According to Darwin, the most adaptable species, not the strongest or smartest, survives change.
Part of the problem is that the contemporary skills and knowledge which can be applied to digital computing do not translate – not easily, at least – to quantum computing. The skills currently required to design quantum algorithms are on the bleeding edge of electronics, linear algebra, probability theory and programming – an exceptionally rare mix.4
Speak to one of today’s quantum computing experts and it’s likely that they have previously undertaken postgraduate studies in physics, electrical or electronic engineering, cryogenics, nuclear physics, or quantum information theory. Such qualifications set an exceptionally high bar for entry into the field and give the impression to organisations that they will not be able to unlock the potential of the technology with a workforce whose expertise lies in more conventional computing and engineering domains.
So, how can talent leaders find, nurture and retain the skills and knowledge that their organisations will need? How will they fulfil the immediate demand for engineers, scientists and programmers for quantum computers whilst simultaneously preparing their wider workforce with the more general technology and business-oriented skills needed as valuable quantum use cases emerge?
What’s needed now from HR isn’t a paradigm shift in recruitment or learning and development practices, but a doubling down on existing digital training and awareness programmes. Let’s look at five ways talent leaders in the public and private sectors can tackle the challenge.
Chapter 1
Educate and extend access
Competition for quantum talent is heating up.
There is growing appreciation that quantum computers could threaten national security and economic stability if they become capable of cracking standard forms of encryption. More widely, quantum computing could, in time, fundamentally disrupt existing business models across large swathes of the economy. Therefore, although the computational advantage afforded by quantum computers may be several years away, policymakers recognise that embedding skills throughout the economy demands early attention.5
Meeting this emerging demand for new skills requires coordinated policy action. Education in science, technology, engineering, and mathematics (STEM) continues to need strong incentives and a commitment from industry to boost student numbers. For example, the UK government has already initiated a programme to provide 2000 students with scholarships of £10,000 each to fund conversion-courses, providing opportunities across 28 universities in England for graduates in non-technical disciplines to achieve a Masters-level certification in AI and data science.6 This programme could be readily extended to include quantum technology topics if sufficient demand existed from early adopters in the private sector. Further gains could be made by expanding the number of universities offering such conversion courses, so that it becomes easier for organisations to recruit new people.
In parallel, as all organisations focus on their environmental and social governance (ESG) commitments and more sustainable business transformation, significant benefits could also be achieved by embedding quantum into a wider range of disciplines. Recruiting from cross-disciplinary backgrounds (such as business and economics, environmental science, as well as from the social sciences and the humanities), will foster greater understanding of the various applications and manifestations of quantum technologies in wider societal and environmental contexts.
Chapter 2
Upskill existing workers
Even with current education initiatives, the talent gap is still too large.
If quantum computing continues to advance at its current pace, finding and creating new pools of talent from within the existing workforce will be a key part of the solution. There’s a role for organisations in developing their people, too. For example, in partnership with the University of Bristol, the NQCC have launched two online courses in quantum information and quantum computing to upskill professionals in industry. And, to target students and early career professionals who are non-expert, the NQCC has also commissioned an online quantum skills course, which will be available to UK residents in early 2023.7 This course will allow everyone to gain skills in quantum computing, from the basics to more advanced topics, such as circuit design and programming of quantum machines.
Business education providers and technology firms are also stepping in to fill the gap. Online training courses and tutorials, such as the Qiskit Textbook, provide carefully curated chapters, tutorials and summer schools covering all aspects of quantum computing.8 The trend amongst these online training platforms is towards greater accessibility and abstraction (generalising more complex technical concepts), as well as professional certification, which makes them attractive not only to people with a STEM background, but also to those with dissimilar domain knowledge and qualifications. These new courses increase engagement between the quantum community and industry, promote stronger technical career pathways, and can also be used to attract, recruit and retain quantum savvy people – all without requiring a PhD.
Chapter 3
Develop a partner community
It can be tempting to go it alone, but the early days of an emerging technology are a team sport.
Partnering with academic institutions, start-ups and more established technology providers can open up access to expertise and the latest scientific research in the quantum field without overly burdening the existing workforce during early phases of exploration. Such partnerships can also open a direct pathway for those currently in academia to join industry.
Talent leaders need to work with their counterparts in technology leadership roles to focus on early experimentation and collaboration, allowing their organisations to build important skills in-house as quantum technology evolves. In one leading example, in July 2022, the NQCC ran its first quantum ‘hackathon’ – an event in which many people met and formed teams to engage in collaborative programming and problem-solving.9 The event spanned two days and saw nine teams of Master’s, PhD and postdoctoral students working alongside early-career industry professionals to tackle real-world challenges and test solutions on fledgeling quantum computers.
Events and experimentation like this have real convening power and allow participants to understand the potential and constraints of current quantum computing solutions to address commercially relevant use cases. They also provide opportunities for people and organisations to get to know one another, forging connections that help to grow and diversify accessible talent pools.
