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Conclusion Practical lessons for construction executives
01 Construction
Tell a stronger story about environmental and social impact. The construction sector needs to be better at championing the work it is doing to improve its environmental and social impact. The sector is playing a vital role in supporting the transition to net zero carbon through sustainable design, construction methodology and the installation of circular and energy efficient building materials, as well as retrofitting older assets to bring them up to contemporary green building standards. There is a clear opportunity to address this directly when selling the benefits of a career in construction to the next generation.
Embrace partnerships to build a future talent pipeline. Successful construction companies tell us they are actively promoting employment opportunities as widely as possible through initiatives with young people in local schools, colleges, and universities. This is helping to break down negative perceptions about the construction industry. Some companies offer apprenticeships or internships, which sometimes include scholarships or bursaries to help those from less privileged backgrounds gain a route into the industry.
Navigating the talent crisis 02 Employment growth
The construction sector is bouncing back following difficult years and heavy impact on profits 03 Gen Z Understanding what motivates the workforce of tomorrow 04 Closing the gap Aligning the construction industry with Gen Z’s aspirations 05 Proactively altering Gen Z’s perceptions Addressing the construction industry’s image problem 06 Refreshing the industry’s approach to recruitment, retention and diversity Conclusion BDO’s message to Gen Z Practical lessons for construction executives 08 Countries in focus
For decision-makers in the construction industry it is time to embrace fresh thinking and new approaches to talent attraction and retention Five practical strategies emerge from BDO’s research that will help construction industry companies to overcome the talent crisis and to reposition themselves as an employer of choice in the minds of the future workforce.
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Elevate messaging about job stability and workplace well-being. Next generation talent is looking for a career that can provide stability and opportunities for long-term personal growth and development. Construction industry companies should do more to communicate the efforts they are making to improve work-life balance and flexibility, employee well-being, mental health, gender diversity, safety measures at work, and long-term career progression. Gen Z tell us they do not hear enough of these motivating messages from prospective employers in the construction industry.
Boost investment in training and diversity initiatives. As well as attracting new generation talent, construction companies need to make sure they work hard to foster loyalty and retention among existing employees. Successful companies tell us they are offering training schemes to ensure existing employees have the appropriate skill levels needed to succeed, and so current staff can be upskilled to take on new positions. Companies are also growing their investment in diversity and inclusion initiatives to ensure all employees, regardless of background, feel empowered to succeed in the industry.
Australia Belgium Brazil Canada Latin America The Netherlands New Zealand Norway South Africa USA 09 About BDO’s research 10 How BDO can help
Spotlight the wide range of job opportunities available.
Gen Z do not currently understand how a wide variety of skills may be applicable to a career in the construction industry. Executives should highlight exciting job opportunities in technology, robotics, automation, and the digital skills required in data and cloud management, cyber security and Artificial Intelligence (AI) when working within the sector. The construction sector needs to show it is attractive to a wide range of subject specialisms, not just engineering.
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