Employers

77% of business leaders say they plan to increase training and development budgets by 2030, according to Multiverse data. As organisations move to adopt new digital workflows and technologies, they have an opportunity to centre employees in their workforce transformation initiatives.

But what steps can HR leaders take to drive workforce transformation efforts, rather than just execute them?

We recently held a panel discussion at our London headquarters, bringing together HR leaders from multiple industries to discuss how we can put our people at the forefront of workforce transformation initiatives.

The panel was composed of Ioana Nicolae, Senior People Specialist at Mastercard, Hayley Crossley, Senior People Specialist at Mastercard, and Paige Rinke, Multiverse’s VP of People and Talent.

We discussed Mastercard’s innovative approach to career development through the ‘Own Your Career’ programme, and the steps HR leaders can take to drive workforce transformation from the ground up.

These are the five key takeaways from our discussion:

Offer on-the-job learning opportunities

Internal movement can be a valuable tool to connect employee skills to the projects that require them. At Mastercard, there is a culture of internal movement – employees are encouraged to explore other roles and areas of the business where their skills may transfer.

Ioana explained: “Internal movement is a great thing – and I think from a personal perspective, it just helps to see how great it is to have different perspectives of the same thing, and there are transferable skills.”

“From every role that you do, you can learn something new, and you can expand your skill set.”

From this idea came Mastercard’s talent marketplace, an internal platform launched in 2022 to match people and skills to projects within the business. Employees upload their CVs, skill sets and desired skills, then AI matches people to jobs that need resourcing.

Hayley told us: “We saw quite a few projects take off, and in that first six months, we had two people actually change their roles because of it and get a role with their new team. It became really apparent quite quickly that this is a great tool to use for people to test their skill set.”

This style of learning helps Mastercard employees to upskill, share knowledge and contribute to workforce transformation on their own terms – participating in the projects that interest them the most.

“As a manager, even if you were to lose a staff member on your team, but Mastercard keeps them, it’s a win.”

Build tailored learning pathways

Every industry has skills gaps. When addressing those shortfalls, learning and development opportunities should be tailored based on what employees need to succeed in their roles and develop in their careers.

Using data from yearly talent reviews and the talent marketplace, Mastercard provides employees with tailored learning opportunities.

For example, Hayley explained that the team’s AI platform can record employees’ owned and desired skills to set up personalised learning pathways through providers like LinkedIn Learning and Harvard Online Courses.

The tool helps employees identify their skills gaps and assess what their next role or project should be to fill those gaps. It helps to build both technical skills and vital soft skills required in day-to-day work, like communication and change management.

Provide smarter mentorship

Mentorship programmes are a common learning and development tool for businesses – but AI adds an additional layer of value. At Mastercard, mentorship opportunities are intelligently matched according to skill set.

It’s not a system where a more experienced manager will simply mentor a less experienced member of the team. Instead, mentorship takes place across multiple departments and levels of maturity. For example, if an employee tells the system they want to build their communication skills, they could be matched to another employee who possesses these – regardless of their level of seniority.

AI-powered mentorship helps support cross-functional learning and builds relationships across departments, levels of seniority and territories – which is critical for a large, dispersed organisation like Mastercard.

Currently, over two-thirds (69%) of business leaders believe that their organisation will need different workforce skills to stay competitive by 2030. Learning through peer expertise could become increasingly valuable as the workforce looks to expand its digital skills and encourage knowledge sharing between multiple generations of the workforce.

Create a culture of employee learning and development

One of the greatest challenges that HR teams contend with is retention. According to CIPD, the average turnover for UK workers – the proportion of staff who move on to a new employer or are not working after a year from hiring – is 34%. It means companies lose talent, and when certain skills are scarce, recruitment can be expensive.

The AI-powered talent marketplace is solving talent retention challenges for Mastercard. The tool helps employees identify, communicate and find opportunities to accelerate their career development, leveraging the resources and budget available to them through initiatives like the Apprenticeship Levy.

A people-first approach to learning and development gives employees autonomy over their career growth, helping them feel supported and more likely to stay with the company. On how Mastercard assesses the value of an opportunity, Hayley said “the one question we ask is, is it going to benefit you in your role?”

Sell workforce transformation projects through your leaders

Equipped with a breadth of workforce data and new AI-powered systems, HR teams are well-positioned to support skills-based workforce transformation. However, business leaders need to be at the forefront of communicating with the organisation and securing buy-in for transformation projects.

