digital capability, engineers may struggle to contribute effectively to modern projects that rely heavily on data-driven decision-making. Professionals who can combine both skill sets are becoming some of the most valuable assets within infrastructure and manufacturing organisations. Where Infrastructure and Manufacturing Hiring Processes Often Fail Despite recognising the importance of digital capability, many organisations struggle to recruit effectively in this evolving landscape. One common mistake is relying on outdated job descriptions that focus solely on traditional engineering skills while overlooking digital competencies. For example, a role requiring BIM coordination, data analysis, or automation oversight may still be advertised using language designed for purely mechanical or civil engineering positions. This misalignment discourages digitally skilled candidates who expect to see their expertise reflected in the role description. Another common issue is rigid hiring criteria. Many companies look for candidates with extensive experience across all required digital platforms. However, given the rapid pace of technological change, such professionals are rare. Employers who insist on perfect matches may leave critical positions unfilled for extended periods. Updating Job Specifications for a Digital Workforce To successfully recruit within digitally evolving industries, hiring managers must modernise their hiring approach. Job descriptions should clearly reflect the digital aspects of the role, highlighting expectations for data-driven decision-making, system integration, and collaboration on digital platforms. Employers should also prioritise learning agility when evaluating candidates. Professionals who demonstrate adaptability and a willingness to develop new digital skills often outperform candidates with narrow technical experience but limited flexibility. Updating hiring criteria to recognise transferable digital capabilities can significantly expand the available talent pool. The Strategic Role of Specialist Recruitment Given the complexity of digital transformation, companies increasingly rely on specialist recruitment partners to identify professionals who combine engineering depth with digital fluency. Specialist recruiters understand the evolving nature of technical roles and can evaluate candidates based on both traditional competencies and emerging digital capabilities. This is where Deploy brings significant value. Deploy works closely with infrastructure and manufacturing organisations to identify talent capable of supporting digital transformation initiatives. Our recruitment approach evaluates not only technical experience but also adaptability, digital literacy, and long-term growth potential. By aligning talent acquisition with industry trends, Deploy helps organisations build teams capable of navigating both physical engineering challenges and digital innovation. Final Takeaway: Building the Workforce for a Digital Future The digital transformation of infrastructure and manufacturing is accelerating rapidly. Technologies such as BIM, IoT systems, automation platforms, and data analytics are reshaping how projects are delivered and how operations are managed. For organisations across these sectors, bridging the digital skills gap in engineering is now a strategic priority. Success will depend on three key actions: Recognising the importance of digital fluency alongside traditional engineering expertise Updating hiring strategies to reflect Industry 4.0 workforce needs Investing in both recruitment and upskilling to develop digitally capable teams Companies that adapt quickly will build the smart infrastructure workforce needed to compete in a connected, data-driven world. Deploy remains at the forefront of this transformation, helping infrastructure and manufacturing organisations secure the technical talent required to deliver modern projects and support the industries of tomorrow.
The energy and power sector is undergoing one of the most significant transformations in its history. Decarbonisation targets, renewable energy expansion, grid modernisation, energy storage innovation, and digital asset management are reshaping how projects are delivered and how teams are built. Against this backdrop, one challenge continues to dominate boardroom conversations: how to recruit technical talent in power fast enough to meet demand, without increasing risk. Traditional hiring models, which prioritise candidates who meet 100% of the job specification, are proving unsustainable. Roles remain open for months. Projects stall. Contractor costs rise. Internal teams are stretched thin. Forward-thinking organisations are now applying a more strategic approach: the 70–30 hiring rule. In the energy sector, this framework offers a practical solution to a complex problem: hire professionals who meet approximately 70% of the role’s requirements and develop the remaining 30% through structured onboarding, mentoring, and upskilling. The result? A more agile, future-ready workforce built for long-term success. Why Energy & Power Hiring Has Become More Complex The demand for skilled engineers and technical specialists in energy generation, transmission, renewables, and grid systems continues to accelerate. Several factors are intensifying pressure: Rapid renewable energy deployment Electrification of transport and industry Smart grid implementation Ageing infrastructure requiring upgrades Regulatory and compliance expansion Digital transformation of energy assets At the same time, the available talent pool is constrained. Experienced professionals are in high demand across oil & gas, renewables, utilities, battery storage, hydrogen, and power transmission projects. Hiring managers face a critical tension: Wait for the “perfect” candidate, or secure high-potential talent and