Darren Moore, Applica’s Country Manager for the UK & Europe, draws on his experience across the UK and European markets to examine what’s really driving the talent gap and what organisations need to rethink to access the capability already in the market.

By Darren Moore, Country Manager – UK & Europe

Key Takeaways

• The UK energy workforce is expected to grow significantly this decade, but this is often misinterpreted as a simple shortage of people rather than a planning challenge (UK Government Clean Energy Jobs Plan, 2023)

• Long-term projections suggest the energy transition will require hundreds of thousands of additional roles, increasing pressure on already-active labour markets (Energy UK, 2024)

• Transferable skills from adjacent sectors remain underutilised, despite strong overlap across energy disciplines (Office for National Statistics, 2025)

• Recruitment friction and late hiring decisions amplify perceived scarcity and intensify competition for talent

Why the Talent Gap Conversation Needs Reframing

Across the UK energy sector, the idea of a “talent shortage” is frequently cited as a barrier to project delivery. While competition for experienced professionals has increased, the reality on the ground is more nuanced than a simple lack of people.

From Darren’s perspective working across the UK and European markets, the issue is less about the absence of capable talent and more about how that talent is understood, accessed and engaged. In many cases, delays and hiring challenges stem from misaligned expectations, market friction and outdated recruitment approaches, rather than a genuine shortage of skills.

Framing the challenge solely in terms of numbers leads to reactive hiring behaviour. When it is reframed around planning, engagement and skills recognition, more effective and sustainable solutions emerge.

The Current Reality in the UK Market

The UK energy landscape is operating across multiple fronts at once. Offshore wind, grid infrastructure, hydrogen, carbon capture and late-life asset activity are all progressing in parallel, often drawing on overlapping skill sets. As a result, experienced professionals are in high demand and frequently committed to long-term programmes.

According to the UK Government’s Clean Energy Jobs Plan, the transition to a low-carbon energy system is expected to support around 400,000 jobs by 2030 (UK Government, 2023). At the same time, official figures show the UK already has approximately 690,900 full-time equivalent green jobs, spanning renewables, low-carbon technologies and environmental services (Office for National Statistics, 2025).

Key Points

• UK energy and infrastructure investment is accelerating across multiple technologies (UK Government, 2023)
• Workforce demand is increasing faster than short-term labour availability (ONS, 2025)
• A significant proportion of experienced talent is already deployed on live projects

This sustained activity has contributed to the perception that talent has “disappeared”. In reality, many professionals are already engaged in ongoing programmes, cautious about moving due to uncertainty around scope, timelines or continuity of work.

Project timing is another critical factor. Delays linked to planning, consenting and final investment decisions widely reported across the sector often result in sudden spikes in hiring demand. When recruitment becomes reactive rather than planned, perceived shortages intensify.

Transferable Skills Are Being Under-utilised

One of the most persistent misunderstandings in the UK market is the scale of transferable capability that already exists. Professionals from oil and gas, power generation, heavy engineering and infrastructure often possess experience directly relevant to renewable and energy transition projects.

Industry research consistently highlights significant overlap between traditional energy roles and offshore wind and low-carbon technologies (Energy UK, 2024). However, overly rigid role definitions and narrow screening criteria frequently prevent this capability from being recognised.

In practice, many successful projects are delivered by teams made up of professionals who have transitioned between sectors, bringing strong safety cultures, execution discipline and proven delivery experience.

Key Points

• Skills overlap across energy sectors is well documented (Energy UK, 2024)
• Transferable experience is one of the fastest ways to scale project teams
• Rigid hiring criteria limit access to proven capability

Market Friction and Hiring Inefficiencies

Beyond skills availability, recruitment processes themselves often create unnecessary friction. Lengthy interview stages, slow decision-making and inconsistent communication regularly result in strong candidates disengaging before offers are made.

Contractors operate in a fast-moving market. Where timelines are unclear or feedback is delayed, they will often commit elsewhere. This reinforces the perception of scarcity when the underlying issue is process inefficiency rather than candidate availability.

There is also a growing expectation for transparency. Professionals increasingly expect clarity on scope, duration, location and rates early in the process. Where this information is vague or changes late, confidence and acceptance rates decline.

Key Points

• Recruitment speed directly affects candidate availability
• Lack of transparency reduces engagement and offer acceptance

What This Means for Recruitment Strategies

Treating the talent gap as a purely numerical problem leads to defensive, short-term hiring strategies. A more effective approach focuses on early engagement, flexibility and realistic role definition.

This includes reassessing essential versus desirable experience, recognising transferable capability and working with recruitment partners who understand market behaviour, not just candidate availability.

When recruitment is embedded earlier in the project lifecycle, organisations are better positioned to secure the right people without competing at the last minute.

Looking Ahead

The UK market will continue to face pressure in certain specialist disciplines. Competition for experienced professionals is unlikely to ease in the near term. However, a more balanced view of the talent landscape reveals opportunity as well as constraint.

By improving how experience is evaluated, reducing recruitment friction and aligning hiring strategies with project realities, organisations can access a broader and more capable talent pool than is often assumed.

The UK talent gap is not a myth, but it is frequently misunderstood. The challenge is not simply about supply it is about perception, process and planning.

From Darren’s experience, organisations that succeed are those willing to adapt how they think about skills, engage earlier with the market and remain open to transferable experience.

If you are planning energy projects across the UK and Europe. Wanting to better understand how the talent market really operates and how to improve hiring outcomes reach out to Applica’s specialist team to discuss your workforce strategy.