Data center organizations are hesitant to train staff when so many are being poached by competitors. This is compounded by the retirement of many skilled experts, reducing the level of resources available to train new staff. One solution is to adopt new technology that can train staff both quickly and efficiently.
Extended reality (XR) is the collective term for augmented reality (AR) and virtual reality (VR) technologies. XR can use computer-generated imagery to create realistic, interactive training scenarios, speeding up the training process compared with traditional on-site in-person walk-throughs. Although XR training offers potential, many stakeholders are hesitant to adopt it due to high costs and security risks. These technologies often require data centers to provide detailed information about their facility to a third party. Owners and operators need to understand the capabilities and limitations of XR training technology to be able to determine whether it is worth the investment.
Rapid upskilling is essential to address the challenges of high staff turnover among new employees. Respondents to the Uptime Institute Data Center Staffing and Recruitment Survey 2024 report that 43% of employees who left the organization in the past 12 months did so within their first two years (Figure 1). XR technology means that training is more accessible to more workers through guided practice drills, without exhausting the limited supply of expert trainers. This ensures new employees can be trained quickly and effectively, without waiting for in-person trainer availability.
It is difficult to train staff without disrupting daily data center operations. Both AR and VR allow workers to experience different maintenance or repair scenarios and memorize the corresponding steps, and to see labeled images of the different internal components at optimal angles, without opening the panel.
AR and VR offer different levels of immersion:
Many critical industries where staff maintain, monitor and repair equipment have found varying levels of success with XR training, dependent on the level of immersion. Researchers from the University of Central Florida analyzed 25 different studies and found that participants who train for maintenance tasks using XR technology learn faster than those who learn through video or written instruction. Researchers at the University of Applied Sciences Upper Austria found that individuals trained in VR rely too heavily on visual cues provided by the virtual environment. This resulted in the trainees committing more errors and exhibiting a slower performance during a construction task, compared with those who received in-person training.
In another study, Air Force Engineering University researchers in China presented 60 maintenance trainees with equipment fault detection and repair tasks of varying complexity (similar to those required in data centers) in both AR and VR. AR training was found to be more effective than VR for complex tasks: effectiveness increased by up to 10% as maintenance task complexity increased.
Other research from the Braude Department of Industrial Engineering and Management, Karmiel (Israel) shows that AR training results in less unsolved errors than VR training in actuator maintenance tasks.
Fidelity, haptic capability and latency have been found to have varying effects on skill transfer to a real-time setting and may explain these differences.
While XR training outperforms video or written instructions, in-person training produces the same level of learning without the need to control as many variables.
AR and VR training offers staff the capability to practice emergency scenarios without disrupting or damaging data center operations. This could include a sudden power outage where employees have to manually activate backup generators and transfer the load. AR and VR would direct and guide an employee to perform these tasks in a virtual environment without wasting generator power and risking power surges that could lead to downtime. Additionally, in-person training with a skilled instructor, although beneficial, is not always feasible. Certain high-risk scenarios may not be prioritized during training because the instructor’s time is limited.
There are downsides to adopting XR, such as building interpersonal relationships. Staff retention is heavily dependent on forming personal relationships with supervisors (and colleagues). Only meeting one’s supervisor in a remote training setting can feel impersonal and reflect poorly on the company. Researchers at the Harvard Business Review found that employees who lack positive connections with their direct supervisors are more prone to “quiet quitting” (slowly disengaging from work without communicating their intention to leave).
Although remote XR training can deliver similar results to in-person training, it often lacks opportunities for trainees to engage directly with supervisors and industry experts. Data center equipment procedure development usually involves in-person training. Including new staff in this process is not only an opportunity for training — it offers trainees a sense of inclusion and ownership in current processes and procedures.
XR is a viable option to supplement training but cannot fully replace on-site training. Managers can mitigate the risks associated with XR by offering a mix of XR and on-site training. There is a range of options for managers who wish to upskill their employees without risking facility downtime:
As XR technology evolves, a wider range of training applications will become available, but it is important to consider the social impact of these indirect training methods. Ideally, managers can balance technology with mentorship to optimize the benefits of each method.
Although owners and operators are hesitant to invest in staff training due to the risk of competitor poaching, XR technology offers an accessible training option for more workers. It also allows widespread training for high-risk scenario drills, without compromising daily operations. Research indicates that AR technology outperforms VR and onsite walk-throughs in certain aspects, although its hands-off approach may limit opportunities for supervisors to build strong mentoring relationships with trainees.