When leaders are seen as advocates for learning, and authentically communicate the benefits from the top down, it can help convince decision-makers of the business value of learning and development opportunities.

Ioana highlighted the importance of selling through your leaders. She explained: “If you spend a bit more time with leaders and understand what their challenges are in the business, you have a better idea of how you can match up what they’re missing with what you can add. That’s when they really see the value that HR can bring to the table.”

Since its launch, the talent marketplace has established executive sponsors across the business and engaged staff in transformation initiatives. It has an adoption rate of over 80% within Mastercard, a testament to the success of the project.

Multiverse helps businesses deliver workforce transformation

Upskilling has a central role to play in workforce transformation – and HR professionals are the key facilitators.

Closing the discussion, Paige said, “In the background in HR, we can do the work to help determine skills gaps and what leaders need to be at the forefront of it, but we must make sure that we're really open and honest with the commitment upfront, because it is a commitment, but one that can hopefully be transformational and life-changing.”

The Multiverse team works closely with Mastercard to identify skills gaps and offer upskilling programmes to employees based on their learning and development aspirations.

To learn more about how to align your workforce’s skills with strategic goals, explore Multiverse’s transformation solutions.

The skills needed to thrive in today’s working environment look drastically different to those needed a decade ago.

As technology advances, new innovations like AI have transformed the skills that employees need most, resulting in skills gaps.

It’s a growing problem for business leaders: 48% say their organisation has significant skills gaps across key functional areas of the business. But it’s a solvable one – and organisations can get ahead by identifying, quantifying, and fixing skills gaps in their workforce.

In this article, we’ll unpack what a skills gap is and the different types that exist in the workplace. We’ll also dive into the data – exploring the digital skills gap statistics that demonstrate the scale of the challenge – and how leaders are adapting to meet demand.

Skills gap definition

A skills gap is the difference between the skills that employees possess and the skills that the business requires.

Today, they pose a significant challenge to businesses. According to a recent Multiverse report, 68% of business leaders anticipate gaps in key tech and data areas heading into 2030. Half (49%) believe these skills gaps will have a negative impact on key business performance metrics including profitability, employee retention, and customer satisfaction.

As a result, leaders are reordering their strategic priorities. Currently, they rank learning and development as their fifth largest priority, rising to fourth when looking ahead to 2030.

Read the full report for more insights and learn how to build the future workforce of 2030

Types of skills gaps

Our data suggests that organisations are currently struggling to address skills gaps across several business-critical areas, spanning both technical and soft skills.

Examples of technical skills gaps in the workplace

A technical skills gap is the difference between the technical skills employees have and those the business needs, especially relating to abilities in certain software, technologies, or processes.

Modern organisations are affected by skills gaps encompassing a range of specific technologies and platforms. Key areas where technical skill gaps are most acute include:

Artificial intelligence (AI)

AI skills gaps occur when workforces lack the skills to develop, deploy, or manage AI systems effectively. These include expertise in machine learning, data engineering, and solution design. Currently, leaders name AI as their most significant skills gap (45%).

Data

Data skills gaps occur when organisations lack the necessary skills to organise, store, and govern data effectively. 77% of leaders say data management is the skills gap most likely to persist into 2030.

Many organisations also have skills gaps when it comes to standard workplace productivity software. According to the Multiverse Skills Intelligence Report 2024:

• 57% of employees have basic or no Excel skills.
• 55% have no PowerBI or Tableau skills.
• 86% have no Python skills.

Cybersecurity

Cybersecurity skills gaps exist when organisations lack skills in protecting digital assets, data, or systems from cyber threats. Abilities in areas such as network security and threat detection are crucial to building a strong cyber posture, and business leaders name cybersecurity as their second largest skills gap (35%).

Cloud computing

Cloud computing skills gaps refer to a lack of skills for designing, managing, and optimising cloud-based infrastructures across platforms like AWS and Microsoft Azure. Leaders name cloud computing as their third largest skills gap (28%).

Examples of soft skills gaps in the workplace

Beyond technical abilities, workforces may also have skills gaps across soft skill areas. A soft skill gap is the difference between the non-technical abilities employees have and those the business needs.

A recent Multiverse survey on the power of on-the-job learning revealed that business leaders see soft skills as the largest predictor of potential – with leaders twice as likely to prioritise durable skills (64%) over degree results (27%) when assessing applicants for junior roles.

