The construction industry is staring down the barrel of a decades-old talent shortage. There is no clear answer to the problem. The only thing certain is that firms will continue to compete fiercely to attract and recruit talent.
As we move from one phase of life to the next, our priorities naturally shift. It stands to reason then that our careers are shaped by the transitions we make in our lives. For example, the lifestyle and career goals of a 25-year-old are going to be very different from those of a 55-year-old.
For businesses in the construction industry, the success of any project depends on the skill of the team working on it. To improve business outcomes, employers must build strong, talented workforces by recruiting and retaining the right candidates, developing the potential of current employees and taking numerous other steps to achieve workforce excellence.
The construction industry is facing a serious challenge. Its workforce is aging faster than any other industry in the country, according to the U.S. Bureau of Labor Statistics (BLS), and construction companies nationwide are looking to fill multiple positions. Companies are desperate for new talent because employees who have been with them the longest are transitioning out, and there is not an adequate pipeline of new candidates to take their place.
Create a Long-Term Career Strategy The Hot Construction Market Provides a Great Time for Employees to Reconsider Their Career Plan, and Employers Should Be Prepared
The construction industry is in a hot cycle right now. The economy is growing and a steady stream of new projects are keeping construction professionals busy across the United States.
Eight Tips to Avoid Business Stagnation in 2017 Construction Contractors Must Be Strategic for Continued Growth
A U.S. Bureau of Labor Statistics report revealed nearly half of all small businesses fail in the first four years of their existence. While there are many proven causes, including owner incompetence, inexperience, fraud and neglect, one killer culprit often flies under the radar: stagnation.
Improve Performance With a Culture of Trust Construction Contractors Can Gain More Success by Fostering Trust Among All Employees
Workers who know they’re trusted perform better and are much easier to retain. It’s important for business owners to take a serious look at the company benefits of increasing trust—it changes everything.
Five Guidelines for an Effective Wellness Plan Tips for Construction Companies to Keep Employees Healthy and Productive
While construction owners and suppliers face many strategic decisions to lead a growing business, one to keep top of mind is the health and wellness of their people. The construction industry demands a skilled workforce with high mental and physical engagement. Making an investment in a wellness plan for employees can contribute to good health on and off the job, increase productivity and reduce common jobsite errors that may lead to injury.
Recruiting and Retaining Top Construction Industry Talent Leverage a Strong Portfolio, Company Culture and Advancement Opportunities to Build Your Best Team
There is no question that it is more difficult for construction and related industry firms to attract the number of candidates needed to fill today’s positions and to build managers for the future. For companies in remote or less developed regions, such as much of Northern New England, this challenge can be compounded by the lure of higher earning potential in bigger cities.
Today’s economy requires everyone to provide value to an organization, and business leaders need every employee to contribute to winning new work. Whether an employee is responsible for generating revenue or just engaging with customers, he or she is involved in the sales process.
Almost every AEC firm has difficulty holding employees accountable. This issue goes so deep that many business owners will shy away from putting any policies in place—for fear they won’t be able to get employees to follow them. This practice often has the negative consequence of inconsistent quality control, compromised employee safety and reduced project profitability.
The first thing that comes to mind about a business’ strategy for human capital is people. Businesses must have the right people in the right roles who are energized to be efficient and profitable. The question that top executives should be asking is why their best people stay. They must determine what it takes to keep the best employees engaged and enthused about the work, as well as their individual status in the organization. The best source of that information is the employees themselves.