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Chase Manning is a principal at Dowdle Construction Group, based in Nashville, Tennessee. The opinions are the author’s own.
The construction industry is in the midst of a critical workforce challenge: labor shortages. Contractors are struggling to fill open positions, and labor shortages have become one of the main causes of project delays. The problem is not new, but the dynamics shaping it are changing rapidly.
Chase Manning
Courtesy of Dowddle Construction Group
A new generation of workers is starting to enter the workforce: Gen Z. In the first quarter of 2024, Generation Z accounted for 18% of the total workforce, according to the Department of Labor. Their arrival in the workforce represents an opportunity and a test for the sector. While many builders remain focused on recruiting, the most pressing question is how to lead, develop and retain this emerging talent.
The way forward for the construction industry is to create workplace cultures that emphasize mentorship, communication and respect. These are values that not only attract the next generation of builders but also give them reasons to stay.
The shift builders young lady
while contractionTors are eager to recruit new talent, Gen Z is already redefining the workforce. A recent study by Wakefield Research found that almost 47% of parents surveyed said their child had already mentioned trade as a possible career path.
In addition, the DOL reports that by 2024, workers between the ages of 18 and 25 accounted for nearly 25% of all new hires in skilled trade industries. This evidence indicates that instead of having to convince Gen Z to enter operations, there is now a growing pool of talent actively seeking business opportunities. For the commercial construction industry, this change is a strong point.
This change represents both relief and responsibility. Relief, because a generation previously thought to be disinterested in practical work is showing a genuine curiosity to build a career in the trades. Responsibility, because these same workers arrive with different expectations from past generations. Gen Z isn’t just looking for a paycheck, but a sense of purpose, mentorship, and career growth.
Recruiting alone will not work
Builders often treat labor shortages as a recruitment issue rather than a management or culture issue. While hiring will attract new workers, it does little to prevent employee turnover. According to the research carried out by Randstad, the average length of employment of generation Z in the first five years of his career it is only one year. In addition, one in three Gen Z workers plan to change jobs in the next year.
Like previous generations, Gen Z wants opportunities to grow and improve skills, but with training that is consistent, engaging and accessible. This generation puts technology at the center of their daily experience and expects their work to keep pace. They seek transparency from leadership. They also want to belong to organizations that value their humanity as much as their productivity. above all, Generation Z wants flexibility, independence and feeling of security.
When we lose a Gen Z worker, it may be because they see no way forward, feel their current role has no purpose, are frustrated by outdated practices, or reject a negative work environment. Focusing only on recruitment risks missing the opportunity to retain Gen Z workers. We need to go beyond promises that attract young talent by giving them reasons to stay for the long term.
How builders can keep workers
Some industry professionals have resigned themselves to invoicing, believing it’s just the nature of working in construction. Reframing this vision is key to improving retention. While competitive pay and security are important, culture often determines longevity.
Generation Z places significant value on how they are treated and supported in the workplace. They pay close attention to communication, respect and inclusion. They want to feel comfortable contributing ideas or asking questions. A sense of belonging is paramount, and if it’s not there, morale will decline along with loyalty, regardless of pay or benefits.
Builders should train supervisors to communicate constructively to show younger employees that their input is taken seriously. Publicly recognizing contributions and recognizing hard work shows that effort is valued.
One of the most effective tools for retention is a robust mentoring program. Pairing Gen Z with experienced marketers will help them build confidence in their craft. When mentors invest time and offer encouragement and constructive feedback, trust is built.
Solving the labor shortage requires a layered approach and a long-term strategy. While builders should still invest in recruitment efforts, equal attention should be paid to retention, mentoring and culture. Ultimately, the future of construction depends on leaders who not only attract new talent but help them thrive
