This is the fourth article in this series, focusing on the causes and potential solutions to the skilled labor crisis in the construction industry.Click hereto view the entire series.

Simply put, many people are unaware of the career opportunities the construction industry can offer. Experts believe this is asignificant reason why the construction industry struggles to find and retain workers who seek career development rather than just odd jobsSince the COVID-19 pandemic, more older workers have retired than expected, with some reassessing their career paths after waiting at home.

Meanwhile, high schools seem to view college as the only path for students, making it difficult for some young people to see a future in construction.

"The smartest person in a city heat wave is the one who knows how to fix the air conditioner."

—Greg Sizemore, Vice President of Health, Safety, Environment, and Workforce Development at Associated Builders and Contractors (ABC)

"From a vocational school perspective, this traces back to our own industry; we must raise awareness better. Success doesn't have to require a college degree," Chad Goodfellow, CEO of Hawaii-based contractor Goodfellow Bros., told Construction Dive. "Skilled workers in our industry often earn higher starting salaries than college graduates, with far less student debt."

Retention Begins with Recruitment

Experts say the key to solving the skilled labor crisis is ensuring workers understand they can have a long-term, successful career in construction, rather than viewing it merely as a job or a one-off gig.

To achieve this, the industry must let workers know they can learn and master a skill that has market value anywhere in the world, said Greg Sizemore of ABC. Based in Washington, D.C., he joked that even in the nation's capital, "the smartest person in a heat wave is the one who knows how to fix the air conditioner"—a skill that is always in demand.

Sizemore also noted that construction workers must understand their career path may not be a vertical ladder; many workers might start with one task on a job site and end up doing three or four different jobs by the time the project is complete. When workers understand how to advance, even if not vertically, they are more likely to be engaged and respect leadership.

Leadership Training

The skills needed to build a structure are not the same as those needed to manage a job site. Yet, managers overseeing billion-dollar projects often started as workers holding a shovel, said Brian Turmail, Vice President of Public Affairs and Strategic Initiatives at the Associated General Contractors of America (AGC).

Therefore, training emerging leaders in management skills is crucial, and both AGC and ABC have invested heavily in this. Turmail stated that employers need to invest in training employees, just as they need to invest in training leaders.

Goodfellow's company has high employee retention, which he says creates a positive cycle.

Chad Goodfellow Chad Goodfellow (Photo courtesy of Goodfellow Bros.)

"For me, the key point is that there must be experienced superintendents and long-term employees dedicated to developing newcomers just entering the workforce," he said. "With that in place, you can cultivate the next generation of leaders."

Is Compensation Simple?

For union workers, compensation is negotiated before construction begins, which makes it easier for some workers to plan their careers, said Sean McGarvey, President of North America's Building Trades Unions.

McGarvey noted that when workers, union or not, see executive compensation, they may feel resentment. They are the ones working hard on site and often know the value they create.

But ABC Chief Economist Anirban Basu believes this is not always the case. Basu said contractors are increasingly emphasizing other aspects of the workplace beyond just pay, especially during the pandemic, with workers willing to accept lower wages if working conditions are more comfortable and safer.

Communicating Safety, Creating Comfort

Basu said it is mainly Generation Z, the youngest cohort in the workforce, that cares more about working conditions than pay. Therefore, if they can choose a job with slightly lower pay but greater predictability, including location and hazard level, they are likely to take it. In many cases, this leads workers to leave the construction industry.

"If you're going to start attracting groups historically underrepresented in the industry, it's time to throw away the pin-up posters in the job site trailers."

—Brian Turmail, Vice President of Public Affairs and Strategic Initiatives at AGC

Sizemore said overall safety practices in the construction industry have improved over the past few years. However, construction can still be dangerous and requires constant vigilance on site.

Contractors and site managers have a responsibility not only to make safety a top priority but also to use it as a recruitment tool. Sizemore said one simple step is for contractors to demonstrate their injury rate is below the national average. By showing the company is a safety leader, trust can be built before workers even step onto the site.

