EPC firms are facing a workforce shortage that’s delaying energy projects and increasing costs. With 456,000 unfilled construction jobs as of 2024 and 400,000 energy workers expected to retire within a decade, companies are struggling to meet demand. Key challenges include:
To tackle these issues, EPC firms are focusing on predictive analytics, partnerships with schools, and digital upskilling tools. For example, firms are using AI to forecast talent needs, launching apprenticeship programs, and adopting tools like digital twins to train workers faster. These strategies aim to secure a skilled workforce for future energy projects while reducing delays and costs.
EPC Talent Gap Statistics and Workforce Challenges in Energy Sector 2024
With the growing talent shortage in the EPC (Engineering, Procurement, and Construction) sector, precise workforce planning has become more critical than ever. EPC firms are moving beyond reactive hiring strategies to embrace a more strategic approach. This shift is necessary as traditional methods can no longer address the scale of workforce challenges. For example, with a looming retirement wave and the global power engineering workforce needing to double or even triple by 2030, firms must use data-driven strategies to predict and fill talent gaps before they impact project timelines.
In 2024, 54% of contractors faced project delays due to workforce shortages, while 62% reported that available candidates lacked essential skills or certifications. Without accurate workforce planning, firms risk losing their competitive edge - they can't reliably bid on projects or meet delivery deadlines.
Predictive analytics is changing how EPC firms manage workforce planning. Instead of relying on estimates, firms use data-driven models to map project timelines and calculate workforce requirements. These tools consider factors like project complexity, engineering hours per drawing, and contracting models to determine precise full-time equivalent (FTE) needs. This approach shifts the focus from reactive hiring to strategic workforce modeling.
The results are striking. For instance, a global mining company used advanced analytics to assess its $15 billion project portfolio and discovered it needed to triple its current team size. Meanwhile, an oil and gas company identified that 25% of its workforce could be reassigned during the final stages of delivery, allowing for better resource allocation across projects.
These systems also enable firms to model workforce needs across multiple projects, helping them adjust schedules to align with resource availability. Real-time HR systems take it further, monitoring skill requirements and identifying roles at risk due to retirements over time horizons of 6 months to 5 years. This proactive approach helps safeguard institutional knowledge and keeps projects on track. For additional details, check out this guide on jobs and workforce planning.
| Project Type ($1B Value) | Contracting Model | Estimated Execution Team Size |
|---|---|---|
| EPC Lump Sum Turnkey (LSTK) | Contractor-led | ~70 people |
| Owner-Integrated Setup | Owner-led | ~250 people |
Source: McKinsey analysis of project owner teams
But forecasting is just one piece of the puzzle. Building a sustainable talent pipeline is equally important.
To secure a steady talent supply, EPC firms are focusing on long-term strategies rather than just filling immediate gaps. This includes forming partnerships with technical schools, launching apprenticeship programs, and planning for leadership succession to transfer critical knowledge before experienced workers retire. In 2023, contractors collectively invested over $800 million in trade and specialty training programs.
Take Burns & McDonnell, for example. In early 2025, the company opened a 14,000-square-foot Construction Academy in Pearland, Texas. This facility uses online assessments and hands-on evaluations to qualify craft workers and build a strong talent pipeline. Its goal is to speed up worker onboarding while maintaining high-quality standards - a critical need when traditional onboarding cycles can stretch to 6–12 months.
A skills-based management approach is also gaining traction. By focusing on competencies rather than job titles, companies can identify transferable skills, such as those from oil and gas roles, that are applicable to new energy sectors like hydrogen and carbon capture. This approach has been shown to improve retention rates by as much as 98%. Leading firms are even creating "talent war rooms" where HR, IT, and data science teams collaborate to make agile, data-driven decisions about whether to hire, train, or contract talent.
Digital tools are further accelerating workforce development. Technologies like digital twins, AI-driven knowledge platforms, and simulation modules are cutting onboarding times from months to weeks. These tools not only streamline day-to-day operations but also support long-term workforce stability. This shift is crucial for modern energy projects, where timelines have flipped from the traditional "Ready, Set, Go" to "Ready, Go, Set", requiring significant capital and workforce commitments upfront.