When asked to name the three most important soft skills their companies will need over the next five to 10 years, leaders cited the following skills gaps:

Critical thinking

Critical thinking skills gaps arise when employees lack the ability to analyse business problems and assess solutions effectively. 37% of business leaders consider it one of the top three most important skills their organisation will require.

Communication

Skills gaps in communication refer to the ability to clearly and effectively convey information, verbally or in writing. As remote and dispersed workforces become more common, 37% of business leaders name communication as a top priority.

Adaptability

Adaptability skills gaps emerge when employees struggle to adjust to new technologies or working processes. 35% of leaders see adaptability as a crucial skill for their future workforce.

Creativity

Creativity skills gaps are present when organisations lack the ability to generate innovative ideas or solve problems in novel ways. 34% of business leaders believe creativity will be critical for success over the next five to 10 years.

Why is it important for businesses to close skills gaps?

Over two-thirds (69%) of business leaders believe that their organisation will need different workforce skills to stay competitive by 2030. But to effectively implement new technologies like AI, workforces need new skills – both technical and soft.

When skills are missing, leaders see risks to business success. Half of leaders believe a lack of AI skills will negatively impact revenue growth (50%), productivity (50%) and profitability (49%).

How to identify and fix skills gaps

To maintain their competitive foothold, organisations can invest both in emerging technologies and the skills needed to implement them. 77% of leaders say they plan to increase training and development budgets by 2030. As a priority, 83% say their organisation is moving quickly to implement AI skills development.

Many choose to develop employee skills through upskilling or reskilling programmes. Upskilling refers to expanding existing skills and knowledge to stay competitive and relevant in the workplace, while reskilling is the process of building brand new skills and knowledge unrelated to your current skill set.

However, even though they recognise they have skills gaps, some businesses struggle to assess where those gaps are. As a result, decisions made to close gaps are often top-down and heavily influenced by guesswork or industry trends.

The Multiverse team can help map your skills gap with speed and precision. Book a consultation to identify your skills gaps today.

The AI for Business Value programme apprenticeship aims to equip team members from business functions across the organisation with advanced, industry-relevant AI and machine learning capabilities. Delivered by the tech-first company Multiverse over a 13-month period, the AI for Business Value programme trains apprentices to identify business value gains that can be achieved through using AI and executing ethical AI projects.

The training is part of The Crown Estate’s ambition to better utilise AI to drive value for the nation. A significant national landowner, The Crown Estate delivers financial value to the Treasury and creates wider environmental, social and economic value for England, Wales and Northern Ireland through its diverse £16bn portfolio that includes urban centres and development opportunities; one of the largest rural holdings in the country; and Windsor Great Park. It also manages the seabed and much of the coastline around the same parts of the UK, playing a major role in the country’s world leading offshore wind sector.

Participants on the AI for Business Value programme will be embedded across the organisation, delivering AI innovation and utilising real-time data in areas ranging from administration and property management through to urban design and marine planning.

The programme will enable teams to identify new opportunities to improve operational and design efficiencies, reduce emissions and carry out optimum planning, among other strategic outcomes, supporting The Crown Estate’s objectives on net-zero, economic growth and productivity and stewarding the UK’s natural environment and biodiversity.

With businesses predicting that almost half (44%) of workers’ core skills will be disrupted by 2027, with AI widely reported to be a key disrupter, the training will also enhance the careers of apprentices who are enrolled, empowering them with the most in-demand skills in the economy today, and allowing them to act as champions for AI within the organisation.

Aruj Haider, Head of Digital Emerging Technology & Innovation, The Crown Estate, said: “AI represents an enormous opportunity for us, that will increase our ability to effectively serve the country and give a huge boost to our efficiency and capability to achieve net zero and grow our productivity. This training will unlock our team’s ability to define the role AI will play in our organisational journey. Just as importantly, it gives our people access to some of the most in-demand skills in the workplace today.

“At The Crown Estate, our AI strategy is geared towards developing the skills, mindsets and behaviours to use AI effectively within our organisation. This apprenticeship is a key marker on that journey, and I really look forward to seeing some of the plans and impacts participants make on this programme over the next 13 months.”

Multiverse is a new tech-first institution that combines work and learning to unlock economic opportunity for everyone. It works with more than 1,500 organisations to close critical skill gaps in the workforce in AI, data and tech, through a new kind of apprenticeship.

