How the power sector can attract next-gen STEM talent

Power sectors around the world are undergoing rapid transformation. Digital technologies, advanced materials and the shift towards lower-carbon energy are reshaping how power plants and critical infrastructure are designed, operated and maintained. 

While this challenge is particularly visible in the UK, similar pressures are emerging across global energy markets. Yet one persistent challenge continues to hold the sector back: a shortage of people with the right engineering and technical skills.

Data from the Institution of Engineering and Technology highlights how serious the issue has become. Around 76% of UK engineering employers say they struggle to fill key roles. At the same time, the UK is also facing a growing green skills gap. Research from LinkedIn suggests demand for green skills is rising much faster than supply, highlighting a widening gap between the skills needed for the energy transition and the talent currently available in the workforce.

For power generation companies, this is more than a recruitment issue. Skills shortages can impact equipment reliability, delay maintenance programmes and slow the deployment of new technologies. In a sector where uptime, safety and efficiency are critical, having the right expertise in place is essential.

At the same time, interest in STEM subjects among young people has fallen in recent years. This weakens the future talent pipeline and means companies must do more to attract and develop STEM talent.

Showing young people what engineering looks like today

One of the challenges is perception. Many young people still associate engineering with traditional industrial roles, rather than the highly advanced, technology-driven careers available today.

Today’s engineers work with advanced digital tools, automation systems and real-time monitoring technologies. In the power sector, they help keep turbines, pumps and other critical systems running efficiently. They also work on challenges linked to sustainability, energy efficiency and emissions reduction.

To address this gap, employers must play a more active role in educating emerging talent about the career opportunities in the sector. That means working more closely with schools, colleges and universities to showcase the wide range of careers available across engineering and energy.

Have you read?
Why human-centred tech could make or break energy transition
JPMorgan Chase backs energy transition skills accelerator

Partnerships between industry and academia play an important role here. For example, we work closely with the University of Sheffield to support research and PhD programmes in areas such as materials science and engineering. Collaborations like this help connect academic research with real industrial challenges and encourage more students to consider careers in engineering.

These partnerships also help ensure that new research translates into practical solutions that can support industries such as power generation.

Why apprenticeships matter

Alongside academic pathways, apprenticeships are another key way to attract new talent into engineering.

They offer a practical, accessible route into engineering, allowing individuals to gain hands-on experience while working towards recognised qualifications. For employers, apprenticeships provide an opportunity to develop skills aligned to real operational needs, from maintenance and reliability engineering to digital and software capabilities.

In our organisation, apprenticeships form an important part of building long-term capability. We support apprentices across our UK operations in areas such as engineering, digital technology and software.

But apprenticeships are not only for new recruits. They can also help people who are already in work develop new skills. Programmes linked to areas such as leadership, project management and digital technologies allow employees to adapt as roles change and technology evolves.

This matters because the skills challenge is not only about bringing new people into the sector. It is also about helping the existing workforce build the capabilities needed for the future.

Building the right skills through training partnerships

Developing a skilled workforce requires more than internal programmes alone. Strong partnerships with external training providers are essential to ensure employees gain the specialist knowledge needed in highly technical environments. We work with 31 external training providers across the UK to ensure apprentices and existing employees can access specialist learning programmes. These partnerships help employees gain the practical and technical knowledge needed to succeed in engineering roles.

Working with a network of training providers enables organisations to deliver structured learning alongside on-the-job experience. This approach ensures that training remains aligned with real operational challenges, including maintaining equipment reliability, improving efficiency and meeting evolving safety standards.

Reaching a broader talent pool

If apprenticeships are going to help solve the UK’s STEM skills gap, they must also reach more people. Engineering companies need to widen their outreach and look beyond traditional recruitment channels. This includes engaging with students earlier and encouraging people from different backgrounds to consider technical careers.

In addition, requalification programmes are increasingly important in some regions. For example, in the Czech Republic, targeted requalification initiatives are helping individuals transition from other industries into engineering roles, providing a practical route to address skills shortages while bringing valuable experience into the sector.

Also of interest: Advancing digital skills in wind and energy systems

Ensuring training programmes cater to a wide range of people with varying levels of experience can upskill new and existing workers and build a healthier talent pipeline. Providing that support is an investment that helps create a stronger, more resilient workforce in the long term.

Building the workforce of the future

The power sector plays a central role in driving the global energy transition. Engineers and technicians will be needed to maintain power plants, improve equipment performance and develop new energy technologies. But these goals will only be possible if the industry has access to the right skills.

To achieve this, companies must think differently about talent. Strengthening collaboration with educators, improving outreach to diverse talent, and offering practical training routes such as apprenticeships all play an important role in addressing the STEM skills gap.

Apprenticeships alone will not solve the skills gap. But when combined with research partnerships and targeted workforce development, they can play a major role in rebuilding the STEM talent pipeline. 

By investing in people and skills today, the power sector can build the workforce it needs to support a more reliable and sustainable energy system for the future.

ABOUT THE AUTHOR:

Kate Ellison is Vice President of HR & HSE at John Crane.