The Workforce Challenge Behind the Data Centre Boom

The global data centre boom is creating an infrastructure race on a scale few industries have seen before. Investment in artificial intelligence, cloud computing and digital services is driving demand for new facilities, greater capacity and increasingly sophisticated infrastructure.

But while attention often focuses on land, power, cooling technology and construction, there is another critical resource that can determine whether these projects are delivered on time: people.

A data centre may depend on advanced technology, but it still needs engineers, project managers, construction specialists, commissioning teams and operations professionals to design it, build it, test it and keep it running.

And finding those people is becoming increasingly challenging.

For developers, operators, engineering firms and contractors, workforce planning can no longer be treated as something that happens once a project is underway. Access to the right skills, in the right location and at the right time is becoming an important part of project planning itself.

The people behind the infrastructure

Data centres bring together a remarkable range of technical disciplines.

From the earliest stages of design, projects require engineering expertise across electrical, mechanical, civil and structural disciplines. As construction progresses, that workforce expands to include skilled trades, installation specialists, project managers, supervisors and health and safety professionals.

Then comes one of the most critical stages: commissioning.

A facility can be physically complete without being ready to operate. Systems need to be tested, integrated and validated. Electrical systems, power distribution, cooling, backup systems, controls and other critical infrastructure need to perform as intended, often under highly controlled conditions.

Once a facility becomes operational, the skills requirement changes again.

Operations and maintenance teams are responsible for maintaining highly critical infrastructure, identifying potential problems and ensuring systems continue to perform reliably. The consequences of failure can be significant, making experience, technical competence and attention to detail particularly important.

In other words, the workforce requirement does not begin when construction starts and end when the building is handed over.

It runs throughout the entire lifecycle of a data centre.

A growing demand for specialist skills

The challenge is that data centres are expanding at a time when many of the industries they rely on are already competing for experienced technical professionals.

Electrical engineers, mechanical engineers, project managers, commissioning specialists, controls engineers, construction managers and skilled tradespeople are not unique to the data centre sector. They are already in demand across energy, engineering, construction, manufacturing and infrastructure.

This creates an increasingly competitive talent market.

A data centre project may be competing for an electrical engineer with a power generation project. A commissioning specialist may have opportunities in Oil & Gas, LNG, Power & Utilities or major industrial projects. A mechanical engineer with experience of complex cooling systems may be attractive to multiple sectors.

The challenge, therefore, is not simply about finding people with a job title that matches the requirement.

It is about identifying people with the right combination of technical knowledge, project experience, safety awareness, adaptability and ability to work in complex environments.

That distinction is important because some of the most valuable data centre talent may not currently work in data centres at all.

Looking beyond traditional data centre experience

As demand increases, employers may need to look more broadly at where relevant experience can be found.

Oil & Gas is a good example.

For decades, the sector has developed professionals accustomed to working with complex, safety-critical infrastructure, demanding engineering environments, strict procedures and significant project constraints. Many professionals have experience working across disciplines, managing risk and delivering projects in challenging locations.

Those capabilities can have considerable relevance to data centre projects.

The same applies to Power & Utilities, where professionals understand electrical infrastructure, generation, distribution and the importance of reliability and resilience.

Construction professionals bring experience of large-scale project delivery, subcontractor management, scheduling, quality, health and safety and working to demanding programmes.

Industrial engineering and manufacturing can also provide transferable expertise, particularly where professionals have experience with complex equipment, automation, controls, maintenance and continuous improvement.

The opportunity is not to assume that experience in one sector automatically makes someone suitable for another.

It is to recognise the underlying skills and competencies that can transfer.

That requires a more nuanced approach to recruitment and workforce planning.

The challenge of finding people in the right place

Having access to talent is one challenge. Having access to talent in the right location is another.

Data centre development is not evenly distributed. Major projects can be concentrated in particular regions where access to power, connectivity, land and infrastructure makes development commercially viable.

That can create local competition for technical professionals.

A project may have an excellent workforce available nationally or internationally, but that does not necessarily mean those people can be mobilised quickly. Location, accommodation, travel, visas, employment arrangements, contract structures and rotation patterns can all influence whether someone is actually available to work on a project.

This becomes particularly important on major construction and commissioning programmes where workforce requirements can change rapidly.