Gary Eimerman, Chief Learning Officer, Multiverse said: "The Crown Estate has recognised the potential of AI to upscale innovation and increase efficiencies across its portfolio. The skills development provided is empowering the Crown Estate team members to use emerging technology to achieve their aims; while also enriching their career opportunities.”

According to the World Economic Forum’s latest Future of Jobs report, almost two-thirds of companies globally predict AI will grow in importance, with AI and big data the number one priority for company training strategies with more than 50,000 employees. It’s becoming ever more critical for employers to heed the advent of AI, both to harness the numerous benefits it can yield for their business and to prepare their people for the future of work.

The partnership will deliver AI and data programmes for over 50 professional services staff, as part of a drive from the University to bolster areas including student recruitment and student experience while developing a team of AI and data literate colleagues through at-work upskilling.

Training is funded by the apprenticeship levy and delivered by Multiverse, a tech company that specialises in high-quality training through applied learning. Multiverse has trained more than 16,000 apprentices in data and digital skills since 2016.

Enrolled employees have been assessed on their suitability for five of Multiverse’s programmes, with an assessment carried out for each person based on existing skill level, seniority and role within the university.

Programmes include the 13-month ‘AI for Business Value’ level 4 apprenticeship, which will help learners to identify business value gains that can be achieved through using AI and how to execute AI projects responsibly.

The Data Fellowship (standard or advanced) will upskill employees in data analysis and data science, while the Business Transformation Fellowship will help Keele University to deliver strategic initiatives with an agile mindset and drive change in an evolving digital workplace.

In addition to establishing a culture of AI and data literacy across the university, Keele hopes support its future strategy through the automation of manual processes and the use of newfound skills to identify cost-and-time-saving opportunities.

According to Multiverse’s Skills Intelligence Report, the education sector is most impacted by a lack of data skills, with 38% of employees’ time working with data spent unproductively, compared to the average of 30% across 18 other sectors.

Tom Wilcock, Director of Transformation for Professional Services at Keele University, said: “Keele University is always looking to invest in enriching initiatives that improve our students’ experience. The new partnership with Multiverse will allow us to do just that by upskilling over 50 of our exceptional professional services personnel.”

Multiverse is a tech-first institution that combines work and learning to unlock economic opportunities for everyone. It works with more than 1,500 organisations to close critical skill gaps in the workforce in AI, data and tech, through a new kind of apprenticeship.

Gary Eimerman, Chief Learning Officer at Multiverse said: "Our recent report shows that education is the hardest hit sector when it comes to the data skills gap. Keele University’s investment in AI and data training will close this gap, empowering staff with key skills to deliver the best outcomes for Keele and its students.”

Why? We know this because of the lessons learned from digital transformation.

One of the common reasons digital transformation initiatives fail is a lack of consideration for the "people dimension." Over the last 10 to 15 years businesses have learned and appreciated the importance of bringing people along with new technology.

The same principle applies to AI, and we see many similarities today with those early days of digital transformation. For example, business leaders see a chance for enhanced performance and growth with over two-thirds of leaders believing AI will improve productivity and customer experience (69%).

But challenges come with change management – and lessons from the past should be considered.

Workplace culture – built for its people – is crucial for success with AI, but there’s no switch to turn it on immediately. It needs nurturing, with time, effort and consistency.

In this article, we’re going to explore what a strong workplace AI culture looks like, and some suggested steps on how to establish it.

What is workplace AI culture?

Workplace AI culture is the integration of artificial intelligence technologies into an organisation's operations, processes, and employee interactions. In a strong workplace AI culture, teams will constantly consider how AI can and should be used within the business, shaping the overall work environment and company values.

How to establish a strong AI culture

Building an AI culture requires careful planning, clear communication, and a commitment to responsible practices and continuous improvement.

Every employee needs to understand how AI is relevant to their role, how they can use it effectively, and crucially, how to use it responsibly. And, for leaders, it’s about fostering and nurturing this culture by regularly considering how AI plays into their business strategy.

Here are our five steps to building a successful workplace AI culture:

1. Understand your level of AI readiness

Around seven in ten (69%) of business leaders believe their organisation will need different workforce skills to stay competitive in 2030 – according to Multiverse’s ‘Preparing for the AI revolution’ report.

In the same study we found nearly half of leaders (48%) say their business currently has significant skills gaps in key functional areas. Mapping these gaps to inform your approach can be included in an AI readiness assessment.

By looking at people, processes and technology you can understand areas of focus for establishing your workplace AI culture.

