It takes a fresh strategy to hire the next generation of construction workers. Workforce needs in the construction industry are more diverse than ever. Younger generations do not communicate the same way as Generation X or Baby Boomers. The newest generations have grown up with the internet as their main source of connectivity. Businesses find themselves in the need to pursue innovative strategies to compete in hiring qualified talent.
According to this study, finding and retaining qualified labor is becoming increasingly challenging for construction firms. Simultaneously, the sector keeps expanding, particularly in light of the enactment of the Infrastructure Investment and Jobs Act. As the nation repairs its roads, bridges, and other essential infrastructure, many new construction jobs are expected, leaving stakeholders in the sector scurrying to find ways to fill the roles this expanding industry needs.
Moreover, a further job boom in the US construction industry appears to be imminent. According to the estimate of a McKinsey report, the US Bipartisan Infrastructure Law’s projected $550 billion in new infrastructure spending over the following 10 years. This will result in the creation of 3.2 million new employment opportunities throughout the nonresidential construction value chain. That equates to 30% growth in the sector’s entire employment in the US, meaning 300,000 to 600,000 additional workers entering the construction industry annually.
How are construction companies going to find the necessary amount of people to enter the industry and adapt these candidates to their field? The answer: Pay attention to the needs of the workforce.
Workforce needs in the construction industry have been shifting in the latest years accordingly to labor trends in other sectors as well. Consider the following workforce needs:
Construction workers are eager in developing their skills so they can pursue better career situations. Numerous secondary and post-secondary institutions, including Career and Technical Education (CTE) schools, provide construction programs. Trades are an essential part of American work culture and encouraging children in high school to receive adequate training for a potential career in trade is important.
2. Using a recruiter
Recruiters have access to a pool of skilled that may be difficult for construction companies to reach on their own. A construction recruiter has close relationships with candidates and knows them well. They know what their skills are and how well they will perform for your next project. Because recruiters have already built a connection with the candidate, they know in which environment they will succeed.
Given how much time they spend at work, many workers evaluate having a strong connection between their values and the enterprise’s values. A supportive corporate culture is valued highly by potential employees. The top management of an organization is typically in charge of defining and molding the culture of the business, and its values, beliefs, and vision will be the ones that resonate with the workforce. Having a defined and clear corporate culture is going to attract more skilled talent.
4. Career progression
Employees typically quit their jobs because they feel uninspired or, worse, redundant. It is challenging to expect employees to remain motivated when they believe there are no longer contributing to the organization or have achieved their career limit. Employers must have a strategy for employee development. It is important for workers to feel challenged at work, and this has been an ongoing theme in the construction sector. They aim to advance themselves, whether it is by receiving greater responsibilities or increasing their portfolio of skills.
5. Social responsibility
People are now looking for socially responsible companies. It is interesting to note that for certain people recently, the issue of corporate social responsibility has become important when choosing a company to work in. An international survey that included around 95,000 workers from all over the world proved that an employer’s dedication to corporate social responsibility is now essential to luring and keeping its construction workforce. A socially conscious employer gains not only from a strong branding and corporate reputation but also from the goodwill created by its effective corporate governance and activities, which can be used to draw in, retain, and develop talented tradespeople, maintaining efficient operations and high employee morale.
6. Better wages
Understanding what employees value outside of pay is crucial in the medium term for both retaining current staff and luring new talent, but then again, people in every sector are looking for better wages. This is because of the labor shortage. The Department of Labor announced earlier this year that there were 360,000 job opportunities in the construction industry as of May. Due to the lack of available personnel and the high demand for them, candidates are anticipating higher pay.
Longer-term, the construction industry may want to think about a new strategy for attracting, developing, and keeping its workforce. Through collaborations with educational institutions including universities, colleges and high schools coupled with partnerships with recruiting firms construction companies can start the talent acquisition process early and become more proactive in building out there workforce. Using a recruiter increases the interest in potential careers in the field and guarantees new hires have the required abilities and motivations before starting to work. Additionally, employers could broaden their search for candidates by taking into account those who have pursued alternate educational courses, such as technical degrees or practical experience. The Rework American Alliance serves as an example of the value of recruiting people based on their abilities rather than their credentials.
Beyond a competitive wage package and employee perks, there are certain intangible aspects that the workforce in the construction industry looks for in their professions and the company they work for. You can raise employee motivation by being aware of these demands, which will improve work satisfaction, retention, and productivity.
About Resource Options Inc.
(ROI) is a full-service construction, design and environmental staffing firm. We provide customized staffing solutions to clients servicing the built and natural environment. Recognized on five different occasions by Inc. Magazine as one of “America’s Fastest-Growing Private Companies”, ROI was founded in 1998 by a group of experienced industry professionals. Our proven ability to deliver highly qualified candidates in a timely fashion has earned us the reputation as a true and lasting business partner with both clients and candidates. www.resourceoptions.com.