A project might need one profile during construction, another during installation and a very different combination of specialists during commissioning. Some resources may be required for weeks or months, while others may be needed for much longer.

Workforce planning therefore needs to reflect the reality of the project programme rather than simply the organisation chart.

International mobilisation is becoming increasingly important

For major international projects, the talent pool may need to extend well beyond the local market.

That can create opportunities for experienced professionals who are willing to work internationally, but it also introduces additional complexity for employers.

Mobilising workers across borders can involve immigration and work permits, travel, accommodation, payroll, compliance, local regulations and onboarding. Getting these elements right is essential if a project is to maintain momentum.

This is where workforce planning and mobilisation need to work together.

Recruiting someone is only one part of the process. The real question is whether that person can be successfully mobilised and deployed when the project needs them.

For large-scale data centre programmes, even relatively small delays in workforce mobilisation can have wider consequences. If a specialist team cannot start when planned, other activities may be affected, potentially creating knock-on delays across the programme.

The workforce therefore becomes part of the delivery schedule.

From recruitment issue to project risk

This is perhaps the biggest shift taking place.

Historically, workforce planning could be viewed largely as an HR or recruitment responsibility. For complex infrastructure projects, that approach is increasingly inadequate.

If a project requires 50 specialist engineers in six months, the question should not be asked five months from now.

It should be considered during project planning.

Where will those engineers come from? Are the skills available locally? Will international mobilisation be required? Which roles are likely to be hardest to fill? How long will onboarding take? What skills can be transferred from adjacent sectors? Which positions need to be secured early?

These questions can have a direct impact on programme delivery.

The earlier potential workforce constraints are identified, the more options a project has.

That might mean developing talent pipelines, engaging with specialist recruitment partners, identifying transferable skills, planning international mobilisation or securing critical specialists ahead of peak demand.

Waiting until a vacancy becomes urgent can significantly reduce those options.

Commissioning: where timing really matters

Commissioning illustrates the issue particularly well.

As a project approaches completion, demand for specialist technical personnel can increase quickly. Engineers and commissioning professionals need to understand complex systems and work through testing, verification and handover activities.

These roles can be highly time-sensitive.

If the right expertise is not available when required, the impact may extend beyond the individual vacancy. Commissioning activities are connected to wider project milestones, meaning workforce shortages can become programme issues.

This makes commissioning talent particularly important to identify and plan for early.

It also highlights why transferable experience matters.

Professionals who have worked on complex industrial, energy or infrastructure projects may bring valuable commissioning, testing, troubleshooting and problem-solving experience, even if their previous job title did not include the words "data centre".

The importance of a flexible workforce strategy

There is no single workforce model that will suit every data centre project.

Some organisations will build permanent teams. Others will rely on specialist contractors during construction and commissioning before transitioning to an operational workforce.

Many will use a combination.

What matters is understanding the workforce requirement across the project lifecycle and matching the right employment model to each stage.

Contractors can provide flexibility where specialist expertise is required for defined periods. Permanent teams may be more appropriate for ongoing operations and maintenance. Specialist recruitment can provide access to scarce skills that may not be available through conventional hiring channels.

The most effective approach is likely to be one that combines these models rather than treating them as alternatives.

A new opportunity for experienced professionals

The data centre boom also represents a significant career opportunity.

Professionals working in Oil & Gas, Power & Utilities, construction, engineering and other industrial sectors may already possess many of the capabilities the sector needs.

The transition may require additional knowledge or sector-specific experience, but the underlying engineering disciplines and behaviours can be highly relevant.

For candidates, this creates the potential to move into a rapidly developing sector while applying skills they have built over years of project experience.

For employers, it creates a much larger potential talent pool.

The key is recognising capability rather than simply searching for an identical previous job title.

Planning the workforce before the project needs it

The data centre industry is moving quickly, and workforce strategies need to move with it.

The organisations most likely to manage talent challenges successfully will be those that treat workforce planning as an integral part of project planning rather than a reactive recruitment exercise.

That means understanding the skills required at every stage, identifying where shortages are likely to occur, looking beyond traditional talent pools and planning mobilisation well in advance.

Because ultimately, a data centre cannot be built, commissioned or operated by infrastructure alone.

It needs people.

And when the competition for those people is intensifying across multiple industries and geographies, having access to the right talent at the right time can become just as important as having access to power, land and technology.