EPC firms are grappling with persistently high numbers of unfilled roles, making traditional recruitment methods less effective. The race to secure skilled professionals has pushed companies to rethink their hiring strategies. Many are now creating talent ecosystems that connect with educational institutions, workforce development agencies, and local communities. These efforts aim to build long-term pipelines of talent. Below are some strategies reshaping the way EPC firms approach hiring.
One way EPC firms are addressing workforce gaps is by collaborating with educational institutions. By working directly with universities and technical schools, companies can help shape curricula to ensure students gain the digital and technical skills needed for modern energy projects. Additionally, outreach to high schools and technical colleges through internships and apprenticeships helps counter the perception that construction careers lack appeal for younger generations.
Take Black & Veatch, for instance. Between 2023 and 2024, the company launched a specialized apprenticeship program for solar projects in Texas. Participants underwent 80 hours of foundational training in occupational safety, followed by advanced instruction in equipment operation and electrical work. This program not only filled immediate staffing needs - covering projects with over 500,000 solar modules spread across 1,000 acres - but also laid the groundwork for developing future supervisors.
"The apprenticeship program successfully addresses Texas projects' immediate staffing needs while allowing clients to establish strong relationships that will help address more general workforce availability challenges long-term."
- Austin Hake, Site Operations Training Manager, Black & Veatch
These initiatives are also financially attractive, as they qualify for federal funding and tax credits under the Inflation Reduction Act. For additional insights, check out this guide on jobs and workforce planning.
EPC firms are also turning to data-driven recruitment campaigns to pinpoint and attract candidates for specialized roles, such as construction management or renewable energy positions. Instead of casting a wide net, these campaigns focus on professionals from traditional oil and gas sectors who have transferable skills for emerging areas like carbon capture, hydrogen, and wind energy projects. This skills-focused approach - emphasizing competencies over job titles - has been effective in securing top talent.
In October 2024, SiteWorker introduced a Modern Apprenticeship Program that integrates a tech-driven hiring platform for solar, wind, hydro, and energy storage projects. The platform gives companies instant access to pre-vetted candidates who meet OSHA standards after undergoing background checks, drug screenings, and practical training.
"We recognized that simply matching workers with jobs wasn't enough. The energy sector is evolving fast, and companies need a workforce solution that can keep up."
- AJ Fusco, CEO, SiteWorker
Another tactic involves establishing technical hubs in regions with large pools of engineering talent. By diversifying geographically, firms can recruit globally for hard-to-fill roles while keeping frontline workers close to project sites.
To support these evolving strategies, iRecruit.co offers tailored recruitment solutions designed specifically for EPC firms. The platform specializes in hiring for roles critical to energy projects, including construction project managers, cost estimators, MEP specialists, and field operations personnel. Its expertise spans sectors like data centers, infrastructure, energy, and advanced manufacturing.
iRecruit.co operates on a success-based pricing model. For a single open role, there’s no monthly fee - companies pay a 25% success fee based on the first year’s salary upon a successful hire. For firms filling multiple positions, monthly fees start at $4,000 per role, with a reduced success fee of 20%. All candidates are rigorously pre-screened, and the platform offers a 90-day search credit for replacements if needed. This streamlined process helps EPC firms reduce administrative burdens and mitigate the risks tied to hiring specialized talent in a competitive market.
As EPC firms refine their workforce strategies, technology has become a key player in addressing talent shortages. AI-driven tools and digital platforms are speeding up hiring processes and closing skill gaps. These technologies help firms quickly identify the right talent and make new hires productive faster. From predictive analytics that anticipate staffing needs to immersive training systems that streamline onboarding, these advancements are bolstering workforce planning and recruitment efforts.
Modern HR systems are harnessing analytics to predict and prepare for talent shortages. Instead of scrambling to fill positions, EPC firms are building proactive talent pipelines for critical roles like electrical engineers and commissioning specialists. This forward-thinking approach is especially relevant as 70% of Gen Z workers are open to switching jobs for companies offering better technology. AI tools are also shifting the focus from traditional hiring metrics, like years of experience, to evaluating specific digital skills such as data analysis and expertise in sustainable practices. Platforms like Microsoft Copilot and custom chatbots are further enhancing retention by encouraging internal mobility and continuous learning. For additional workforce strategies, check out this guide on jobs and workforce planning.
