Construction has long struggled to attract enough young recruitments to fill skill shortages and replace an ageing workforce. However, digital transformation presents an opportunity to change all that, says Russell Howarth, CEO of NBS
Attracting a new generation of construction talent into the industry has for a long time, been problematic. Common misconceptions – that the industry is dull, dangerous and dirty – have, unfortunately, led to skills shortages and an ageing workforce.
We know that historically construction has had an image problem when it comes to school or university leavers. Back in 2015, a YouGov study found that one in five 18 to 24-year-olds thought the construction sector was not a desirable industry to work in.
However, more recently we’ve seen an important shift – and one that the industry needs to capitalise on if it’s to ensure its future.
Cut to 2022 and we’ve seen a promising U-turn that has turned outdated perceptions on its head. Our recent study of over 2,000 young people revealed that thoughts and feelings around construction have changed significantly – more than half (56%) now see construction as an “attractive” career option and a fifth of women are keen to join the industry.
This is something to be excited about and if we play it right, can cement a whole new generation of professionals. However, the question remains, how do we now attract construction talent and show just dynamic and exciting our industry has become?
Investing in digital construction futures
The rapid uptake of digital adoption in recent years has been a major stepping stone, especially given its reputation for being resistant to change. It’s marked the start of a new era and we need to be loud and proud about this message if we’re to attract fresh construction talent.
It will also require sustained investment into digital platforms, tools and strategies, which are now being used to transform the industry. By doing so, we can create more jobs, allowing young people to join the digital revolution and make a real difference in the world – whether that’s tackling the housing crisis, influencing sustainable building practices or designing safer structures.
Yet to do so, we must first remove old-hat perceptions that construction is simply men in muddy boots, working with little skill and for poor pay.
The truth is that digitisation holds the keys to overcoming many of the industry’s biggest challenges – safety, sustainability and staff shortages. Facilitating roles that play to the strengths of young people is an obvious entry point and one that must be embraced. After all, if we’re to build safely and with precision then we need the sharpest minds first and foremost.
Prioritising diversity in construction
Our study also found that perceptions around construction being a male-dominated industry still remain. For those not interested in the sector, over a third said it was because they thought it was sexist. There’s no doubt that encouraging an influx of female workers will help move the sector forward.
This line of thinking is backed up by some of the best in the business – as the Harvard Business Review puts it: “Having more diverse perspectives to weigh in on key decisions can make a group more open to change, and more likely to see change as feasible.” Given the change we’re seeing in construction, fresh perspectives should always be welcomed.
Feeding the growing workforce with fresh blood and new thinking through diversity has been shown to have a major impact on business performance, including improving employee retention. Employing more women at a senior management level has also been shown to boost bottom lines. With 20% of younger women now interested in construction, this is a golden opportunity to harness interest and bring more women into the sector.
Yet to do so, the sector will need to modernise and create attractive job packages that women won’t want to turn down. This includes removing the subconscious bias during recruitment, including having women involved in the recruitment process. Measuring and reporting on diversity job satisfaction and setting up diversity councils to ensure minority voices are heard and recognised. Adopting family-friendly work policies and benefits can also go a long way – including maternity and paternity benefits.
Changing perceptions in construction
While construction can be proactive in its internal processes, it also needs to do more to actively change perceptions outside of the industry. Around one-fifth of women and a third of men had actively been dissuaded from choosing construction as a career on more than one occasion.
Awareness campaigns aimed at careers advisers and educators is a good place to start and can help tackle this issue, highlighting the wide and varied job opportunities attached to construction. It also means capturing hearts and minds through media and social media coverage, putting our best foot forward and showing the latest in digital innovations – after all, modern construction sites are now a hotbed of tech, using VR headsets and drone operations, to name but a few.
It’s true that this won’t be a quick fix and it will take time to turn the needle on the public imagination. However, through a multifaceted approach we can bring young people on board, teach them valuable skills and importantly, build a lucrative future of success. We just need to make sure we do it sooner rather than later.
Russell Howarth
CEO
NBS
Tel: +44 (0)345 456 9594