For project owners, EPCs, contractors and operators, workforce strategy is no longer simply about filling vacancies.

It is about protecting delivery.

What does this mean for data centre employers?

The workforce challenge requires a more proactive approach. Organisations planning major data centre projects should consider:

Plan early. Identify critical skills requirements alongside project milestones, rather than waiting for vacancies to emerge.

Broaden the talent pool. Look at transferable skills from Oil & Gas, Power & Utilities, construction, manufacturing and other complex engineering environments.

Understand mobilisation. Recruitment is only successful when people can be deployed where and when they are needed.

Build talent pipelines. For scarce skills, relationships with experienced professionals may need to be established well before a role becomes urgent.

Think across the project lifecycle. Construction, commissioning and operations require different workforce strategies, and those requirements should be planned together.

The data centre boom is creating enormous opportunities for infrastructure investment. But the ability to deliver that investment will depend heavily on the people behind it.

The organisations that recognise this early will be better positioned to compete for talent, manage project risk and deliver the infrastructure required for the next generation of digital services.

How Orion can help

At Orion Group, we understand the complexity of recruiting and mobilising technical professionals across energy, engineering, construction and other specialist sectors.

Our experience across international markets gives us insight into the skills, disciplines and project environments that increasingly overlap with the data centre sector. From engineering and construction through to commissioning, project delivery and specialist technical roles, we can help organisations identify the people they need and support the mobilisation process.

If you are planning a data centre project, scaling an existing operation or facing challenges securing specialist technical talent, speak to Orion about your workforce requirements.

The earlier you plan your workforce, the more options you have.

Talk to Orion about your data centre workforce requirements and find out how we can support your next project.

Frequently Asked Questions

What skills are most in demand for data centre projects?

Data centre projects require a broad range of technical and project skills, including electrical and mechanical engineering, construction management, commissioning, controls, project management, skilled trades and operations and maintenance expertise. Requirements will vary depending on the stage and scale of the project.

Can Oil & Gas professionals move into the data centre sector?

Yes. Many skills developed in Oil & Gas can be relevant to data centre projects, particularly experience of complex, safety-critical infrastructure, engineering, commissioning, project delivery, maintenance and working in demanding environments. Individual suitability will depend on the specific role and project requirements.

Why is commissioning experience important in data centres?

Commissioning involves testing and validating systems before a facility becomes fully operational. It requires specialist technical knowledge and can be closely linked to key project milestones, making access to experienced commissioning professionals particularly important during the later stages of delivery.

Why is international recruitment important for data centre projects?

Major data centre developments can create significant demand for specialist skills in locations where the available local workforce may not be sufficient. International recruitment can expand the talent pool, although employers also need to consider mobilisation, immigration, travel, accommodation, payroll and compliance requirements.

When should workforce planning begin on a data centre project?

Ideally, workforce planning should begin during the early stages of project planning. Identifying critical skills, likely shortages and mobilisation requirements early gives organisations more time to develop talent pipelines and secure hard-to-find specialists before they become an immediate requirement.

Is workforce planning really a project risk?

Increasingly, yes. If critical technical personnel cannot be secured or mobilised when required, workforce shortages can affect construction, commissioning and operational milestones. Treating workforce planning as part of wider project risk management can help organisations identify and address these issues earlier.

How can employers access transferable engineering talent?

Employers can broaden their search beyond candidates with direct data centre experience and consider professionals from adjacent sectors such as Oil & Gas, Power & Utilities, construction, manufacturing and industrial engineering. Specialist recruitment partners can help identify where relevant skills and experience may already exist.

Does every data centre role need previous data centre experience?

No. While certain roles may require specific sector experience, many technical and project skills are transferable. The important consideration is whether a candidate has the underlying technical capability, project experience, safety awareness and adaptability required for the role.

What workforce model is best for a data centre project?

There is no single model. Permanent employees, contractors and specialist technical resources can each play an important role at different stages. The right approach depends on the project programme, skills requirements, duration of work and operational model.

How can Orion support data centre workforce requirements?

Orion can support organisations with access to specialist technical and engineering talent across international markets, drawing on experience across energy, engineering and construction. This can include identifying transferable skills, recruiting specialist personnel and supporting workforce mobilisation for complex projects.