In late 2025, Black & Veatch introduced BV Ask, a generative AI tool that gave over 5,000 engineers access to global best practices. This innovation was crucial when three senior engineers retired within 45 days, effectively preserving over a century of expertise.
"AI is not just a tool for automation - it's a catalyst for empowerment. Merging AI with more than a century of experience, we're training, retaining and elevating the next generation of builders."
- Jennifer Divito, President of BV Operations, Black & Veatch
AI is also making jobsites safer and more efficient. For instance, in October 2025, Sensera Systems launched its SiteCloud platform, which uses AI-powered cameras to monitor PPE compliance and detect potential hazards in real time. While AI is revolutionizing recruitment, it’s also laying the groundwork for long-term workforce readiness through digital upskilling.
Upskilling has become a priority, with 91% of power and utilities executives affirming that reskilling employees is essential for future success. However, only 27% of energy companies are actively retraining their workforce, prompting firms to adopt technology-driven learning programs. These initiatives complement recruitment efforts by equipping employees with the digital and automation skills needed for upcoming energy projects.
Tools like digital twins and simulation modules are significantly cutting onboarding times - from six to twelve months down to just a few weeks. These virtual environments let new hires practice complex tasks safely before stepping onto actual jobsites, reducing errors and improving safety measures.
AVEVA has introduced an AI-enhanced feature in its E3D Design tool that automates pipe routing for designers. While this doesn’t replace the expertise of skilled piping designers, it allows them to take on more complex tasks and work more efficiently.
"We're not displacing the need for a piping designer - you still need a piping designer. But the same piping designer can do more than they would have before from an efficiency perspective, leveraging AI."
- Cormac Ryan, EPC Industry Principal, AVEVA
In November 2025, Black & Veatch launched its Engineering Technician Accelerator. This program, lasting three to six months, combines hands-on training in tools like AutoCAD and Revit with AI-enhanced learning modules, preparing participants for full-time roles. Additionally, AR and VR technologies are being used to deliver safe, scalable training for high-risk tasks.
The results of these technological investments are already becoming evident. By embracing immersive learning and AI-powered tools, EPC firms are not only speeding up onboarding but also preparing their teams for the challenges of evolving projects. With the global power engineering workforce expected to grow by 100% to 200% by 2030, these efforts are proving to be a key strategy for meeting future demands.
These examples highlight how EPC firms tackle workforce challenges to deliver energy projects effectively, building on the recruitment and technology strategies discussed earlier.
In June 2024, Bechtel launched a dedicated Craft Professional Recruitment Center in Brownsville, Texas, to support the $18 billion Rio Grande LNG export facility. This facility, overseen by Senior Project Manager Scott Osborne, includes a computer lab, orientation classrooms, and an on-site medical center for pre-employment screenings. The center's purpose is to streamline the hiring of thousands of local workers, ensuring the project's first three liquefaction trains stay on schedule.
"This center will play a crucial role in ensuring that the project is staffed with skilled local professionals as we intensify our efforts to hire thousands of locals."
- Scott Osborne, Senior Project Manager, Bechtel
Bechtel's workforce strategy goes beyond individual projects. Paul Marsden, President of Bechtel Energy, emphasized the company's long-term partnerships with clients, some lasting over two decades. This approach offers workers career stability instead of short-term contracts. For Gulf Coast LNG projects, Bechtel collaborated with local community colleges to develop training programs in piping, welding, and electrical trades, addressing both immediate and long-term workforce needs.
Another example comes from a major U.S. solar EPC firm that partnered with Aerotek to staff three remote solar plants in South Carolina and Florida between 2023 and 2024. Aerotek recruited 370 construction workers, including heavy equipment operators and mechanical/electrical laborers, within five months using a "Managed Resources" solution. Despite setbacks like flooding and a major hurricane, the workforce maintained low turnover and met tight project deadlines.