Chapter 4
Harness the power of diverse talent
Like a growing number of organisations, EY embraces the power of thinking differently.
Unfortunately, some neurodivergent individuals find it difficult to get into work despite often having innate strengths in technology and creative problem solving. For example, only 22% of autistic individuals of working age in the UK are in employment.10 To help tackle the crisis, in 2021, the EY organisation opened its first UK-based Neuro-Diverse Centre of Excellence in Manchester, part of a wider global network. Although we have a thriving neurodivergent community, by focussing on a skills-based recruitment process and moving away from recruiting ‘well-rounded’ individuals, the Centre has enlarged our talent pool for technical roles. This is particularly helping in fields related to quantum, like AI, software engineering and data science.
Increased diversity within business is proven to foster innovation and contribute to enhanced performance and commercial success.11 Initiatives like Neuro-Diverse Centre of Excellence and the AI and data science scholarship programme can improve representation and support talent growth in industry – particularly by focussing on women, black students, neurodivergent individuals, students with disabilities and those from lower socioeconomic backgrounds.12
I hope that diversity, inclusion, and accessibility become the centre of what we do with emerging technologies like quantum computing.
We spoke to Nithyasri Srivathsan, founder and chief executive officer of SheQuantum, about the issue of diversity in quantum technology. She remarked, “As a young, woman quantum researcher, I profoundly care about making simplified quantum computing education accessible to the global masses, especially to all my fellow women in the world. I’m proud to be revolutionising how quantum education and diversity in the field look like through SheQuantum, the world’s first quantum EdTech start-up. It gives me immense pleasure that our efforts since 2018 have reached registered users covering 65 countries, 289 institutions, 32 research companies with over 54% being women! With this vision, I hope that diversity, inclusion, and accessibility become the centre of what we do with emerging technologies like quantum computing.”
Chapter 5
Improve awareness and understanding within business roles
History tells us that business and technical skills are crucial to commercialise technology.
The ‘last-mile’ problem in technology refers to the challenge of commercialisation, which requires sales and other business-operations teams to be aware of possible use cases and engage with their organisation’s technology offerings. The EY Quantum Readiness Survey 2022 found that 55% of UK executives believe the biggest skills challenge is not just finding people to develop the technology, but finding business leaders who know how to take advantage of it.
It’s important not to focus too narrowly on quantum technologies, though, since most organisations are likely to access quantum computing capabilities in the future via the cloud, alongside conventional cloud-computing services. Therefore, these roles do not require deep technical knowledge – just a broad, functional understanding of the new technology as it relates to creating opportunities and managing risks for the business. Courses like Quantum Training for Enterprise, which are accredited for continuous professional development (CPD), are aimed at businesspeople, to help them discuss quantum computing concepts within their organisation, and with industry peers, suppliers and customers.13
John Barnes, founder and chief executive officer of Entangled Positions, a specialist recruitment company, acknowledges that future quantum-enabled businesses will require expertise across a multitude of disciplines. He says, “what constitutes quantum readiness is therefore vastly different to different people and businesses. With such a range of expertise required, a workforce with diverse skills, background, thought and much more is paramount. There are growing numbers of energetic, intelligent, motivated, and talented people working in or – and this is crucial – wanting to work in quantum. The ability to understand and integrate the myriad people and skills offers incredible opportunities to organisations even if, for many, it means thinking in a different way.”
Successful quantum-enabled businesses of the future will recognise when it is beneficial to use quantum technologies and when it is not; and they will know when to call upon deeper technical expertise within their organisation to support their commercial objectives, thus closing the last mile.
Chapter 6
Plan now for quantum
It would be easy to dismiss the current excitement surrounding quantum computing as pure hype.
Although it’s impossible to predict precisely how capable quantum computing technology may become, there are clear signs that it is progressing apace. There is a now a greater likelihood that early adopters could gain significant advantages over their competitors through experimentation and wider preparation. Governments around the world are already investing in quantum, compiling the skills and knowledge needed to successfully integrate this technology. To ensure a swift and successful deployment of the technology, it’s important that businesses join governments in their readiness planning. So, what skills will you need, and where will you go to get them?
The ability to understand and integrate the myriad people and skills offers incredible opportunities to organisations even if, for many, it means thinking in a different way.”
Readying the quantum workforce doesn’t mean a complete overhaul of the programmes and curricula we already have for digital technologies – we can’t possibly redesign talent systems every time a new technology emerges. Instead, talent leaders should be thinking about doubling down on existing activities, which foster broader technological understanding and enthusiasm across their organisations, whilst identifying additional requirements for specialised skills and human capabilities as quantum applications and use cases become viable.
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Summary
Talent leaders who adopt pragmatic and future-focussed approaches are most likely to succeed, as the potential of quantum technologies is realised. The message is clear – the time to ready your quantum workforce is now.
