AI and the new workforce – if rail needs recruits, it first needs a rebrand

17 / 01 / 2025

With AI set to revolutionise rail operations, the sector faces a pivotal challenge: recruiting a digitally savvy workforce to harness its potential. So can the rail industry shed its dated image and attract fresh talent to fill the looming skills gap? Here’s how we think rebranding could help reshape the future of rail.

4 min.

public transport

The application of AI is rapidly transforming countless industries worldwide, and the UK rail sector is no exception. From predictive maintenance to augmented rostering, AI has the power to redefine rail operations, driving efficiency and improving service reliability.

According to the National Skills Academy for Rail, approximately 50,000 industry employees are expected to retire by 2030. This means there is a skills gap to be filled by a younger, digitally native workforce that could effectively harness and optimise these AI tools.

However, onboarding new talent may prove to be trickier than expected. As it stands, the rail industry faces significant hurdles when it comes to appealing to a new generation of professionals – not ideal, considering the sector requires an estimated 120,000 engineers and technicians annually to maintain and modernise infrastructure.

A catalyst for change in rail

Predictive maintenance solutions have been a transformative force for a number of years, and their impact is becoming increasingly evident across various industries. By leveraging data analysis to anticipate faults proactively, these solutions not only minimise downtime but also reduce the risk of service disruptions, showcasing their universal application in enhancing operational efficiency and reliability.

Additionally, AI-enhanced rostering tools help streamline and speed up workforce management, optimising shift patterns and ensuring compliance with industry regulations.

And yet these innovations are only as effective as the people using them. Human oversight remains a pivotal component in AI-run operations, which opens the possibility to introduce new roles in data analysis, performance monitoring, and user experience design.

Such job positions align well with the skills of a generation that expects to interact digitally first. Then why might rail be facing a challenge when trying to recruit them?

Rail’s image problem

There is something admittedly antiquated about the rail industry. When trains aren’t lovingly depicted in children’s storybooks and programming, they’re being celebrated for their rich history and their important role in shaping modern industrialisation. And herein lies the problem – while the nostalgia may be endearing, it does also mean that trains are stuck in the past, even if only in the public imagination.

This is an image problem that the rail industry needs to tackle in order to attract new talent over the next five years. For young professionals seeking a meaningful career, the rail sector offers a dynamic environment that goes beyond job security. By engaging in projects that enhance network performance and improve customer satisfaction, employees contribute to the essential mission of transforming social mobility. However, the rail industry must find more effective ways to communicate this purpose and dispel the popular myths of being out of step with the times.

Rail’s recruitment strategy

Among the public, many see rail as a sector incapable of change and marred by slow processes, which can be a major deterrent for potential job applicants. To capitalise on the career opportunities presented by AI and attract young talent, the rail industry should consider taking three crucial steps.

The first is to rebrand rail as a tech-driven industry. This would allow the sector to redefine its image and align with the aspirations of young professionals. Highlighting digital transformation initiatives in recruitment campaigns could shift perceptions around rail, depicting it as an untapped innovative industry to work in. Promoting success stories through impactful, visually-driven campaigns on social media would be an effective place to start, as demonstrated by campaigns run by Network Rail, Govia Thameslink Railway, and Southeastern, among others.

Secondly, the promotion and expansion of apprenticeships and graduate schemes will also be key for attracting talent. Partnering with colleges and universities could introduce the rail sector to young people from an early stage, setting them on pathways towards a career in the industry. Digital skills courses would help prepare aspiring rail professionals for the demands of AI-centric roles, while also allowing them to develop highly marketable skills.

Finally, rail companies need to embrace and uphold a culture of innovation to retain young talent. This involves investing in professional development programs and continuous training on the latest AI tools and platforms, ensuring that professionals remain engaged in the rail industry. The establishment of Great British Railways presents a significant opportunity to implement these changes, creating a more dynamic and forward-thinking environment that prioritises skill development and technological advancement.            

A call to action for the rail sector

The rail industry is central to the nation’s identity and prosperity, but its future depends on the actions taken today. Embracing AI and welcoming new talent are essential first steps towards a more modern and efficient future.

The UK rail sector has a unique opportunity to position itself as an employer of choice for a digitally native generation of young professionals, at a time when AI is transforming countless industries on a profound level.  As an example, the UK fintech sector has flourished with companies like Revolut and Monzo, which have disrupted traditional banking models by offering digital-first financial services. These companies appeal to a younger demographic by providing streamlined, user-friendly products and incorporating technology in everyday banking.

However, with a substantial portion of its employees nearing retirement, the rail industry needs to act fast and decisively. While AI may be a catalyst for innovation, it is the next generation of workers who will be more likely to know how to use it as a tool capable of reshaping railways for decades to come.