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The construction industry faces an ever-growing challenge: keeping its talent on site. According to a recent report from the , despite the industry managing to recruit around 200,000 people every year, in 2023 an average of 38,000 vacancies were advertised per month.

With more than 250,000 extra workers needed by 2028 to meet demand, it is vital that that leaders in the industry develop strategies that meet people where they are and truly support staff within their roles.

In this article, I want to consider how the industry can engender a sense of purpose in the workforce to ensure greater retention.

Changing perceptions

Many workers do not consider jobs in the construction industry because they associate it with low pay and no clear career trajectory. The truth is, this perception of a lack of opportunities is often out of kilter with reality.

In a recent commissioned by the CIOB, when asked about pay in construction, more than half of people (57%) perceived average earnings to be lower than the true figure.

Contractors and the supply chain therefore have an important role to play in helping young people who might consider the industry to clearly understand the opportunities for growth, dispelling myths and misinformation.

The increase in the use of augmented and virtual reality provides immersive learning opportunities and gives employees the chance to boost their skills and experience. Allowing workers to experience realistic scenarios can increase their confidence before embarking on a new project, while also signalling to workers that their employer is serious about investing in them.

It is important that contractors develop induction and training programmes that allow workers to gain exposure to different areas of the business

ºÚ¶´ÉçÇø information modelling (BIM) is an area that has surged in importance in recent years and is integral in meeting ºÚ¶´ÉçÇø Safety Act compliance requirements. By mastering BIM, younger workers position themselves for advancement into specialised roles, such as BIM coordination or digital project management, providing them with a clear career path and thus boosting retention.

It is also important that contractors develop induction and training programmes that allow workers to gain exposure to different areas of the business, whether they be commercial, design or health and safety. This allows people to determine their own path by exploring their interests and fostering a sense of autonomy.

Mentoring schemes that cross disciplines are another good way to give employees exposure to other parts of the business and gain broader perspectives on roles, including their own.

Community matters

According to people feel more invested in a company when they can take collective action on purpose, rather than the business just making statements. Managers should be trained to champion social value to inspire people to take pride in the projects they work on.

For example, by involving workers in meetings with clients, or communicating the value they can bring, this can help people to better see the purpose in their roles. When working on NHS redevelopment projects for example, senior leaders should clearly outline how community healthcare needs are being met.

Contractors should also invite employees to contribute their own ideas for increasing social impact, such as suggesting sustainable practices on site or identifying local organisations to partner with. This can help workers to feel empowered within their roles and believe that they are helping to instigate positive change.

Promoting wellbeing

Wellbeing in construction should not just be a box-ticking exercise. Organisations should ensure that a culture of wellbeing is embedded.

Modern health and safety is linked to good overall mental health and wellbeing. For example, virtual reality training helps teams to navigate how they might safely approach situations such as working on underground services or at height.

This helps to instil the right learning and knowledge to prevent real, on-site incidents from occurring. And this in turn increases retention by improving safety standards.

Safety stand-down sessions, where contractors participate in open discussions around safe working practices on particular projects or mental health, are also essential in supporting workers so they can speak about issues affecting them. 

What is clear is that the leaders in our industry should take a ground-up approach. Creating effective feedback mechanisms and fostering a strong sense of community and purpose within roles will be key to keeping more people working happily far into the future. 

Eleanor Thomas is senior framework co-ordinator at Southern Construction Framework (SCF)