The Workforce of the Future

Construction, as an industry, has been around since humans first desired shelter from the elements. As a matter of fact, the oldest existing company in the world is a family-owned construction company that got its start building Buddhist temples in 578.

One thing that has been a common thread throughout the history of this industry is the need to adapt to change. From building materials to the methods used to put them together, to the way the work is coordinated, each aspect continuously evolves to meet the times. Today, the need to adapt is coming from three primary arenas: labor and talent shortages, technology, and the imperative to build with a lower carbon footprint—sustainability.

To meet these challenges, the industry will have to change what it looks for in a construction professional. Where the historical traits of a construction worker of the recent past included physical strength and endurance, tomorrow’s workforce will need to combine that with a new set of skills.

Technology Changes the Game

Many construction companies are facing labor and skill shortages across the board—including heavy equipment operators, field personnel, project managers, and trades—and, therefore, they see the potential in turning to technology such as robotics and automation to combat those shortages and increase productivity and quality. The technology sector is answering the call, and new technologies in the industry mean that automation will allow for things that seemed unimaginable just a few years ago.

For instance, a single operator at a remote computer workstation might oversee multiple autonomous earth moving machines, or manage and maintain drywall finishing robots or bricklaying robots. In addition, just 10 years ago, few could have imagined that drones, smart helmets, and 3D printing would be tools at our disposal within construction.

On site, this automation will empower workers to be safer, more collaborative, and more efficient, but management of technologies will also require upskilling your workforce. So, while construction and technology may not seem to belong in the same category historically, a level of technical skill will be highly desirable in tomorrow’s construction professional.

The workforce will need to be fluent with the equipment, devices, software, and apps used for managing everything from the actual construction, to weather monitoring, to workforce planning, to water management. The industry will also require professionals who can manage the data collection that improves the organization overall. This will also create a need for the skills required to troubleshoot these systems in the field.

Sustainability Is a Major Concern

Rightfully, the construction industry is grappling with the fact that construction is a major carbon emitter, responsible for 13% of greenhouse gas emissions via the industry directly, and another 27% through the operations of the structures it builds. It is clear that the industry could improve and make a positive environmental impact, and there is an imperative to act.

As the construction industry works toward achieving its goal of net-zero emissions by 2050, several new skills will play a crucial role. Fortunately, there has been a rise in the number of people seeking training in sustainable building. This is good, because more projects are requiring sustainable building practices: Projects seeking various “green” certifications continue to climb, and this uptick will require familiarity with the processes, procedures, and materials involved in sustainable construction. There will be extra pressure on the construction industry to hire workers who have the necessary knowledge and understanding of the specific requirements of sustainable construction.

These advances—which are positive—will also give rise to a growing divergence in the skills of the existing workforce and the skills required. The faster construction technology progresses, and the more prevalent sustainable building practices become, the faster that skill gap widens. This means construction companies must be laser focused on methods to prepare for that future

Recruitment and Training

In some ways, this is all great news when it comes to worker retention and recruitment. Millennials and Gen Z are passionate about sustainability and having meaningful work, and they are digital natives. In other words, the direction the industry is taking toward increased use of technology and sustainability aligns with the values of these generations. We must get that message out there.

According to a model developed by Associated Builders and Contractors, the industry will need to bring in approximately 650,000 additional construction workers, over and above normal hiring. As of now, backlogs are soaring; even if a recession and some shrinkage in construction is factored in, the need for workers remains dire. It is clear the industry must find new ways to attract, train, and retain talent. So, what are some ways to do that?

Embrace upskilling—One bright side of committing to train and retrain the workforce: Employees tend to stay when their employers invest in their career development and are likely to have higher morale. A cross-trained workforce is a benefit to any employer. Companies should embrace the chance to offer training that allows their workforce to become the answer to their needs as much as possible. The result is happier employees who are already onboarded and familiar with the way the company does business. This is well worth the investment in continuous upskilling.

Reframe the offering—The industry must find ways to raise awareness that construction is a field with competitive wages, opportunities for merit-based promotion, and a vocation to be proud of. Construction workers leave a legacy of infrastructures and facilities that make incredible differences in how we live, work, learn, and play.
Technology and innovation in the industry mean that more construction jobs require logic and finesse, while fewer require brute force. This is an opportunity to move away from the image of construction as a low-tech, dangerous, and dirty industry. This new skill set attracts a different set of participants to the job pool.

Embrace diversity—Most construction workers are Caucasian men, but more workers are desperately needed. To fill the needs of tomorrow’s construction industry, it is clear we will have to look to additional sources of talent. This is a good thing—diversity has many benefits beyond creating a larger pool of potential candidates.

