The construction industry is booming. For construction companies, the challenge is attracting the right talent to meet the demand to manage an aging workforce threatening industry growth. So, how can construction businesses attract and nurture new talent to help close the current skills gap?
YOU’RE HIRED
Construction companies benefit from a generation of talented individuals who see an apprenticeship in the industry as a viable option. These are the same people who may well have entered the workforce in an unskilled role before.
Businesses that invest in apprenticeship programs benefit from young and enthusiastic employees who want to progress in a mutually beneficial career, plugging gaps in their organizations.
For example, a construction company may have a site supervisor nearing retirement, who can help a young apprentice apply their learned knowledge practically onsite, with a goal of the apprentice progressing on to a similar role once he or she has completed training.
Employers should aim to create a mutually rewarding apprenticeship program, with clear progression for the apprentice and dedicated training that helps them become a valuable and integrated member of the team. Set regular short-term targets for the employee to help track progress and offer incentives for when they complete training blocks.
SPREAD THE WORD
The construction industry suffers from a misconception that job opportunities solely include manual work that takes place onsite. It’s a myth holding the industry back from securing the brightest talent.
The reality is modern construction requires a range of specialisms and disciplines, including design, tech and IT, project management, trade skills and more. It’s an industry offering growth and exciting opportunities. For example, tech specialists could find themselves away from their desks and thrown into a site or laboratory, helping break new ground in construction technology.
Businesses need to inspire the next generation of construction innovators at the source. This means attending school and university career fairs and talking to students about the rewards available for a career in the industry.
Create case studies on successful employees, showing their career progression and sharing quotes on how they got started in their careers. Talk to students about opportunities to get into the industry, either through an apprenticeship or by joining as a graduate. It’s important that the next generation sees construction as an accessible and rewarding career.
IN THE RANKS
While the construction recruitment drive is important, many businesses already have talented employees in their ranks—and they’re failing to use those employees to their full potential. Companies looking to benefit from the strongest workforce must provide training and development opportunities to existing staff, in addition to recruiting.
Make a training plan for each employee and track progress using short-term goals. Talk to employees to get their thoughts on personal development. Invest time in understanding their long-term goals and how they can be helped to achieve those goals—as well as how they align with the goals of the business.
Employees will prefer different training based on their age and how they learn. Be open to accommodating different training styles. For example, provide digital training courses for younger trainees or invite experts to run seminars.
Ask for regular feedback from employees on company training and development opportunities to help shape the business’ offerings going forward.
A MORE DIVERSE WORKFORCE
There’s currently a worrying gender gap in the construction industry, with just 13% of employees made up of women, with the number dropping to 1% when considering only onsite roles.
This means there’s a wealth of untapped talent the industry is missing out on. Research shows the benefits of diverse workforces, which are linked to increased profitability, creativity and problem-solving.
It’s up to employers to help break the stigma around women in construction and they can begin by reviewing their recruitment process and removing any gender bias in job descriptions. Also, promote and celebrate successful female employees, either through profiles or case studies on the company website.
Make sure women are represented publicly, such as in recruitment drives at universities where they can talk with students about their experiences and the potential for a career in construction.
Most importantly, businesses must tackle the issue of workplace discrimination head-on, rolling out a zero-tolerance policy and outlining clear steps to dealing with any problems. The workplace needs to be accessible and inclusive for everyone. Making these changes to the internal culture will translate to the business’ wider reputation.
