This audio is automatically generated. Please let us know if you have any comments.
David Grandstaff is the Midwest president of Adolfson & Peterson Construction. The opinions are the author’s own.
The construction industry needs more people.
Builders and associated contractors estimates that construction must attract 349,000 net new workers this year alone. A recent survey by the Associated General Contractors of America and the National Center for Construction Education and Research also found that 87% of contractors have openings for hourly craft workers. Among those trying to fill technical positions, 88% say these jobs are as difficult or harder to fill than they were a year ago.
Creating more pathways into the trades is an important part of the solution. Early exposure can help young people understand the range of careers available to them and what they offer. But as a commercial construction leader, my responsibility, and that of my colleagues, doesn’t end when someone new is hired.
As an industry, we need to develop and retain the people we recruit. In a tight job market, getting someone in the door solves an immediate need. What happens next determines whether that person develops the skills to build a career and ultimately a future in our industry.
This responsibility is even more important as technology and artificial intelligence reshape the work we do. Construction will continue to adopt tools that make project planning, estimating, communication and execution more efficient. However, the work still depends on our judgment, experience, collaboration and practical skills. Developing this level of expertise takes time and attention.
Find the next workplace leaders
As leaders, we know what our business needs next: another superintendent, a strong foreman, or someone willing to handle a larger project. When these needs arise, start by looking within your ranks. Who is ready for the next challenge? Who is looking for more experience? How can I support the advancement of our current workforce?
David Grandstaff
Permission granted by Adolfson & Peterson
There are people who want to manage teams. Others want to deepen their technical expertise or learn a different part of the business. Understanding these goals helps us put the right opportunities in front of the right people. Does it sound simple? it is not
When a schedule is tight and the stakes are high, bringing in an experienced leader is often the natural choice. However, the best long-term decision may be to give someone a chance to try it.
This could mean assigning a new responsibility, asking an employee to lead part of a project, or giving someone space to make a big decision with a nearby leader for support. The work may take longer at first, but this real-time experience is how capability grows and talent is retained.
This mentoring mindset is even more important when hiring the next generation of our workforce. A new employee may not arrive with all the technical skills needed for the job. Employers may look for qualities that are much harder to teach: reliability, curiosity, a willingness to learn, and the ability to work with others. Technical ability can grow from there with experience and training.
Practical tutoring and coaching
Construction leaders play an essential role in this process. Its value goes beyond its own productivity. They bring the knowledge the next generation needs to succeed.
Formal apprenticeships, training programs and continuing education provide important structure, but a great deal of professional growth also occurs during ordinary work. A superintendent explaining why a decision was made, a foreman walking through a more efficient way to complete a task, or a manager having an honest conversation about what he should work on next. Over time, these experiences shape careers.
I have seen many people start out in the field and eventually take on significant leadership responsibilities. Rarely does this progression come from a single training program or mentor. It comes from a series of opportunities, conversations, challenges and people willing to invest their time in someone’s career.
This is where retention and development intersect.
Employees are more likely to see a long-term future with an organization when they can see opportunities ahead. Clear feedback, meaningful accountability and visible career paths give people reasons to keep building their skills and take the next step.
Workforce programs help attract more people to the trades and build a stronger pipeline for construction. This matters. But it’s up to construction leaders to take this effort forward and make the opportunity meaningful, for these employees and where our industry is headed.
Solving the industry’s workforce challenge requires bringing more people into the industry. Our long-term success depends on what we do with their potential once they arrive.
