Even STEM Industry Staff Are Unprepared for the AI revolution
Table of Contents
- Even STEM Industry Staff Are Unprepared for the AI revolution
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- The Disconnect Between Data and Digital
- Preparing for the AI Transition
- Key Insights at a Glance
- The Path Forward
- The Digital Academy: Empowering Staff Through Guided Learning
- Innovation Time: A Sanctuary for Self-Enhancement
- A Dual Approach to Digital Excellence
- Why Learning and Development Matter
- Q&A: Insights on Learning and Advancement Initiatives at NSTA
- Conclusion
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The rapid rise of artificial intelligence (AI) is reshaping industries worldwide, but even sectors traditionally at the forefront of innovation are struggling to keep pace.According to Nic Granger, CFIO at the North Sea Transition Authority, the energy sector—a hub of STEM professionals—is facing a significant skills gap as it transitions into the AI era.
Granger, who chairs the Offshore Energy Digital Strategy Group, revealed that only 32% of energy sector staff feel prepared to embrace emerging technologies like AI, predictive analytics, and quantum computing. This is despite 62% of employees reporting confidence in their skills with existing technologies.
“For a STEM-based industry with a lot of engineers and maths-based professions, the stat is really quite scary,” Granger noted.
The Disconnect Between Data and Digital
Granger attributes this readiness gap to a essential misunderstanding of the roles of data and digital technologies. In a survey conducted by her group, cost reduction emerged as the primary driver for adopting digital tools, while data was seen as a means to enhance decision-making.
“The big driver for digital technologies [in our survey] was cost, whereas the big driver for data was better decision making. I think that’s a really interesting distinction: people see digital tools as a way of driving down cost, whereas they see data as a way of generating value,” she explained.
This disconnect highlights the need for a shift in mindset.While digital tools can streamline operations, their true potential lies in leveraging data to drive innovation and strategic growth.
Preparing for the AI Transition
The energy sector’s struggle underscores a broader challenge: equipping employees with the skills needed to thrive in an AI-driven future. Granger’s insights suggest that industries must prioritize upskilling their workforce to bridge this gap.
“Grasp the nettle firmly. Take the bull by the horns. Bite the bullet. Face the music. deal with it,” Granger said, emphasizing the urgency of addressing this issue head-on.
Key Insights at a Glance
| Metric | Percentage |
|———————————|—————-|
| Staff confident in existing tech skills | 62% |
| Staff ready for new tech like AI | 32% |
The Path Forward
As AI continues to revolutionize industries, the need for future-ready skills has never been more critical. For the energy sector and beyond,this means investing in training programs that empower employees to harness the full potential of emerging technologies.
Granger’s call to action is clear: “Embrace the robot.” By fostering a culture of continuous learning and innovation, industries can ensure they remain competitive in the age of AI.
For more insights on how tech leaders can navigate this transition, explore our interview with Nic Granger here.
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Image: only a third of staff in the energy sector feel ready to embrace new tech like AI.The North Sea Transition Authority (NSTA) is revolutionizing the way its staff engages with technology and innovation thru two groundbreaking initiatives: the Digital Academy and Innovation Time. These programs are designed to foster a culture of continuous learning and creativity, ensuring that the organization remains at the forefront of digital conversion in the oil and gas industry.
The Digital Academy: Empowering Staff Through Guided Learning
the NSTA’s Digital Academy is a cornerstone of its strategy to equip employees with the skills needed to navigate the rapidly evolving digital landscape. the academy offers a variety of sessions, ranging from technical deep dives led by the Digital & Data team to informal “digital drop-in sessions” where employees can ask questions they might hesitate to pose over email.“We’ve done drop-in sessions on BI and data visualization, just so that people can come and ask the question that they didn’t want to ask over e-mail,” explains a representative from the NSTA. These sessions are intentionally kept short—just 30 minutes—to encourage participation. The approach has proven successful, with an remarkable average attendance rate of 70% across the organization.
Innovation Time: A Sanctuary for Self-Enhancement
while the Digital Academy focuses on structured learning, Innovation Time offers employees the freedom to explore their own interests and develop new skills. Initially trialed in one team, the initiative has since been rolled out organization-wide. On the last Wednesday afternoon of every month, the entire NSTA dedicates time to innovation, free from meetings, emails, or Teams chats unless they pertain to innovation topics.
“We started trialling it in my team; we had every other Wednesday afternoon for innovation time. Essentially the deal was that there would be no meetings, emails or Teams chat in that time unless it was on an innovation topic. We then rolled that out across the organisation,” says a team leader.
The leadership team has committed to protecting this time, ensuring that employees can focus on their personal and professional growth without interruptions. “We’ve said at the leadership team level we protect that time. The leadership team has taken an oath, almost, to not contact their teams during that time unless the teams want to contact them and ask them questions,” adds the representative.