2. Build a network of AI champions in a ‘hub and spoke’ model to enable experimentation

Structure is important to help everyone understand their stake in AI – as well as to track progress on how AI is being used.

It becomes easier for an organisation to show this in practice when using a hub and spoke model. A team of champions around the organisation (the spokes) can channel information back to a strategic AI lead acting as the ‘hub’. The strategic AI lead must have authority and enough proximity to senior leadership to align the business’ strategic goals with the application of AI.

The supporting network of AI champions is effectively the frontline of change management. By placing these subject matter experts in each business function, it’s clear to every team who they need to speak to when they have an AI question. This group can act as the eyes and ears on the ground – spotting opportunities and working with the right people to develop a business case for AI.

3. Set positive expectations with clear AI policies and guardrails

Risk is an ongoing concern for leaders looking at AI – particularly data security.

Only around 21% of businesses have established workplace policies around employee use of Generative AI according to McKinsey. So, being clear about what information can be shared on ChatGPT, for example, helps everyone understand the appropriate use cases for AI and rules of engagement.

As well as marking out the red lines, communicating clear boundaries means the average worker can understand the spaces where they can innovate and experiment with AI – setting a positive culture rather than a restrictive one.

4. Empower continuous learning and AI upskilling

Advancements in AI are happening at a lightning pace – it’s why 83% of businesses are moving quickly to implement workforce skills development on AI.

Building a culture of learning into your AI culture encourages everyone to understand the places they can improve, and access opportunities to grow.

Factoring in time for learning as part of everyday roles means there is space for experimentation.

Clear communication on your plans for AI implementation needs to go alongside any training and support to help employees adapt.

5. Measure impact – and share what you’ve learned

Measurement is important to support the experimentation element of your AI culture. Similarly to those early days of digital transformation, there can still be lots of hypothesising about the impact AI may have as a whole or on individual processes.

Being clear with your employees on the impact you want to achieve, and the metrics you’re focused on improving, arms teams with the information to assess opportunities and make the case for future AI investments.

Take your first step in building a strong workplace AI culture

Book a consultation with our team of experts, who can help you to build a strong workplace AI culture.

So, it’s no surprise that 65% of respondents to McKinsey’s latest global survey say their organisations are regularly using GenAI. It’s also driving demand for new workforce skills – last year saw a 2,000% surge in roles demanding generative AI skills, with organisations of all stripes keen to tap into the vast potential productivity benefits.

However, even with most businesses deploying AI in some capacity, only 13% of employees have been offered AI training by their employers.

Successfully implementing AI in the workplace is not as simple as buying a popular tool and expecting employees to adapt. To get the most value from these technologies, workforces need skills – both technical and soft.

But as it stands, there’s a significant lack of AI skills in the workplace. According to our research, almost half of leaders (45%) point to AI as their most significant skill gap.

If businesses want to leave the experimentation phase and begin to define their unique AI use cases, they’ll need employees who can use AI productively and with minimal risk.

Here are the top 10 skills we believe employees need to effectively implement artificial intelligence in the workplace:

1. Data engineering

A crucial early step in any AI implementation journey is building and maintaining robust data infrastructure. This is responsible for collecting, storing, and processing the large volumes of data AI needs to be trained on.

As such, organisations need employees with data engineering skills. They help organise and clean data, so the datasets fed to AI models are high-quality and relevant. This means the models deliver the most reliable insights, and also helps ensure data integrity, which is important for regulation compliance.

2. Data analysis and visualisation

Once you have access to clean data, it needs to be interpreted to extract meaningful insights. Data analysis skills help employees identify trends, patterns, and correlations within complex datasets so they can make data-driven business decisions.

But it’s equally important for a variety of stakeholders to be able to understand data insights. Data visualisation skills go hand-in-hand with data analysis, helping employees convert raw data into graphical representations – such as charts, graphs, and dashboards – that make it easy for others to digest at a glance.

3. Data science and programming

To go from insights to action, you need data science skills. These allow staff to develop, deploy and maintain AI systems as businesses begin building their own unique AI solutions.

Programming skills are also vital. The capacity to create efficient and scalable code in languages such as Python, C++ and Java is key when it comes to integrating AI models into existing business systems and workflows.

4. Risk management and ethics

Once a business starts implementing AI models, it needs employees capable of creating comprehensive risk management frameworks. These skills will help ensure the long-term success of AI projects by supporting employees to better identify, assess and mitigate risks, such as data breaches and algorithm biases.

