Five workforce questions to answer before data centre construction begins

1. Which capabilities will we need, and when?

A list of job titles is not yet a workforce plan. Projects need to connect each capability to the construction schedule, technical packages and key delivery milestones. Some roles will be required throughout the project. Others may only be needed for a specific phase, such as high-voltage installation, controls integration or commissioning.

Understanding the sequence helps determine:

• When each person needs to be mobilised
• How long the assignment is likely to last
• Where demand will peak
• Which capabilities may have longer recruitment lead times
• Where continuity between phases is important

This allows recruitment activity to begin based on the project schedule rather than the arrival of an urgent vacancy.

2. What talent is available locally?

The scale of the local talent pool can have a significant impact on the workforce strategy. Projects in established data centre locations may have access to experienced candidates, but they will also face competition from other developments. Emerging locations may offer land and power advantages while having fewer people with direct sector experience. Employers should examine commuting distances, competing projects, local pay expectations and the availability of relevant technical disciplines. Where local supply is limited, the project may need to consider relocation, rotational assignments or the mobilisation of people from other regions. Accommodation, travel arrangements and assignment conditions then become part of the workforce proposition.

3. Which skills must be data centre-specific?

Insisting on direct data centre experience for every position can unnecessarily restrict the talent pool. Treating all technical experience as interchangeable creates a different risk. The answer lies in distinguishing between roles where sector-specific experience is essential and roles where adjacent expertise can transfer successfully. Energy, utilities, advanced manufacturing, pharmaceuticals, defence and infrastructure can provide professionals with experience in power systems, automation, project controls, HSE, quality management and commissioning. A capability matrix can help determine which knowledge transfers directly, which gaps can be addressed through onboarding or training and which positions require proven data centre experience from the start.

4. How will the workforce be engaged and mobilised?

Projects frequently require a combination of permanent employees, contractors, specialist consultants and supplier personnel. The right model depends on the project phase, duration, location and availability of talent. Employers must also consider local employment requirements, worker classification, payroll, insurance, licences, immigration, HSE and onboarding. These arrangements can take time, particularly when people must cross state or national borders. Resolving them early reduces the risk of finding the right professional but being unable to mobilise them when needed. A workforce partner should therefore do more than introduce candidates. It should help clients understand how people can be engaged and deployed compliantly.

5. Why should people choose and remain with this project?

In a competitive market, an attractive pay rate may secure attention, but it does not guarantee retention. Professionals also consider the project’s reputation, leadership, working conditions, location, schedule and expected duration. Clear communication is especially important. Candidates want to know what they are joining, what will be expected of them and whether the opportunity offers stability or future development. Once people arrive, structured onboarding, dependable arrangements and good site leadership influence whether they stay. Retention should therefore be designed into the workforce plan, not addressed only after people begin to leave.

Better questions create stronger workforce plans

The best time to identify a workforce risk is before it affects the project schedule. By mapping capabilities, understanding the local market, assessing transferable talent, resolving mobilisation requirements and building a clear workforce proposition, developers can approach construction with greater confidence. Atlas NextWave combines specialist recruitment with knowledge of complex technical and infrastructure markets. We help clients look beyond individual vacancies and develop workforce solutions around the wider project challenge.

Planning your next data centre development? Speak to our Data Centres specialists before workforce demand reaches its peak.