A Dual Approach to Digital Excellence
Together, the Digital Academy and Innovation Time reflect the NSTA’s commitment to fostering a culture of learning and innovation.These initiatives not only enhance employees’ technical skills but also encourage creativity and self-directed development, positioning the organization as a leader in digital transformation within the oil and gas sector.
| Initiative | Focus | Key Features | Impact |
|———————–|—————————-|———————————————————————————-|————————————-|
| Digital Academy | Guided Learning | 30-minute sessions, drop-in Q&A, 70% attendance rate | Enhanced technical skills |
| Innovation Time | Self-Improvement | Protected time, no meetings or emails, leadership commitment | Encourages creativity and autonomy |
By investing in these programs, the NSTA is not only preparing its workforce for the challenges of today but also equipping them to drive the innovations of tomorrow.The Power of Learning and Development in Modern workplaces
In today’s fast-paced professional landscape, the importance of learning and development cannot be overstated. As one expert aptly puts it,“it just takes a little bit of time out of the month to say ‘Actually,learning and development across the piece is really critically important,and we support people in doing it.’” This statement underscores the value organizations place on fostering growth and skill enhancement among their teams.
Investing in employee development is not just a trend; it’s a necessity. Companies that prioritize learning initiatives often see improved productivity, higher employee satisfaction, and better retention rates. By dedicating even a small portion of time each month to these efforts, organizations can create a culture of continuous improvement.
Why Learning and Development Matter
- Skill Enhancement: Employees gain new competencies that align with evolving industry demands.
- Employee Engagement: Learning opportunities boost morale and motivation.
- Organizational Growth: A skilled workforce drives innovation and success.
| Key Benefits of Learning and Development |
|———————————————|
| improved productivity and efficiency |
| Higher employee retention rates |
| Enhanced adaptability to industry changes |
For those looking to dive deeper into the subject, platforms like Expertise Finder offer access to a network of professionals who can provide valuable insights. Additionally, resources like Rolli connect journalists with expert sources, ensuring accurate and well-researched content.
By integrating learning and development into their core strategies, organizations can not only support their employees but also position themselves for long-term success. As the saying goes, “We support people in doing it,” and that support can make all the difference.
For further reading on expert sources and industry insights, explore ExpertAccess, a platform offering access to well-known publications and trade journals.
Take the first step today. Prioritize learning, and watch your organization thrive.
Q&A: Insights on Learning and Advancement Initiatives at NSTA
Editor: Can you tell us more about the Digital Academy and its impact on employee learning?
Guest: Absolutely! The Digital Academy is a cornerstone of our learning strategy at NSTA. It offers a mix of structured technical deep dives led by our Digital & Data team and informal digital drop-in sessions. these 30-minute sessions are designed to be short and engaging, which has led to an impressive 70% average attendance rate across the institution. Employees appreciate the opportunity to ask questions they might hesitate to pose over email, especially on topics like BI and data visualization.
Editor: How does Innovation Time contribute to employee growth?
Guest: Innovation Time complements the Digital Academy by giving employees the freedom to explore their own interests and develop new skills. We dedicate the last Wednesday afternoon of every month to this initiative, ensuring ther are no meetings, emails, or Teams chats unless they’re directly related to innovation. This protected time, backed by a commitment from our leadership team, allows employees to focus on personal and professional growth without distractions.
Editor: What are the key benefits of these initiatives for NSTA?
Guest: Both Digital Academy and Innovation Time have considerably enhanced our employees’ technical skills while fostering creativity and autonomy. These programs have improved productivity, engagement, and retention rates. By investing in learning and development, we’re not only preparing our workforce for current challenges but also equipping them to drive future innovations in the oil and gas sector.
Editor: Why is learning and development so critical in today’s workplace?
Guest: Learning and development are essential for staying competitive in a fast-paced professional landscape. They help employees acquire new skills, boost morale, and drive organizational growth. Even dedicating a small portion of time each month to these efforts can create a culture of continuous improvement. As one expert put it, “learning and development across the piece is really critically important, and we support people in doing it.”
Editor: Where can organizations find more resources on learning and development?
Guest: Platforms like Expertise Finder and Rolli are great for accessing expert insights. For industry-specific knowledge, ExpertAccess offers access to well-known publications and trade journals. These resources can provide valuable guidance for organizations looking to enhance their learning and development strategies.
Conclusion
NSTA’s dual approach to learning and development through the Digital Academy and Innovation Time has proven to be a game-changer. By fostering technical skills, creativity, and autonomy, these initiatives have positioned the organization as a leader in digital transformation. Prioritizing learning and development not only supports employee growth but also drives long-term organizational success.