However, AI initiatives will only truly be sustainable if the business continues to use it responsibly. Employees should also know how to uphold privacy and accountability, as well as minimise bias within the models they work with.

5. Planning and stakeholder management

Successful AI initiatives are connected to larger organisational objectives. This is why every business needs a plan – or several – for implementation. Training employees on how to set realistic milestones, identify potential challenges and create contingency plans is critical from idea to execution.

Alongside planning skills, stakeholder management is an important factor in the success of any AI project.

Ideally, all stakeholders should be aligned when working on AI projects, but this isn’t always the case. Skills in stakeholder management can help foster clear lines of communication between execs, employees, customers and regulators. This way, concerns can be quickly addressed and expectations managed.

6. Business analysis

One common challenge for the AI strategy leaders we speak to is ensuring that AI solutions are designed and implemented to directly solve specific business problems.

Employees with business analysis skills help ensure AI solutions are grounded in business needs and directly linked to desired outcomes, such as process optimisation or cost reduction. By assessing pain points and workflows, businesses can align AI solutions to problems and deliver the most successful AI initiatives.

7. Solution design

To gain the most value, it’s rarely a case of selecting an AI tool straight off the shelf. Custom-built solutions enable organisations to get more from AI, with use cases specific to their business needs.

Ideally, the employees using an AI solution in their everyday tasks should be involved in its design. But without training, this can be challenging to navigate.

Skills in solution design support employees to build tailored AI use cases based on their business analysis. They can seamlessly embed AI into existing workflows and identify new opportunities to scale AI initiatives, ensuring that AI solutions deliver sustained value as business needs change.

8. Machine learning

Machine learning (ML) skills help empower employees to create and implement models, analyse data, and evaluate their performance. Together, these streamline business processes and minimise the amount of tedious work for humans.

One step further is deep learning – a subset of ML – which uses multiple layers of neural networks to model complex patterns in datasets. ML skills can help businesses develop unique AI initiatives for image and speech recognition, natural language processing (NLP) and predictive analytics.

9. Cloud infrastructure

As you begin to roll out more AI initiatives, it will become increasingly important to have reliable, flexible access to the cloud’s vast computational power and storage.

Cloud infrastructure skills can help businesses better manage usage and enhance accessibility and collaboration across the entire organisation. And, as many cloud platforms have AI tools built in, employees with these skills can be instrumental in progressing a business’ AI efforts.

10. Strategic thinking and leadership

It’s not enough to only develop AI literacy among employees – business leaders should also understand AI initiatives. That way, they can strategically guide projects to make sure they are aligned with long-term goals.

By creating a compelling vision for AI and securing buy-in from stakeholders, effective leaders can foster an internal culture that embraces AI.

Employee training can accelerate AI progress

Demand for AI skills will likely continue to outpace supply in the near future. The competition for talent is fierce, but it doesn’t always need to be sourced externally.

Leveraging training opportunities to improve existing employees’ AI literacy not only removes the stress of recruitment, but also demonstrates the business is invested in the development of its current staff.

Once a workforce has the right mix of skills to get the most from AI, businesses will be able to deliver impactful change while improving or maintaining a competitive edge.

To get started on your workforce upskilling and reskilling journey, check out our AI training solutions for businesses.

The new apprenticeship will equip staff members with increased technical skills and broader knowledge to more confidently navigate the data landscape and use data better within their jobs.

The intention is that this more effective use of information across the company will help improve handling of disruption, enhance customer feedback analysis, streamline information processing and help the prioritisation and delivery of service improvements shaped directly by passenger feedback and performance data.

The apprenticeship marks the latest step in Greater Anglia’s drive to upskill its workforce via learning and apprenticeship opportunities, which it offers to all its employees regardless of age or where they are in their careers. The company, which operates trains across East Anglia, has seen over 260 employees complete apprenticeships across all areas of the business since 2017.

This new apprenticeship began this summer. Greater Anglia initially enrolled seven staff from its Safety, Security & Sustainability, Commercial and Train Service Delivery departments. A second cohort will begin the specialist training later this month from Greater Anglia’s Retail Systems, Train Service Delivery, Procurement, Safety, Security & Sustainability and Engineering departments.

Training is being delivered by Multiverse, a tech company delivering high-quality training through applied learning. Multiverse has trained more than 16,000 apprentices in data and digital skills since 2016.

