While technological advancements and increasing project demands present exciting opportunities, the persistent skills gap and evolving workforce expectations within the construction industry pose significant challenges.
This need for change was a key theme discussed on a recent C-Suite podcast episode, featuring Randstad leaders and industry experts. Coupled with insights from our latest Workmonitor Report – a comprehensive survey of over 26,000 employees worldwide, the conversation highlighted the urgent need for construction organisations to prioritise inclusivity, not just as a moral imperative, but as a strategic business advantage.
The conversation emphasised that creating inclusive, resilient, and future-proof businesses requires a fundamental shift in how we approach workplace culture, talent management, and leadership. Below are some key findings from the report and podcast, highlighting the specific implications for the construction sector.
Allyship and advocacy: the foundation of an inclusive construction workforce
Attracting diverse talent is only half the battle. The construction industry must focus on retaining that talent by cultivating an environment where everyone feels they truly belong. Unfortunately, the current reality falls short. This stark disparity, coupled with the underrepresentation of women (15% of the construction workforce, but only 9.2% in the highest-paid roles), underscores the urgent need for change. Active allyship and advocacy are essential to bridging this gap.
Organisations must move beyond simply ticking diversity boxes and actively foster a sense of community. Psychological safety is paramount.
How are you helping your managers have the skills of empathy, of really caring about your staff, taking a true interest in them and supporting them to step up. And that's got to be personalised. So, it's got to be, how do I make people feel safe to be vulnerable and open up about how they're feeling? How do I really show an interest in them as an individual and help be a cheerleader for them?
Employees need to feel secure enough to voice their ideas, concerns, and unique perspectives without fear of judgment or reprisal - a sense of community is vital.
Community is a big theme that came through this year. People are really interested in not just what they do, but how they do it and who they do it with. 85% of respondents in Workmonitor said that they actually perform better when they feel a sense of community with their colleagues.
Construction companies can take several steps to promote allyship:
- Implement inclusive leadership training: Equip managers with the skills to recognise and address unconscious bias, promote open communication, and create a welcoming environment for all team members
- Establish employee network groups (ENGs): Provide platforms for underrepresented groups to connect, share experiences, and advocate for change within the organisation
- Offer mentorship and sponsorship programmes: Pair employees from diverse backgrounds with experienced leaders or mentors who can provide guidance, support, and career development opportunities
- Celebrate diversity and inclusion: Acknowledge and appreciate the contributions of employees from all backgrounds through events, awards, and internal communications.
Building trust: a critical factor for retention and engagement in construction
Trust is the bedrock of any successful organisation, and the construction industry is no exception. Workmonitor reveals a concerning trend: 52% of workers would leave their job if they didn't trust their manager, while one-third feel unsupported by their manager. This lack of trust can lead to decreased morale, productivity, and employee retention, all of which are particularly detrimental in an industry already grappling with a skills shortage.
To cultivate a culture of trust, construction leaders must:
- Prioritise transparency and open communication: Keep employees informed about company decisions, project updates, and any challenges the organisation is facing
- Practice active listening: Take the time to understand employees' concerns and perspectives, and respond with empathy and respect
- Delegate effectively and empower employees: Give employees autonomy and ownership over their work, demonstrating confidence in their abilities
- Hold themselves accountable: Be transparent about mistakes, take responsibility for actions, and demonstrate a commitment to continuous improvement.
Purpose and authenticity: aligning values with actions in the construction industry
Today's construction workforce seeks more than just a paycheck according to our findings. They want to work for organisations that align with their values and contribute positively to society. 46% of workers told us that they wouldn't accept a job with a business that doesn’t align with their values on social and environmental issues. As a result of this, employees are increasingly discerning and expect companies to demonstrate genuine commitment to corporate social responsibility, not just through marketing slogans, but through tangible actions.
Construction companies can demonstrate purpose and authenticity by:
- Integrating sustainability practices: Implement & actively promote eco-friendly building techniques, reduce waste, and minimise environmental impact
- Supporting local communities: Partnering with relevant charitable organisations, and educational institutions to give back to the communities where they operate
- Promoting ethical business practices: Uphold high standards of integrity and transparency in all business dealings
- Communicating their values clearly and consistently: Ensure that employees understand the company's mission, vision, and values, and how their work contributes to the bigger picture.
The future of work: investing in people and technology in construction
The construction industry is undergoing a digital transformation, with the adoption of new technologies like building information modeling (BIM), AI, and automation. However, technology alone is not enough to guarantee success. Organisations must invest in their people and ensure they have the skills and knowledge to adapt to these changes.
If you look at the current batch of AI workers, 71% of those are male, which is clearly disproportionate. And we see a similar thing across the generations where Gen X, 29% feel that they've got access to training and development around AI. Whereas if you look at baby boomers, only 22% of that population feel they've got access.
Closing the skills gap in the construction industry requires a multifaceted approach, which includes building a diverse, engaged, and future-ready workforce hinges on fostering inclusive environments.
By fostering allyship, building trust, aligning with purpose, and investing in both people and technology, we can create a more diverse, skilled, and engaged workforce. This isn't just a moral imperative—it's a strategic advantage that will drive innovation, resilience, and sustainable growth for the entire industry. The time to act is now, to build a future where everyone in construction feels they belong and can thrive.
- To find out more about how Randstad can help with diversifying your workforce or meeting your recruitment needs, request a call with us via the button below: