By Stephanie Cramer, senior vice president of human resources, MGAC
There is currently a demonstrable aging out of the construction workforce, and amid fierce competition for talent, the industry is facing headwinds of changing dynamics. Similarly, leaders are also recognizing that a younger and more diverse workforce is needed to stay relevant and to capably handle the challenges of tomorrow.
As a result, construction recruiters are looking for ways to show students and young professionals that the architecture, engineering and construction (AEC) industries are truly becoming technology-driven fields in which they can feel supported and grow.
As workforce strategy leaders at an international AEC-focused firm, we see every day what kinds of opportunities younger and more diverse professional populations are looking for — and what they’re not looking for.
Meeting The Candidate
One employable tactic is to reach new prospects at their level.
In order to get in front of them, you must be able to reach them where they are, a process that typically means increasing social media engagement. By expanding their presences on a variety of channels — whether on LinkedIn, Twitter or Instagram — employers may be able to plant seeds that allow potential hires to feel compelled to apply to their companies.
Once this process has begun, try partnering these prospective hires with staff members through ambassador programs. Through these partnerships, candidates can begin imagining themselves as active members of a team.
Creating Culture
True innovation originates from diversity of thought and opinion — in other words, bringing wider and more inclusive talent pools into the processes that build the cities and structures around them. The industry’s ability to share ideas and be collectively receptive toward new schools of thought not only represents a means of building inclusive and thriving communities, but also of setting examples that can inspire other industry professionals.
A Steelcase Global Research study found that younger workers value tech-driven and collaborative workplaces, with 42 percent saying they prioritize a large number of collaborative work spaces. In an increasingly hybrid work environment, the ability to connect and communicate is paramount to success.
In large part, construction firms have embraced both of these principles, but there continues to be room for improvement in more efficiently communicating the highly collaborative and digital nature of the modern building project.
Previous generations were perhaps happier to come to work and keep their heads down. However, there is a significant shift in the way the younger generation operates. Creating a culture where all employees, regardless of role or stature, have their voices heard and know that they have seats at the table matters to the incoming workforce.
These younger employees also want to feel that they are improving and growing by being at a company, and that they can make the company better. Directly engaging with employees at almost every possible opportunity and consistently assuring staffers that doors and email inboxes are always open are effective ways to accomplish this goal.
Companies should employ their own techniques to get direct feedback that works for their organizations. However, in order to take actionable steps to maintain employee trust and appreciation, they must acknowledge that each environment is unique and that what works for one organization may not work uniformly for another.
Community Engagement
The new wave of the workforce is looking for employers who are as dedicated to nurturing their personal and professional growth as they are.
In previous years, we saw that a momentary pay raise might be a tried-and-true strategy for keeping employees dedicated to the company. But today, it’s the investment in long-term career goals that will engage and retain staff, even in unorthodox circumstances such as the recent pandemic. Of the roughly 15,000 workers polled in The American Upskilling Study conducted by Gallup in 2021, 61 percent of respondents replied that upskilling opportunities were an important reason to stay at their jobs.
Firms can also stand out in the minds of potential employees by showing that they practice what they preach when it comes to diversity, beyond what’s in their stated diversity, equity and inclusion (DEI) programs. Students and graduates today are looking at how organizations empower them as individuals as well as how companies align with their personal values.
They want to ensure that the fit is right both professionally and personally. Demonstrating community engagement and philanthropy is a major aspect of the employer brand. A study by The Harvard Business Review found that an employee’s connection to its organization’s purpose is as unique as the employee him/herself. Being able to actively participate in a company’s altruistic community outreach can be an impactful tool in bolstering the overall appeal of the position.
Finding Balance
Work-life balance has also been prioritized more than ever during the pandemic era, and facilitating hybrid routines in the context of working on physical job sites is an evolving process of experimentation. The ability to move seamlessly from professional to personal spaces has become of greater importance.
Wellness is also an increasing concern, particularly in AEC fields, and employers need to show that they will be there to support and provide resources to their teams. There is increased awareness surrounding mental health and mental health benefits, something unheard of in years past.
According to a study titled 2021 Inside Employees’ Minds by Mercer, a division of insurance giant Marsh McLennan, half of the 2,000 respondents surveyed said that taking steps to make mental health help more accessible and affordable is important to them.
Looking Ahead
By continuing to be forward-thinking and remaining ahead of the trends, the construction industry will be able to thrive as technology and employee priorities change over time. Taking the time to understand the individuals that are being brought forth for each role and their priorities, rather than filling an employment gap, will set both the employee and employer up for success.
Every such action taken today is undoubtedly a step in the right direction to building a stronger workforce for the future and beyond.
— MGAC is a consulting firm for the construction management and related industries with offices in North America and the United Kingdom.