Beyond safety, there is also great uncertainty in the workplace because conditions are constantly changing. Workers may face different tasks each day or frequently travel between multiple sites. Regardless, staffing remote or unstable sites is a challenge.

Goodfellow Bros. has found success by assigning workers to sites close to home, Goodfellow said. This may be easier for regional contractors like Goodfellow, which operates in Hawaii and the Pacific Northwest.

But Basu said workers are not only seeking daily safety and comfort; the emerging workforce also expects respect in the workplace.

Changing the Culture

Basu said some sociologists believe younger workers—Gen Z, born between 1997 and 2012, and millennials, born between 1981 and 1996—are more sensitive to criticism. While not wanting to stereotype generations, Basu emphasized that letting workers know they are respected and valued in their jobs is crucial for retention.

"Companies in any industry that can provide a strong culture for their employees, making them feel secure and equipped to be their best selves, will ultimately attract and retain the best talent."

—Ralph Esposito, President of Suffolk's Northeast and Mid-Atlantic Divisions

Anirban Basu Anirban Basu (Photo courtesy of ABC)

Cultural change is not just about being nicer, nor is it only aimed at the younger workforce. If the industry is to attract women and minorities, groups historically underrepresented in the workforce, it needs to change the culture at every job site to foster a more inclusive environment.

"If you're going to start attracting groups historically underrepresented in the industry, it's time to throw away the pin-up posters in the job site trailers," Turmail said. "Think twice before making jokes."

For superintendents or managers who may resist cultural change, Turmail suggested it might be an easier decision when they face tight deadlines to deliver projects and need all the help they can get.

Relatedly, there is a need to eliminate the "macho culture" surrounding the construction industry, Turmail said. Providing workers with tools to speak up about their mental or physical health struggles can make it easier for them to recover and return to work, while also boosting productivity.

The best job sites have an inclusive culture, led by leadership that encourages workers to challenge each other and themselves daily to be their best, said Ralph Esposito, President of Suffolk's Northeast and Mid-Atlantic Divisions.

"Suffolk's Chairman and CEO John Fish often says, 'Culture eats strategy for breakfast,' and I think he's right," Esposito said. "Companies in any industry that can provide a strong culture for their employees, making them feel secure and equipped to be their best selves, will ultimately attract and retain the best talent."

Alison Tripp, DPR's national recruiting lead, agreed, saying contractors should strive to have their workforce represent the communities they build, resulting in safer and more advanced job sites.

Technology and Safety

The human-centric nature of construction makes it difficult to fully automate; regardless, people must be on site to ensure everything runs smoothly.

Brian Turmail Brian Turmail (Photo courtesy of AGC)

Turmail said the technology that helps construction is that which benefits worker health and productivity. He envisions more tools like exoskeletons, which reduce injuries or strain from repetitive heavy lifting, or rebar-tying robots that can handle tasks typically causing significant stress to workers.

Even drywall robots or machines can allow workers to step back from the action on site, creating a safer environment.

For Basu, technology ties back to workers' desire for safer sites and more predictable environments. Some workers leave construction for manufacturing, but if the industry continues to shift toward modular prefabrication, perhaps it can attract more workers to stay, enjoying the predictability of factory work.

However, Sizemore said technology's biggest payoff lies in recruitment. Showcasing high-tech GPS-guided cranes or software used on site can demonstrate that job sites are rapidly modernizing, and many young workers have skills that are applicable.

Building Pride

According to Turmail and Sizemore, there is a simple recruitment tool that can show young people what construction can offer: the pickup truck.

Showing high school students someone just a few years older who can say, "I worked hard, and now I bought my own pickup truck," can be an effective way to demonstrate the industry's rapid rewards.

Turmail suggested filling a job site parking lot with new pickup trucks as a potential recruitment tool, perhaps contrasting with less exciting vehicles in another lot.

But beyond shiny new vehicles, the construction industry offers something many other jobs cannot, Turmail said: the ability to build something from nothing and show it to friends or family. There is an inherent pride in building something that lasts for decades.

"Construction workers, if they've ever driven someone they know around town and pointed out their building, bridge, or power plant; telling those stories is very impactful," he said.