How do you deal with the skills gap and labor shortage in the construction industry?

One possible way to deal with the skills gap in the construction industry is to outsource complex scope to overseas locations where high skillsets are available. Outsourcing can help reduce costs, increase flexibility, and access a global talent pool. However, outsourcing also involves some risks and challenges, such as operational issues, cultural differences, legal compliance, and quality control. Therefore, before outsourcing any process, it is important to have a solid offshoring strategy framework that can guide the decision making and implementation of the outsourcing project. Outsourcing can help bridge the skills gap in the construction industry and enable the company to focus on its core competencies and strategic goals.

This can be much simpler… Besides needing to learn the skills specific to a particular trade, the skills gap in construction includes the need for better math skills, the ability to read construction drawings (blueprints), the ability to communicate and collaborate well, and moving forward, the ability to use technology to do things like make site observations and complete reports.

To change perceptions and entice young people we need to show the world how great our industry is from the INSIDE-OUT and we have to do this TOGETHER. @the save construction Initiative has a campaign being released 16th May 2023, called Not Just Men & Muddy Boots. The video, is being distributed into every school via the Careers and Enterprise network and is supported in the Northwest by Andy Burnham, Steve Rotheram, Tom Stannard and Paul Dennett. We then need industry to get on board to participate. Give SCI a follow to find out more. "Alone we can do so little, together we can do so much" (Helen Keller)

The first step to tackling the skills challenge is to understand your current and future workforce needs. You need to identify the skills, competencies, and qualifications that are essential for your projects and goals, as well as the gaps and shortages that may hinder your performance. You can use tools such as the CITB's Skills and Training Framework, which provides a comprehensive overview of the skills landscape and the training opportunities available for the construction industry. You can also conduct a skills audit, a survey, or a focus group to gather feedback from your employees and stakeholders on their skills and development needs.

Employers investing in training is critical for the future of the industry. Not only do we need to address trade skills, but we are facing the emergence of more widespread use of technology in construction that will require up-skilling even our most seasoned trade professionals. Construction companies need to consider the following: >>internal training programs, which can be as simple as having your supervisors and leaders conduct a short workshop each week >>on-line learning, using a robust library of courses such as LinkedIn Learning, that can be completed on demand and at their own pace >>Internal mentorship programs where seasoned professionals are paired with people new to the industry

The second step is to invest in training and development for your existing and potential workforce. You need to provide opportunities for your employees to enhance their skills, knowledge, and career prospects, as well as to attract new talent and retain them. You can use various methods and platforms to deliver training and development, such as apprenticeships, mentoring, coaching, online courses, workshops, and seminars.

I love to see companies invest in their people. Whether it is workforce development or professional development, this investment provides a ROI that results in a committed workforce with less turn over and less rework. Employees also feel valued and empowered. Don’t delay keep investing in T&D, companies that figure this out win the race for construction talent.

Get rid of the CITB and the CSCS and the CPCS they are just a tax on the working man or person and go back to how it was in the 70s that worked and it’s a dam sure this doesn’t and as for the NVQ or not very qualified is a total rip of

In many cases, the historic culture of the construction industry has excluded groups such as women in construction. In order to fill the gaps in the workforce, we will need to take proactive steps to eliminate the things that have made working in construction objectionable to these groups.

The third step is to promote diversity and inclusion in your workforce and culture. You need to ensure that your recruitment, retention, and promotion practices are fair, transparent, and inclusive, and that you respect and value the differences and contributions of your employees. You can also take steps to widen your talent pool and reach out to underrepresented groups, such as women, ethnic minorities, young people, and people with disabilities.

Trade associations, labor unions, and large employers can all be sources of formal apprenticeship programs which are generally better at turning out qualified trades people. Many universities and colleges have existing construction management programs, but are in need of industry collaboration to keep these programs relevant.

The fourth step is to collaborate with stakeholders who can help you address the skills challenge and share best practices. You need to build and maintain relationships with key partners, such as education providers, industry bodies, trade associations, local authorities, and other employers.

Innovation does not have to come in big packages to major processes. Do not underestimate the impact of small consistent changes over time. I use a process of “counting key strokes”. What if you implemented a process improvement at the jobsite that reduced the number of keys strokes to write an RFI by 15% or a process to orient workers to specific jobsite safety hazards that saves your team 6 hours a week. These small, consistent changes add up over time and actually moves the needle towards safer, productive and more profitable jobsites.

Los tiempos cambiaron la mano de obra experta cada vez es mejor ya no se encuentran esos maestros de la construcción que por años traspasaron sus técnicas a sus hijos, como lidiar con esto? capacitando la mano de obra, dejando el escritorio a un lado y dejar de ser constructor de papel.

The fifth step is to innovate and adapt to the changing needs and expectations of your customers, employees, and the market. You need to embrace new technologies, methods, and solutions that can improve your productivity, efficiency, and quality, as well as reduce your costs, risks, and environmental impact. You can also foster a culture of innovation and learning in your organisation, where you encourage your employees to experiment, challenge, and improve their ways of working.

Actually , CITB courses equip workers with all the health and safety knowledge they could need on site and in the office. Possible site hazards, practical safety recommendations and risk assessment are all focal points in these courses. After completing the courses, the trainees will have a certificate and new tools to advance in the industry. And this is exactly where CITB will come in handy.

The sixth step is to engage with research and publications that can inform your decision-making and strategy. You need to keep up to date with the latest trends, developments, and challenges in the construction industry, as well as the best practices and recommendations from experts and practitioners.