With the chronic skills shortage labelled a ‘ticking time bomb’, companies must consider innovative recruitment and workforce strategies to avoid disaster.  

Looking far and wide 

There is an urgent need to source and train talent across a broader demographic to help plug the skills gap. Social value initiatives could provide a much-needed remedy, assisting many underrepresented groups with opportunities for meaningful employment.  

For example, from July to September 2021, an estimated 689,000 young people aged 16-24 were not in work, education or training, according to the Office for National Statistics.  

As part of the ‘Hays Helps’ initiative, we’ve forged partnerships between valued clients and progressive charities to support the employability of disadvantaged groups, including young adults. Recently, this has included a collaboration between Hays, End Youth Homelessness and St Basils to source roles for Tarmac, a leading construction solutions business. 

Looking to ‘Generation Z’ for your next hire not only supports a reduction in youth unemployment rates, but can also assist your organisation in building a strong Early Careers pipeline. 

Turning to Tech  

In line with many other industries, the construction sector has been forced to adopt new technologies to permit the continuation of projects amid the COVID-19 crisis.  

Aside from the impact of AI in making the workplace safer and more efficient, there is ‘optimism’ surrounding the impact of digital innovation on the skills gap. For example, the rising demand for novel skills such as drone piloting is hoped to improve diversity within the industry, with technology enabling ‘more roles for people with disabilities’.  

In response, hiring managers must adapt their recruitment methods to tap into these emerging talent pools. Locating these individuals will present new challenges, but an agile workforce solutions provider can provide the necessary data to help you source and attract the right talent, at the right time.  

A shift in mindset 

To tackle not only the immediate skills shortage, but to also attract and retain the talent of the tomorrow, age-old perceptions of the industry must be overturned. Using the momentum generated by widespread technological innovations and ongoing commitments to diversity, equity and inclusion, the sector must rebuild its image as a progressive and exciting industry in which to work. 

While flexible working has become a staple for much of the UK workforce since the onset of the pandemic, the construction industry has found additional obstacles restricting its adoption of this new way of working.  

Research suggests that the flexible work policies instigated by the NHS could set a ‘good precedent’ for construction, with both industries requiring that much of the work is completed on location. Both employers and employees will need to reframe their understanding of flexible working to suit the industry. For construction, it may mean starting earlier or finishing later to accommodate the commitments of workers.  

While it requires some innovative thinking and ‘full-team commitment’, flexible working is key to making the industry more attractive to women. With just 16% of the workforce identifying as female, this hugely underrepresented group offer a promising solution to the skills gap.  

As employees in other sectors continue to benefit from increased flexibility in their working patterns, it may be time for the construction industry to ‘clock out’ on rigid shift patterns.  

Time for self-reflection  

Candidates are bringing a different set of expectations and behaviours to their search for a new role. Opportunities for learning and development, employee wellbeing and sustainability credentials are increasingly topping the list of priorities.  

To stand out from the crowd in a tight recruitment market, organisations must ensure their Employee Value Proposition (EVP) is fit for purpose in the new world of work. 

When sourcing candidates, employers should research and tailor their EVP according to the interests and motivations of candidates. 

Once engaged in the recruitment process, hiring managers must act as brand ambassadors, reinforcing the culture and values of the company at every available touchpoint.   

And don’t forget, in a small talent pool, candidates will discuss their experience with your company. It’s your job to ensure it is a positive story. Stay connected throughout the recruitment process and deliver on commitments within agreed timescales, including interview feedback or next steps.  

A strong EVP will play a vital role in attracting, engaging and retaining workers in an increasingly competitive market.  

The construction sector in 2022, and beyond.  

The next twelve months will certainly be a challenging time for recruitment within the construction sector. 

There is no quick fix. A single social value initiative or a commitment to flexible working trials will not adequately plug the skills gap.  

However, companies that take a holistic approach towards their workforce and recruitment strategy; sourcing from and building alternative talent pools, utilising technology to identify candidates and promoting a strong sense of purpose and company culture will be best placed to meet the challenges that lie ahead.  

Working with a partner like Hays Talent Solutions gives you access to technologies, advice and insights that can help your organisation thrive. Speak to one of our experts today to find out how we can help you attract and retain top talent for your industry.