Retaining talent in the construction industry is a never-ending struggle. Several factors, including unbalanced supply and demand, rising labor costs, and a surge in output fueled by recent legislation like the Infrastructure Investment and Jobs Act, have created a perfect storm.
鈥淭he latest statistics say that for every seasoned veteran exiting the construction workforce, half are backfilled with an entry-level employee,鈥� says Nancy Chin, executive vice president of Clune鈥檚 New York region. 鈥淲e鈥檙e all feeling the strain of the shortage.鈥�
Clune has widened its talent pool by considering more diverse recruiting avenues and unconventional hires to build a more dynamic and agile workforce. The company has seen success in hiring through workforce development fellowships and recruiting young professionals with relatable experience. For example, someone who worked for a moving company that lifts million-dollar pieces of artwork into high-rise buildings may not have construction experience, but they do understand planning, logistics, and safety.
But when the labor shortage makes it challenging to find new talent, impactful steps can be taken to unveil the hidden potential within your current team. While some of these concepts may seem simple, many companies in the industry overlook them.
It鈥檚 Not Always 91成人 Climbing Corporate Ladders
Especially when working with younger talent, employees may not have clear visions of where they want their career paths to lead. Today, these paths don鈥檛 have to be linear. Instead of climbing the ladder, companies can create opportunities for workers to not only move upward but also laterally to learn something new or try a different position.
Encouraging employees to explore career options within your organization often leads them to a role they genuinely enjoy. 鈥淪everal of our managing directors started as interns,鈥� says Chin. 鈥淥ur COO started as an intern and joined Clune full-time after graduation. He began in project management, transitioned to site supervision, helped develop the company鈥檚 mission-critical department, served as president of our New York office, and is now the COO.鈥�
Unlock the Power of Employee Input
Most firms have standard review practices in place, such as 90-day assessment periods or annual performance reviews. While Clune follows these best practices, its leaders also make a point to regularly check in on their staff even when reviews and assessments are not involved.
鈥淲e don鈥檛 just ask how it鈥檚 going,鈥� says Chin. 鈥淲e can all learn from each other, so we ask for people鈥檚 input and suggestions. We鈥檙e always listening, and they鈥檙e always being heard. If someone has an idea, we let them do the legwork, conduct the research, present the costs, and explain why we should explore it.鈥�
Through conversations like these, Clune often uncovers innovative technology to solve a problem or finds a smarter way to work through a process. Asking employees for their input also helps them know that they are valued.
Education Should Happen at Every Level
Professional development is offered in several ways鈥攁nd at several levels. Clune鈥檚 learning and development department promotes multiple opportunities for ongoing education. For example:Interns follow an eight-week learning path that allows them to experience the full lifecycle of a construction project.
New field assistants and project engineers across the company gather in person to participate in a boot camp centered not only on training, processes, and procedures but also on culture.Managing directors participate in leadership training and individual coaching to explore leadership best practices.
All employees also participate in regular skills training on topics ranging from time management to conflict resolution. Having a yearly learning and development training goal ensures that Clune has a well-rounded workforce.
If your company doesn鈥檛 have the resources to invest in formal education, there are still ways to support continuous learning. For example, an internal mentoring program fosters connections among staff while helping team members learn from one another.
Leverage Routine Discussions to Boost Learning
Everyday situations often present excellent opportunities for professional growth. For instance, Clune鈥檚 teams engage in a comprehensive go/no-go decision-making process, before committing to a project. Through this process, they evaluate whether the project merits the time, effort, and investment. These discussions provide valuable lessons on which projects match Clune鈥檚 capabilities.
After a project is complete, teams host debriefs. 鈥淲e want to pat everyone on the back for a job well done, while also exploring what didn鈥檛 go as planned,鈥� explains Chin. 鈥淲e want to take steps toward preventing repeat mistakes. Everyone involved learns lessons they can carry forward. That way, we continually improve with each project.鈥�
Never Stop Investing in Your Team
鈥淭he industry often seeks to figure out the magic formula for retaining its workforce. Employees are more invested when they see an investment in them,鈥� says Chin. 鈥淭his doesn鈥檛 always have to be financial. Show your team that you鈥檙e investing in accelerating their development, and you will see results.鈥�
The article was written in collaboration with聽
