Closing the Skills Gap: Strategies to address the shortage of skilled engineers

August 12, 2024
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.

Why Technology-Driven Recruitment is Redefining Project Delivery in Infrastructure and Engineering

May 6, 2025
In an industry historically shaped by physical assets, manual processes, and face-to-face operations, the shift towards digital integration across the infrastructure and engineering sectors has been both profound and, at times, disruptive. As we approach the midpoint of 2025, it is increasingly evident that digital transformation is no longer a peripheral initiative or future aspiration; it is the foundational context in which all modern project delivery must be conceived, resourced, and executed. Whether through the adoption of BIM-enabled design workflows, predictive asset management using AI, or the implementation of real-time safety monitoring systems, the integration of digital tools is reshaping what it means to plan, build, and maintain complex infrastructure across rail, power, construction, and manufacturing. This technological acceleration has naturally redefined the skills landscape, prompting organisations not only to rethink how they operate, but also to reassess whom they recruit and how they engage their workforce. In practice, this means that digital literacy is no longer confined to a narrow subset of technical roles; it is becoming a baseline expectation across a wide range of operational, supervisory, and managerial functions. The ability to interpret data, collaborate within cloud-based environments, and adapt to iterative design methodologies is now a prerequisite for remaining competitive in high-value projects, especially those governed by stringent compliance standards and performance metrics. Yet while many project owners and contractors recognise the necessity of digital up-skilling, fewer have succeeded in embedding it within their workforce strategies in a way that is sustainable, inclusive, and aligned with delivery outcomes. Too often, recruitment remains reactive, focused on filling vacancies rather than curating the digital capabilities required for end-to-end execution. This misalignment between strategic goals and recruitment practices can compromise programme timelines, inflate costs, and exacerbate workforce fragmentation. At Deploy, we believe that bridging this gap requires more than access to a database of candidates, it demands a partner that understands both the digital direction of infrastructure and the evolving nature of project workforces. Our recruitment solutions are designed with technology at their core, enabling us to map not only technical competencies but also digital adaptability, compliance readiness, and cultural alignment. Whether placing a cloud-native data engineer on a rail project or sourcing a digitally fluent project manager for a renewable energy scheme, our approach is grounded in strategic foresight and sector-specific understanding. More importantly, we work in partnership with clients to future-proof their teams, helping them anticipate skill transitions, access emerging talent pools, and remain compliant with ever-changing regulatory and technological standards. In doing so, we are not simply placing individuals, we are facilitating transformation across entire project ecosystems. If your organisation is looking to build a digitally capable workforce that can lead in this new era of infrastructure and engineering, speak to Deploy. We are here to help you connect innovation with execution, seamlessly, strategically, and at scale.

Why Culture and Leadership Matter on Infrastructure Projects

April 23, 2025
As infrastructure projects grow in scale, complexity and scrutiny, the technical deliverables, while crucial, are no longer the sole markers of success. Increasingly, industry leaders are recognising that a project's success hinges just as much on its internal culture as it does on design specifications, environmental compliance or budget control. Indeed, from the rail corridors of the North to major utilities upgrades in the South, a quiet revolution is underway: one where leadership, communication and team cohesion are becoming the differentiators between projects that flounder and those that flourish. Culture, often dismissed as intangible, is in fact deeply operational. It shapes how teams respond under pressure, how risk is communicated, and how problems are escalated or solved. On high-pressure infrastructure programmes (particularly those involving multi-tiered contractors, dispersed workforces and politically sensitive deadlines) poor culture can quietly undermine progress, leading to avoidable rework, safety lapses or project drift. In contrast, strong cultures create alignment across disciplines, encourage professional pride, and empower teams to anticipate challenges rather than merely react to them. Leadership plays a critical role in fostering such cultures, yet effective leadership in this context demands more than technical competence or hierarchical authority. It requires emotional intelligence, clarity of purpose, and a collaborative mindset that bridges the divide between frontline delivery and strategic oversight. When leaders take the time to be visible, to listen deeply, and to model behaviours such as accountability and openness, they set a tone that ripples throughout the supply chain. This is especially important on long-duration projects where team turnover is inevitable; a resilient culture ensures continuity even as individuals change. Moreover, in an environment marked by increasing regulatory scrutiny and public expectations, trust (internally and externally) has never been more valuable. Teams that feel heard, supported and fairly treated are more likely to escalate issues early, report near-misses, and remain committed during periods of disruption or change. For clients and contractors alike, investing in leadership development, team-building, and structured feedback loops is not an indulgence; it is a safeguard against stagnation, fragmentation, and costly reputational damage. The infrastructure sector is often measured by its outputs, kilometres of track laid, substations connected, carbon savings achieved. But in the years ahead, it will also be measured by its ability to nurture workforces that are skilled, motivated, and able to collaborate across boundaries. If the goal is not simply to build but to build better, then culture and leadership must move from the periphery of project planning to its core. At Deploy, we understand that infrastructure excellence relies not just on technical capability, but on the strength, resilience, and alignment of the people behind it. That’s why we partner with organisations across rail, utilities, and engineering to provide not only talent, but tailored recruitment solutions that help foster high-performing teams. Whether you’re scaling up for a complex project or strengthening your leadership pipeline, our specialist consultants are here to support your long-term success. Get in touch to explore how Deploy can help you build the workforce to match your ambition.