Following a skills assessment by Multiverse, a total of six employees will undertake the Data Insights for Business Decisions programme. This will equip the group with the technical skills and knowledge to confidently navigate the data landscape. Nine other employees will complete the 13-month Data Fellowship. This is a level-4 apprenticeship designed to upskill data-literate colleagues into high-performing analysts and data science professionals. The final course, which will be undertaken by two employees, is the degree-level Advanced Data Fellowship, giving them enhanced skills and tools to build data analytics capabilities within the organisation and use data to inform decision-making.

Mark McClure, Marketing and Digital Analyst, who is undertaking the level 4 data fellowship course, said:

“The apprenticeship has made me think about how we use data and will improve the reports I create.

“I have already learnt a lot within the first two modules regarding analysis and management and look forward to enhancing my skills in data visualisation.”

Leon Kong, Data Strategy Manager at Greater Anglia said:

“Data is integral to Greater Anglia’s aspirations to continually give people greater journeys.

“This partnership with Multiverse offers a valuable opportunity for our colleagues to deepen their data expertise, driving forward our capabilities and operational efficiency.”

Viktorija Novikova, Early Careers and Apprenticeships Manager at Greater Anglia said:

“The apprenticeship partnership with Multiverse opens up the world of improving our data use and making our colleagues data experts for the first time in a structured way.

“We offer apprenticeships to all colleagues that are relevant to their work as part of continuous career development and talent succession planning and this opportunity is the latest step in this. We are excited to see the results in the coming months from everyone on the course.”

Multiverse is a tech-first institution that combines work and learning to unlock economic opportunities for everyone. It works with more than 1,500 organisations to close critical skill gaps in the workforce in AI, data and tech, through a new kind of apprenticeship.

Gary Eimerman, Chief Learning Officer at Multiverse said:

“This partnership marks an opportunity for Greater Anglia to lead across the industry, as it looks to utilise data for better service provision and environmental credentials.

"We’re excited to work with the team as we collaboratively integrate data skills into a business relied on by millions daily for environmentally conscious, reliable travel.”

The AI Academy is part of a drive from Capita to grow client satisfaction, alongside developing a team of AI-literate specialists who can provide ethical counsel in the area.

The training will be delivered by Multiverse, a tech company delivering high-quality training through applied learning, to Capita colleagues delivering for clients across both its Public Service and Customer Experience divisions. Multiverse has trained more than 16,000 apprentices in data and digital skills since 2016.

Each of the Capita employees will undergo a 13-month ‘AI for Business Value’ level-4 apprenticeship programme, which trains people in identifying business value gains that can be achieved through using AI, and how to execute AI projects ethically.

In addition to the establishment of a leading AI-focused taskforce across the business, Capita hopes to reduce manual processes that will improve accuracy and allow colleagues to focus on performance-driving activity that is conducive to greater career satisfaction.

The 100-strong team of AI apprentices will also be deployed to unlock new correlative understandings between data and impact and implement a culture of continuous improvement in all areas.

Adolfo Hernandez, CEO of Capita, said: “We are committed to delivering high-quality customer experiences, driven by passionate and high-skilled employees, and we’re confident that our AI Academy partnership with Multiverse will allow us to elevate both.

“Every business is looking to step ahead of the AI curve, but ensuring a business does so ethically and responsibly requires people-centred initiatives and knowledge, which we believe will be delivered and deployed with our new apprentices.”

The partnership is the latest in a series of new initiatives by Capita to enhance its AI capability, improve its offering in the market, and upskill colleagues in the use of AI technology.

Olivia Lory Kay, Director of Performance and Partnering, joined the programme in June. She said: “I’ve been impressed by the depth and rigour of the programme, which takes a targeted, practical approach to delivering AI for business value with plenty of pivot points to expand thinking and stretch horizons, including my own career development. We have some brilliant capability in our cohort and the opportunity to share knowledge and thinking is already sparking ideas for new applications.”

Scott Hill, Chief People Officer at Capita, said: “We know the skills needed to succeed in the workplace are undergoing a huge transformation, and we want to work in tandem with our people to ensure they're equipped to thrive in this new world.

“Enabling access to world-class training in AI is just one of the ways we ensure our teams have the skills and capabilities not only to thrive in their role, but to drive forward their careers.

“We all take value from learning new skills, and I can't wait to see the benefits our colleagues will see from this programme."

Multiverse is a new tech-first institution that combines work and learning to unlock economic opportunity for everyone. It works with more than 1,500 organisations to close critical skill gaps in the workforce in AI, data and tech, through a new kind of apprenticeship.