Renewable energy projects are also turning to targeted apprenticeship and skill-building programs to sustain their fast-paced growth.
Apprenticeship programs have become a cornerstone for scaling the renewable energy workforce. A notable example from November 2014 demonstrates their long-term impact. Bechtel, in partnership with the National Apprenticeships Program, brought in 401 apprentices for the construction of three LNG plants (Queensland Curtis LNG, Santos GLNG, and Australia Pacific LNG) on Curtis Island, Australia. Led by LNG General Manager Alasdair Cathcart, the program focused on skills like electrical fitting, instrumentation, and metal fabrication. By the end of the project, over 150 apprentices had become fully qualified tradespeople, meeting the intense demand for skilled labor under tight deadlines.
"This innovative apprenticeship program in Gladstone has helped us meet the high demand for skilled labor on our projects, and it brings long-lasting benefits to Australia's construction industry."
- Alasdair Cathcart, LNG General Manager, Bechtel
For companies aiming to adopt similar strategies, combining structured apprenticeships with digital training tools has proven highly effective. These initiatives not only address immediate workforce needs but also establish enduring talent pipelines, ensuring the renewable energy sector continues to grow at its current pace.
EPC firms are grappling with a tough reality - 400,000 employees in the U.S. energy sector are set to retire within the next decade, and 90% of companies report challenges in finding skilled workers. To succeed, companies must move beyond reactive hiring and embrace strategic, technology-driven workforce planning.
A winning strategy combines several key elements: predictive workforce planning to address retirement risks and skill gaps, partnerships with technical schools and universities to establish steady talent pipelines, and digital training tools that reduce onboarding times from months to weeks.
"Rebuilding America's construction workforce is no longer optional - it's a national imperative."
- Craig Albert, President and COO, Bechtel
Adopting skills-based models can increase high performer retention rates to 98% by focusing on competencies rather than rigid job titles. These efforts also pave the way for technology to play a bigger role. AI tools take over repetitive tasks, freeing engineers to focus on complex problem-solving, while digital platforms help preserve the knowledge of retiring professionals.
For firms ready to take action, iRecruit.co offers pre-qualified candidates and expertise in technical recruitment for vital construction management roles. By focusing on strategic workforce planning, building partnerships, and investing in digital upskilling, EPC firms can secure the talent they need to drive America's energy infrastructure forward.
EPC firms are increasingly relying on predictive analytics to tackle workforce shortages in energy projects. By tapping into data-driven tools, they can anticipate labor needs, pinpoint key skill gaps, and simplify the hiring process. This forward-thinking strategy ensures the right talent is in place at the right time.
In addition, many firms are adopting AI-powered tools to boost workforce training and upskilling efforts. These technologies help prepare employees for shifting project demands, enhancing efficiency and reducing delays. Predictive analytics is quickly becoming a cornerstone of workforce planning, allowing EPC firms to adapt and thrive in a fast-moving, competitive landscape.
Collaborating with schools and colleges plays an important role in tackling workforce shortages in the energy sector. These partnerships aim to develop training programs that focus on the exact skills needed for energy projects, ensuring a consistent flow of qualified professionals.
For instance, technical schools and community colleges often team up with EPC firms to create courses that match industry needs, covering areas like renewable energy technologies or advanced construction methods. By preparing students with the necessary skills, these programs help close talent gaps, keep projects on schedule, and drive progress in the energy field.
Technologies like AI and digital twins are transforming how workforce training is approached in the EPC industry. AI-powered platforms create simulations of real-world scenarios, giving employees a chance to practice and gain experience in a safe, controlled environment. Meanwhile, digital twins - virtual replicas of physical assets - offer immersive, interactive learning opportunities. These allow workers to better grasp the intricacies of complex energy systems, boosting their operational readiness.
These advancements tackle workforce shortages by streamlining training and ensuring employees are prepared to step into their roles quickly and effectively. Beyond speeding up the process, they also improve safety during training, lower costs, and help preserve essential knowledge as experienced workers retire. By adopting these cutting-edge tools, EPC firms can build a skilled workforce ready to meet the increasing demands of energy projects.