Why Rail Infrastructure Projects Run Over Budget

March 19, 2025
Rail infrastructure projects are among the most complex and capital-intensive undertakings in the modern world, requiring vast financial investment, meticulous planning, and the coordination of numerous stakeholders. Yet, despite extensive feasibility studies and carefully projected budgets, large-scale rail projects frequently exceed their original financial estimates, often by billions of pounds. Understanding the reasons behind these budget overruns is crucial for governments, private investors, and industry professionals seeking to improve efficiency, enhance cost control, and deliver rail networks that are both financially and operationally sustainable. One of the most significant factors contributing to cost overruns in rail infrastructure is the sheer complexity of large-scale projects, which must account for engineering challenges, unforeseen environmental conditions, and regulatory requirements that may evolve over time. Many projects require the construction of tunnels, bridges, and viaducts, each of which presents unique geotechnical difficulties that can lead to delays and increased costs. In urban environments, for example, excavation work often uncovers archaeological remains, hazardous materials, or unstable ground conditions that were not fully accounted for during initial surveys, forcing project teams to revise their strategies and allocate additional funding. Furthermore, when infrastructure projects require coordination between multiple jurisdictions, lengthy approval processes and changing government policies can add layers of bureaucracy that further escalate costs. Another critical issue is the underestimation of material and labour expenses at the outset of a project, which can lead to budget shortfalls as work progresses. While initial cost estimates are based on projected prices for steel, concrete, and other raw materials, fluctuating global markets can cause significant price increases, especially during periods of economic uncertainty or supply chain disruptions. Additionally, the skilled workforce required for rail infrastructure development is often in high demand, meaning that wages and contractor fees can rise beyond initial projections. In some cases, prolonged delays due to labour shortages, strikes, or contractual disputes further exacerbate financial pressures, leading to cost increases that were not originally anticipated. Beyond material and labour expenses, another major contributor to budget overruns is the frequent scope expansion that occurs during the development of rail infrastructure. Governments and transport authorities often revise project specifications to accommodate growing passenger demand, integrate new technologies, or enhance sustainability measures. While such adaptations may improve the long-term viability and functionality of a railway, they also add significant costs that were not part of the original financial framework. The integration of advanced signalling systems, electrification upgrades, or additional station infrastructure, for example, can require significant redesigns that increase both the timeline and overall expenditure of a project. Risk management and contingency planning also play a crucial role in determining whether a project remains within budget, yet these elements are often insufficiently accounted for in the early planning stages. While many rail projects include built-in contingencies to absorb unforeseen costs, these buffers are sometimes inadequate in the face of escalating challenges. Cost estimates may be based on overly optimistic assumptions, with some stakeholders eager to present politically or commercially attractive figures to secure funding and public support. When the actual cost of delivery exceeds these initial estimates, governments and investors are left facing difficult decisions, including whether to inject additional funding, scale back project scope, or in some cases, delay or cancel portions of the development. In addition to financial and logistical factors, public and political pressures can also contribute to cost escalations in rail projects. Large-scale infrastructure developments often attract intense scrutiny from the media, the public, and opposition parties, leading to calls for additional environmental impact assessments, community consultations, and safety reviews. While such processes are essential for ensuring responsible and transparent development, they can extend project timelines and necessitate further spending to address newly raised concerns. Political changes, such as shifts in government leadership or policy priorities, may also result in the introduction of new regulations or funding reallocations that further complicate financial planning. Addressing the issue of cost overruns in rail infrastructure requires a multi-faceted approach that prioritises realistic budgeting, comprehensive risk assessment, and adaptive project management. Governments and private stakeholders must invest in thorough preliminary studies, employ cutting-edge predictive modelling tools, and ensure that contingencies are robust enough to withstand unexpected challenges. Additionally, fostering greater transparency in budget forecasting, improving contract structures, and adopting more agile procurement processes can help mitigate the risk of spiralling costs. By learning from past projects and embracing innovative construction methods, the rail industry can work towards delivering infrastructure that is not only sustainable and efficient but also financially viable in the long term. While cost overruns in rail infrastructure projects may never be entirely eliminated due to the inherent uncertainties of large-scale development, a more proactive and informed approach to financial management can help ensure that projects are completed within reasonable budgetary constraints. As demand for rail transport continues to rise globally, the ability to deliver high-quality infrastructure without excessive financial burdens will remain a defining factor in shaping the future of sustainable and accessible railway networks. At Deploy, we understand that delivering large-scale rail infrastructure requires not only technical expertise and financial oversight but also a highly skilled and adaptable workforce. As specialists in rail and infrastructure recruitment, we connect businesses with the right talent to navigate complex projects, ensuring efficiency, safety, and compliance at every stage. Whether you need experienced engineers, project managers, or specialist rail professionals, our tailored recruitment solutions help you build a workforce that can meet the demands of today’s rail industry. Get in touch with Deploy to find out how we can support your next project.