By Ainoa Irurre, Vice President, Talent Attraction & Mobility, Europe at Schneider Electric

Across Europe, the energy transition and digitalization are moving forward at the same time. New technologies are being deployed, systems are becoming more connected, and expectations around sustainability and performance continue to increase.

And yet, in my conversations with HR leaders, business managers and operations teams outside Schneider Electric – across customers and partners – I often hear the same concern, sometimes clearly expressed, sometimes more indirectly: do we really have the skills to make this transformation work?

Technology is evolving quickly. What is more difficult is making sure people evolve at the same pace.

Talent scarcity is becoming more visible

Europe has been talking about talent shortages for many years. What is different today is how strongly they are felt as the energy transition and digital transformation accelerate.

Demographics explain part of the situation. According to the European Commission, the EU working age population (20–64) reached 272 million in 2009, decreased to 265 million in 2022, and is expected to fall further to 258 million by 2030, as explained in its Employment and Social Developments in Europe analysis.

At the same time, the demand for new capabilities continues to grow – especially in energy management, digital systems, automation, data and cybersecurity.

The talent market itself is also changing. We see a clear polarization:

• some profiles are attracted to large companies, because of scale, international exposure and structured career paths;
• others choose start‑ups and scale‑ups, attracted by speed, experimentation, ownership and purpose.

For mid‑sized companies, this creates a real challenge. They work very close to customers and infrastructure, play an important role in the energy transition, yet compete for talent in a market pulled in two directions.

In this context, talent availability can become a bigger constraint than technology itself.

The real issue is not hiring – it is capabilities

This challenge is often described as a recruitment issue. In reality, it goes further than that.

Roles are changing faster than before. The skills needed for the energy transition and digitalization do not remain stable for long. The World Economic Forum estimates that 39% of today’s core skills will change by 2030, due to the combined impact of technology, sustainability and new business models, as outlined in its Future of Jobs Report 2025.

This changes the role of HR teams:

• from filling predefined positions,
• to developing capabilities that can grow and adapt over time.

Digital fluency, systems thinking, critical thinking, resilience and collaboration are not “nice to have” skills. They are essential for working effectively in environments that are still evolving.

We may not know every step ahead. But we do know the direction. And this requires people who are comfortable learning while moving forward.

Why mid‑sized companies need to think differently

Trying to compete directly with large organizations or start‑ups for the same profiles is rarely sustainable for mid‑sized companies.

What often works better is a different approach:

• hiring for potential and transferable skills,
• investing in upskilling and reskilling,
• creating working environments where learning happens through real projects and daily work.

Another important change is to move away from the idea that all skills must be internal.

In a tight talent market, flexibility is a strength. Combining internal teams with partners, external experts and advisors makes it possible to move forward without putting too much pressure on people or slowing down decisions.

How Schneider Electric supports this evolution

At Schneider Electric, we work closely with customers facing these challenges every day.

What we see consistently is that progress happens when technology, people and expertise evolve together.

Our digital and energy management solutions are designed to reduce complexity – to be easier to deploy, operate and scale with the teams already in place. At the same time, our advisors and services teams work alongside customers to share expertise, support decisions, and help teams build confidence as they develop new capabilities.

This combination helps organizations continue to move forward, even when talent is scarce, in a way that feels realistic and sustainable.

Looking ahead

Talent scarcity and skills evolution are not short-term issues, especially for companies involved in the energy transition and digitalization.

But they do not have to slow progress.

Companies that focus on capabilities rather than fixed roles, invest in learning, and work with partners who bring both technology and expertise are better prepared to adapt.

Technology will continue to evolve. What will make the difference is how we support people – and how we help them turn that technology into real and lasting value.

About the author

Ainoa Irurre, Talent Acquisition & Mobility VP, Europe

Ainoa Irurre is Vice President of Talent Acquisition & Mobility for Europe at Schneider Electric. She began her career at Mepamsa and later joined Schneider Electric, where she has held a range of senior Human Resources leadership roles across Spain and the Iberian Zone before moving into a European role. She holds a Law degree from the University of Navarra, a Master’s degree in Human Resources from ESADE, and an MBA from ICADE.