Euan Blair, CEO at Multiverse said: "Capita plays a crucial role across a number of core sectors, who are reliant on its capabilities and services. By equipping teams with AI skills and confidence, Capita and its clients are ideally placed to harness the potential of ethical, accurate and efficiency-boosting AI.”

Starting in September, the training will be delivered by Multiverse, a tech company delivering high-quality training through applied learning. Multiverse has trained more than 16,000 apprentices in data and digital skills since 2016.

Programmes will include the 13-month ‘AI for Business Value’ programme which trains apprentices to identify business value gains that can be achieved through using AI, giving apprentices the skills to leverage AI responsibly to drive business outcomes.

The degree-level Advanced Data Fellowship will empower apprentices to become leaders in data analysis and data science. Apprentices will build core capabilities in areas like statistical testing, data ethics, predictive modelling as well as data security - and will graduate with a BSc degree at the end of their programme.

The new Data Academy will train colleagues from a number of Mencap’s business functions, including Finance, IT, People, Quality, CEO Office, Governance, Communications, Advocacy and Activism, and Fundraising.

Jackie O'Sullivan, Executive Director of Strategy at Mencap said: “Investing in data skills isn’t just for big business, it’s pivotal for navigating the dynamic landscape in the Third Sector too. This new Data Academy will harness Multiverse’s expertise in critical areas such as AI and data literacy and develop our team’s skills. This will not only improve our business practices and help drive efficiency at scale, but it also represents a strategic investment in the skills of our colleagues that will support the attraction and retention of skilled and valued colleagues.”

Multiverse is a new tech-first institution that combines work and learning to unlock economic opportunity for everyone. It works with more than 1,500 organisations to close critical skill gaps in the workforce in AI, data and tech, through a new kind of apprenticeship.

Gary Eimerman, Chief Learning Officer at Multiverse said: "The effective use of data and AI has the potential to radically transform organisations. For a charity like Mencap, this could not only increase the number of people, families and carers that they can support through their exceptional services, but it’s also an investment in their employees: enriching the career trajectories of the team at Mencap.”

By building critical digital, data and AI skills in-house, Lewisham and Greenwich NHS Trust aims to reduce time spent on manual processes, enhance data-driven decision making, and ultimately improve patient outcomes.

The Academy will see more than 100 Trust colleagues trained on professional apprenticeships, across a diversity of job roles and functions. Frontline medical and clinical colleagues have enrolled on the programmes, as well as team members working in IT, quality assurance, administration and finance.

Apprenticeships will be delivered by the tech company Multiverse, best-in-class training in data analysis, visualisation and interpretation. Learners will be enrolled on the company’s new ‘AI for Business Value’ programme that will equip learners with the ability to drive improvement through the use of AI.

The training is fully funded by the Apprenticeship Levy.

Meera Nair, Chief People Officer at Lewisham and Greenwich NHS Trust, said: "I am thrilled to announce the launch of our Data & Digital Academy. This initiative empowers our employees with the skills to make better data-driven decisions, positively impacting the patients we serve, saving time in their day, and developing into the practitioners of the future.

“By unlocking the value of data, we aim to improve patient and community outcomes, both directly and indirectly. Our goal is to enable data-driven decision making to improve pathways, drive efficiencies and identify opportunities. We are committed to building a data and digital-first organisation and are thrilled to have Multiverse support us on this journey."

Alice Long, Apprenticeships Lead at the Trust, said: “We are excited to launch the Data and Digital Academy, a transformative partnership with Multiverse, which will help us empower our staff with the data and AI skills to drive cutting-edge healthcare decision making. Our aim is to for our colleagues to have the skills to help them transform the way they work, deliver best in class patient care and foster innovation at the Trust."

Since 2020, Multiverse has partnered with over 60 different NHS bodies, and more than 1000 NHS employees have enrolled on Multiverse programmes. Research by the company has found that UK employees working in healthcare are spending more time on data tasks than any other sector, but 29% of that time is spent unproductively.

Euan Blair, CEO of Multiverse, said: "I could not be prouder of our work with the NHS, where enhanced skills in data and AI have the potential to save lives, and better support patients and communities.

"Lewisham and Greenwich NHS Trust has recognised that emerging tech and data have the potential to help clinicians treat more patients, more reliably - improving outcomes and helping all of us lead healthier lives. The Data and Digital Academy will drive skills that will serve both their colleagues and patients for years to come."