Michael Doolin is the managing director of the Clover HR consultancy group
Tackling the UK’s growing skills gap must be at the top of the next government’s priority list because failure to do so would have a huge impact on the growth of the UK economy and the competitiveness of so many large British companies . Prime Minister Rishi Sunak, however, appears to be focused on safeguarding the UK’s technology industry, demonstrated recently by his £490m investment in high-level science, technology, maths and engineering education and facilities “world-class” facilities for universities and colleges.
“UK infrastructure is just as important as technology, if not more so, and requires bridging the skills gaps in the construction sector.“
While technology must be championed and is a huge generator of income and skills, it often feels that the push to make the UK the next Silicon Valley is at the expense of some of our equally important industries, such as construction.
Despite the government’s pledge to invest in major construction developments by 2027, which the Construction Industry Training Board estimates will require an additional 225,000 workers, little has been done to promote the industry as a career option attractive, especially for young people. As a result, the construction industry faces a monumental skills gap.
To reverse this trajectory, the industry itself needs to change the narrative around construction so that more people want to be a part of it and benefit from the rewarding career development it offers.
Expansion of talent reserves
In a survey of 18-29 year olds, sponsored by NBS, a global online information platform for specifiers and the construction industry, perceptions were of a dirty and manual industry (52%). dangerous (37%). and sexists (33%).
Positive steps are already being taken to address this perception, for example there are organizations aimed at supporting the progression of women in the construction industry such as Women into Construction.
However, the industry must go even further to support and promote diversity and inclusion in the workforce. For example, it is estimated that there will be an influx of climate refugees over the next 25 years, who will make up a significant proportion of people of working age in the UK. Investing in more initiatives to welcome refugees into industry would be an effective means of addressing the skills gap.
In 2020, The Chartered Institute of Building (CIOB) reported that one in four construction workers is considered suicidal and that 56% of construction professionals work for organizations without mental health policies. This is extremely worrying.
By implementing simple changes, such as hosting team social events and holding regular employee wellness and progression meetings, companies can create a supportive work environment that fosters social connections and ultimately mitigates feelings of isolation . This, in turn, increases employee engagement, as workers who feel valued will enjoy their work, which also reinforces their sense of loyalty and value to their employer.
HR can be a helpful resource in facilitating open communication channels, such as regular check-ins, feedback sessions, and even anonymous suggestion boxes, allowing employees to voice their concerns and feel heard, valued, and part of your team.
Help employees climb the career ladder
There are many misconceptions about career opportunities in the construction industry. A CIOB study on ‘The Real Face of Construction’ noted that more than half of its participants (57%) believed that the average annual income in construction was much lower than the actual figure. The investigation also showed concerns about that equal pay, professional progression and retention. This stigma has caused many people to ignore the potential for career advancement within the industry.
To challenge this misconception, construction companies must invest in the improvement and development of their teams. By providing regular training and meetings, personal development plans, training and management courses, as well as regular check-ins and goal setting, companies can develop a highly skilled, motivated and retained team.
Society needs to recognize that as we build a technology ‘smart’ Britain, the development of the UK’s infrastructure is just as important, if not more so, and requires bridging the skills gaps in the the construction
Contractors cannot wait for the government to act and must take action themselves. This means championing apprenticeships, creating opportunities for those who never considered a career in construction and, most importantly, adopting tried and tested HR practices that ensure people not only want to work in the industry, but stay there