Women’s participation in the construction workforce is on the rise but remains a relatively low percentage of construction workers overall, hovering at around 11%, versus 46.8% employment in all industries. African American and Asian employment shows similar trends. This is a shame, as research indicates that groups with varied experiences and backgrounds have been shown to reach faster, more creative solutions to problems.

For example, a recent McKinsey study shows a 25% increase in the likelihood of financial performance above the national average in firms in the top quartile of combined gender and ethnic diversity. Diversity of thought and skills can lead to a stronger balance sheet, it seems. So how can firms embrace this potential?

In order to speak to the entire workforce available to the industry, it is important to consider how your employment tools themselves are coded to indicate that only a certain type of candidate is fit for the job. Terms like manpower, tradesmen, and journeyman all may have the effect of dissuading some applicants. In addition, consider your messaging around degree requirements for positions. For each position, assess whether a degree is truly key, or if it is possible to focus on certifications and particular skills identification/aptitude to increase the field of candidates. This is not just useful for external candidates; there are people in organizations right now that believe they cannot make another move because of degree requirements in job listings. Communicate with high potential employees directly so they know they have a path, and revise your language where applicable.

Marketing and recruitment materials also have the potential to allow diverse people to “see” themselves in construction roles. The industry benefits when construction companies’ websites show a diverse workforce. This is probably more powerful than we give it credit for, especially when the diversity reaches all the way to the C Suite, as this allows current and future employees to see that construction is not just a job, but also a career in which they can have a future. This translates directly into talent attraction and retention.

Be Part of the Solution

Companies should engage with organizations that are working to help develop the skills required to succeed and increase the number of workers interested in construction. This may include nonprofits, public sector workforce agencies, labor unions, and community and technical colleges or high schools offering construction apprenticeships and vocational or technical courses. These organizations’ very important efforts fall flat in the absence of employer engagement.
Once workers are hired, or a need for a new skill is identified, training is the next step. Where will this training come from? The answer is a mix of old and new methods.

What’s old?—Think strategically about the training needs and existing solutions. For example, what skills would be needed for a remote equipment operator? There are already models out there where this type of work takes place. In the railroad world, traffic control for most lines is managed in remote dispatching centers. That work used to be done by networks of local operators who controlled traffic along the line in the place where they were assigned. There may be opportunities in construction to leverage similar models.

What’s new?—Then there are entirely new models. It is an interesting loop: The very same technologies that we need to upskill the workforce also empower the delivery of training online via virtual or augmented reality, or in a gamified method. Firms should look for ways to leverage technology to fill the training gap as well.

What’s different?—Everyone is familiar with the concept of mentoring, but firms should also consider something less traditional: reverse mentoring. New hires come with new knowledge, and finding ways to leverage and spread that knowledge benefits everyone. When new hires come onboard, take the time to understand their special skills, and formalize ways that they can share them.

Injuries and Claims on
Future Job Sites

With the advent of technologies like drywall or bricklaying robots that have the potential to protect the health and safety of workers by reducing manual handling activities, and the use of much smaller crews onsite to place mass timber or modules, in theory we should see fewer severe injuries as automation reduces physically demanding tasks. However, there may be increases in claims for carpal tunnel syndrome and back injuries related to long periods of sitting.

Other factors that may contribute to injures include:

Ill-fitting PPE—As the industry seeks to attract women to the workforce, beware of injuries related to ill-fitting PPE. Safety in construction requires properly fitted personal protective equipment (PPE) to ensure employees remain safe as they work. Consider the ways that this might play out: A respirator that is too large means higher likelihood that a worker may experience a significant chemical exposure. A hard hat that does not fit well may fall off, leaving workers open to impacts from falling debris or tools. Gloves that are too large reduce dexterity and may get caught in machinery. It is imperative that construction companies ensure their workforce has the right PPE.

Inexperience—With all the hiring the industry needs to do, hazard and safety training is critical. A study by the Construction Industry Research and Policy Center analyzed over 9,000 workers’ compensation claims and found that 44.5% were filed by workers with less than a year’s experience in the industry, and 30.1% were from workers with less than six months on the job.

However, it is not just the overall experience of the workforce that matters, it is also their experience relative to the work they are doing. New ways of doing things come with new risks that must be understood and addressed. For example, mass timber seems inherently safer due to using smaller crews to place the materials, having simple connections, being stable as soon as the material is placed, and requiring minimal field alterations. However, it does entail a lot of crane work and new workflows. Adequate risk assessment, training, and planning is critical, especially when a new method is involved.

Even with the challenges involved in hiring and retraining so many workers, there are many advantages. The loyalty and diversity of thought it may create is something to be desired, and could lead to better retention and more agile organizations.

It is incumbent on the construction firms to train and hire their workforce, and to ensure they have adequate ongoing training and the tools to perform safely on the projects of tomorrow. Firms should value these new workers and their contributions for what they are: the future of construction.