invest in development? The 70–30 hiring rule provides a structured answer. What Is the 70–30 Hiring Rule? The 70–30 hiring rule is straightforward: Recruit candidates who meet 70% of the essential technical and experiential requirements. Develop the remaining 30% through onboarding, training, and real-world project exposure. This approach is particularly effective in sectors undergoing technological change, like energy and power, where new systems and digital tools evolve faster than formal training pathways. Instead of waiting for a fully formed specialist in every emerging technology, organisations prioritise: Core engineering competence Problem-solving capability Learning agility Cultural alignment Technical gaps can be addressed through structured workforce development in energy programmes. The Risk of Strict Hiring Criteria in Energy Projects Energy projects operate on tight timelines and capital-intensive frameworks. Delays in hiring directly impact: Construction schedules Grid connection milestones Commissioning deadlines Regulatory compliance Financial performance When hiring managers insist on candidates who tick every single box, the recruitment cycle lengthens. Meanwhile, internal teams absorb additional workload, increasing burnout risk and error exposure. In sectors such as renewable energy deployment or grid modernisation, waiting for “perfect” hires can mean missing strategic delivery windows. Strict criteria may reduce perceived hiring risk, but they often increase operational risk. Building an Effective Energy & Power Onboarding Strategy Hiring for potential only succeeds if onboarding is intentional. An effective energy and power onboarding strategy should include: 1. Structured Technical Development Plans Clear learning objectives tied to project requirements, including exposure to relevant software, compliance standards, and operational processes. 2. Mentorship Pairing Pairing new hires with experienced engineers accelerates integration and reduces learning curves. 3. Cross-Disciplinary Exposure Energy projects often involve civil, electrical, mechanical, and digital teams. Early cross-team exposure improves systems understanding. 4. Compliance and Safety Immersion Safety-critical environments demand immediate clarity on procedures, reporting structures, and regulatory expectations. 5. Milestone-Based Performance Reviews Check-ins during the first 30, 60, and 90 days ensure development progress remains aligned with project delivery needs. Onboarding transforms hiring for potential into hiring for performance. Upskilling Energy Professionals for Long-Term Agility Workforce development in energy is no longer optional. It is a competitive necessity. Upskilling energy professionals should focus on: Digital asset management systems Smart grid technologies Renewable integration frameworks Energy storage systems Data analytics in operations ESG reporting requirements Investing in upskilling ensures your workforce evolves alongside industry transformation. Companies that treat development as a strategic priority will outperform those that rely solely on recruitment to fill skill gaps. Assessing High-Potential Talent Effectively Not every candidate suited to a 70–30 framework will advertise themselves as “ready to grow". Identifying high-potential professionals requires deeper evaluation. Look for evidence of: Career progression through varied roles Successful adaptation to new systems Cross-sector mobility Examples of solving unfamiliar technical problems Positive peer collaboration feedback Deploy assesses candidates beyond their CVs. We evaluate digital literacy, behavioural adaptability, and long-term progression potential. In an evolving energy landscape, these qualities often predict future success more accurately than static experience lists. Addressing Leadership Roles with the 70–30 Model The 70–30 rule applies not only to technical specialists but also to emerging leaders. Energy projects require project managers, technical leads, and programme directors who can: Manage multi-disciplinary teams Balance regulatory oversight Navigate stakeholder pressure Deliver under commercial constraints Leadership development can also follow a structured pathway. A technically strong engineer with high emotional intelligence may not yet have managed a full project portfolio, but with mentoring and exposure, they can step into that responsibility. Recruiting for leadership potential ensures continuity within your organisation. Deploy’s Approach to Recruiting High-Potential Energy Talent Deploy specialises in identifying professionals who combine proven engineering fundamentals with growth capacity. We understand that recruiting technical talent in power requires: Sector-specific knowledge Awareness of emerging technologies Insight into regulatory pressures Evaluation of behavioural adaptability Our assessment framework considers: Technical depth Learning agility Digital fluency Cultural compatibility Long-term progression potential We help clients hire not just for today’s deliverables but for tomorrow’s transformation. Final Takeaway: Capability Today, Capacity for Tomorrow The energy and power sector cannot afford prolonged vacancies or rigid hiring frameworks that stall progress. The 70–30 hiring rule offers a pragmatic solution: Secure strong foundational expertise. Invest in targeted development. Prioritise adaptability. Build a workforce ready for technological change. Hiring potential energy-sector talent is not about compromise; it is about strategy. In a landscape defined by innovation and transition, organisations that balance immediate capability with long-term growth will lead the market. Deploy partners with energy and power organisations to make that balance achievable, ensuring every hire strengthens delivery today while preparing for the demands of tomorrow.