Heather Merz
From smart phones and tablets used in the field to social media enhancing marketing outreach, the construction industry is getting younger and more agile. The U.S. Census says by 2018, the Millennial Generation, a distinctive group of Americans born after about 1980, will compose the majority of the construction workforce.
The construction industry in Texas is taking huge strides to adapt to new methods of recruitment, management and retention of millennials. Employers who better understand what motivates and engages this generation will be better positioned to secure the top talent, keep them happy and productive and make sure competitors do not snatch them up.
Construction has a lot to offer this generation in terms of longevity. Working in an environment that is always upgrading, expanding and growing gives millennials access to long-term growth and a sustainable economic future.
MORE BRAINS, LESS BRAWN
The construction industry as a whole has evolved and the Millennial Generation is truly changing the way construction firms in Texas recruit. Each year, 467 students on average graduate from a construction management school in Texas. With 34 construction management schools located throughout the state, employers have a competitive talent pool for hiring.
Most Texas universities that have a construction science department hold at least two multi-day career fairs a year, and construction firms line up nearly a year in advance to sponsor the event. Employers show up with teams of three to five recruiters showcasing their company's work in multiple rented booths. Recruiters address millennials' needs and leverage the company's success to entice the top students in the department to join their team.
To maximize access to the potential workforce in this generation, some construction firms have gone so far as to hire full-time recruiters to scour Texas universities for talent. Companies are investing time and money to understand millennials, and they are finding plenty to like.
The influx of millennials has also greatly influenced the choice of technology used by construction firms. Smart phones, laptops and portable printers are now a must for this generation to do their jobs efficiently and effectively in the field.
ADAPTION IS KEY
Adapting a workplace to suit the needs of the Millennial Generation has taken some innovation by construction management and a lot of understanding from experienced workers in the industry. Millennials tend to look for more contemporary incentives for staying motivated. In addition to commonly sought-after pay raises and performance bonuses, younger workers also value flexible work schedules and remote work opportunities as rewards. Benefits for the future, including retirement programs and health benefits, are other examples of enticing incentives for this generation.
Millennials want things done efficiently and they want transparent, highly involved management. For construction management, this has meant a shift to handling things electronically whenever possible in addition to scheduling one-on-one meetings. The younger work force thrives with more freedom to do their work independently, which means flexible leadership and accessibility to technology. Providing millennials with recognition for success and consistent feedback for areas of improvement are ways management can mold the growth of their young workers.
These moves may create frustration for experienced workers who have worked hard to gain their position within the organization and regard the earphone-wearing newcomers as inattentive or needy. But the rise of a new generation in the industry is inevitable. It is up to management to foster growth while making sure that established employees aren’t feeling overrun by the young talent.
EXCELING BRINGS BENEFITS, CHALLENGES
The drive of millennials — and the fast-paced environments they are accustomed to — provide one of the biggest challenges facing construction employers. Millennials can be very ambitious and aim to be promoted quickly. Typically, top performers in the company want more responsibility as fast quick as possible. But for many construction firms, the average age in all departments is now about 35, and management positions aren’t readily available to be filled by growing, young talent. Millennials can become frustrated with the amount of time it may take to move up at a firm. Their marketability and impatience for promotions can be difficult for a firm seeking out fair compensation packages to keep millennials motivated and content. Retention is sometimes the biggest obstacle for construction management to overcome with this generation.
BRICKS AND MORTAR TO A MILLENNIAL
In short, millennials may be a challenge to integrate into a work team, but over time they are likely to become the most energetic, ambitious and successful employee a firm could hope for.
It is important to adjust management strategy to take advantage of millennials’ preferences andstrengths. Though they may require a slightly different management style, in the end, millennials simply want to be the best all around. They may have different expectations when it comes to the satisfaction they get from work and how their job plays into their overall life balance. This bright and talented generation is the starting point to harnessing greater levels of ambition, creativity and productivity for years to come in the construction industry.
— Heather Merz is the CFO Burt-Watts Burts-Watts Inc., an Austin-based general contracting and construction management firm.