Kirby Engineering Group has invested heavily in training and development programmes to ensure it can continue delivering the critical workforce needed to power the AI revolution.

With more than 1,900 employees across its bases in Ireland, the UK, mainland Europe, the Nordics, and South Africa, the company is the partner to many blue-chip organizations delivering the physical infrastructure required to support the latest technological advancements.

Data centers are at the heart of the AI revolution. As industry experts, we know that their development and delivery are key to unlocking the technological advancements that will drive productivity and transform everything from healthcare to manufacturing and transportation. But that message is clearly not reaching the talent pool of tomorrow.

A recent poll conducted by Deloitte showed that more than a quarter of businesses surveyed identified talent retention and acquisition as a ‘barrier to growth’.

It isn’t a problem unique to the data center market, but with an ageing workforce and severe shortage of blue-collar workers, especially electricians and fitters, the sector could be at risk of taking a step back.

Anecdotally, the message is that hands-on trades aren’t seen as attractive by the younger generation – compared to software and digital services. Clearly, as an industry, to this point, we have not effectively communicated the attractiveness, stability, and societal importance of technical careers.

Outreach: Attracting the best talent

As a family-owned company, Kirby can invest in talent upfront, with the prospect that any initial investment might not pay back for five or ten years. The company has spent six decades investing in apprenticeships, and many of its senior team joined from an apprenticeship background.

We have, and will continue to, ensure this remains a key pipeline for our talent. But with over 60 years in business, we know that this isn’t enough on its own.

Through the sponsorship of university prizes, hosting academic talks, offer of internships, and school outreach programmes, Kirby aims to plant the seed for engineering and apprenticeships alongside industry-leading graduate programmes and bursaries for third-level female engineers.

I would encourage others to take a holistic approach to talent attraction. Over decades, we have seen that a one size fits all approach never works. Our programmes are constantly evolving, reacting and engaging – because they have to.

Retention: Purpose-driven careers

Evidence shows that the next generation seeks careers with meaningful impact: roles that align with their own values on social responsibility, diversity, equity, sustainability, and environmental stewardship.

Highlighting commitments to green energy and carbon neutrality is essential, especially given the current perception of data centers being resource-hungry, and often portrayed very negatively in mainstream media.

Speaking positively about our sector is a responsibility we can all share. For consumer facing brands, linking physical infrastructure to outcomes or products, could help us start to look ‘cool’. After all, there is no AI revolution without data centers.

The next generation will be one of the first to have AI integrated through education and into work. Kirby believes that the adaptation to these new ways of working should also be a key focus.

Kirby has reviewed and assessed its operations and identified manual tasks that could be streamlined with digital tools (including its own internal AI tool KAI) to improve efficiency and reduce pressure on teams. Instead of flipping through handbooks, employees can simply ask KAI for guidance.

Beyond that, KAI is being developed to support smarter decision-making by drawing on past company experiences, evaluating options, and recommending the best course of action for success.

AI can augment efficiency but does not replace the need for skilled trades; instead, it could make the industry more appealing to tech-savvy recruits.

Connecting community and purpose

Research from leading experts suggests that individuals who view their work as a calling, rather than just a job, are often more fulfilled and satisfied.

Giving back and employee-led social value programmes for Kirby have seen it raise vital funds for charities. The Kirby Way Cycle challenge, which is now in its fourth year, has become a flagship event in the company calendar and has raised hundreds of thousands of euros through the hard work of participants who run or cycle the course and support good causes in their own local communities.

By investing upfront, speaking positively, and demonstrating our benefits, perhaps we can start to change the conversation. It’s important to make the best first impression, and today that means presenting a united front and getting on the same page. If we don’t, the consequences could be significant.