It's no good having an executive board that recognizes the importance of data if you haven't got the specialist skills in your company to exploit its information assets.

More than half (54%) of digital leaders globally say a skills shortage is preventing them from keeping up with the pace of change, according to recruitment specialist Nash Squared's annual Digital Leadership Report.

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The survey shows the biggest skills gap is in data. Big data, analytics, and data engineering are the most in-demand technology skills, with around half (51%) of CIOs looking to increase their internal headcount for data capabilities during the next 12 months.

With an organization's board keen to discover how emerging technologies -- such as artificial intelligence, machine learning, and the Internet of Things -- can help the business to gain a competitive advantage, the demand for high-quality data talent is only going to increase.

It's with this battle for talent in mind that Andy Moore, chief data officer (CDO) at Bentley Motors, is leading an initiative to help the automotive giant attract, train, and retain data-literate professionals.

Moore explained to at the London leg of Snowflake's Data Cloud World Tour how the apprenticeship program is a "digital pipeline of future talent."

This pipeline takes people from school and into Bentley as degree apprentices. The young professionals spend 20% of their week in education and 80% at Bentley learning hands-on data skills across a range of areas from data analysis to software development and user interface design.

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Moore says the apprenticeship program, now in its fifth year, is "laser-focused" on data science.

"I've had about 30 people go through the apprenticeship, and the first people have now graduated and gone into permanent roles, which is great," he says.

The key message, says Moore, is that Bentley's apprenticeship program is adding data talent to the IT skills pool and it's helping to foster a community of like-minded professionals.

"We've got a group of people who've gone through the program. It's not just one school leaver going to a corner of an office and not being sure how to fit in," he says. "I've now got people on first, second, third, and fourth years of degrees. That depth of talent means there's always someone to ask for help and support. There's a great community."

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Moore says Bentley recruits the students and then places them with a university.

"I'm keen first and foremost that they're coming to Bentley and they're adding value. They're connecting with the brand, sustainability, and inclusivity that we offer -- and a lot of people are resonating with that idea."

When it comes to recruiting talent for the program, Moore says he's put a lot of effort into going to schools.

He typically looks for a solid grade in math, as both the degree and the work at Bentley are "stats-heavy".

Bentley is using the UK government's apprenticeship levy to help fund the program, which not only covers the cost of the student's undergraduate degree but also provides a wage during their time with the company, says Moore.

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"The starting salary is just over