
It's difficult for young people to understand what a typical construction job looks like if they've never been to a site. And if they don't understand the career, they may not pursue it. That's why mentorships and internships are critical for long-term recruitment.
The local community is a good source for youth training and recruitment opportunities. National programs such as Build Your Future, ACE Mentor Programs and YouthBuild USA are excellent for filling recruitment pipelines with young people entering their careers. There are other options, too2: Local high schools and community colleges can be great partners for matching students with mentorships. They also host career fairs, which allow companies to pitch their employment opportunities.
Some younger people may find it appealing that they can begin construction work out of high school, since it's an industry in which one can build a career without a four-year college degree. Those interested in a four-year degree and a career in construction can use apprenticeships and internships to become familiar with what construction work is like. This includes learning about career paths that don't necessarily include hard labor.5
Young people are tech-savvy. They grew up surrounded by world-changing technology and have never known a life without it. It's unsurprising, then, that they don't just want innovative technology in their jobs - they demand it. This doesn't mean construction companies need to invest in the latest tech craze, but it does illustrate how using outdated technology makes businesses less attractive to younger workers.
The construction industry actually has some of the most impressive technology available - the trick is making it appeal to younger workers. Consider leaning into the tech angle when speaking to young people. Talk about the high-tech capabilities of your organization, and explain how they'd use it in their day-to-day responsibilities.
Career advancement is another critical incentive for younger workers. They want to know that their careers aren't tied to a single role forever. This is where on-site training and clearly defined career paths come into play. If the next generation knows that they can train for more specialized roles, it increases the chances they'll stick around in the industry.
Having a variety of opportunities available also helps you shuffle personnel around as needed. This option is attractive for younger workers who may still be figuring out what they want to do within the construction industry.
There's also an opportunity to consider how increasing diversity in construction can increase the pool of available talent. For example, women have historically had low representation in the construction workforce. Of the millions employed in construction, women represent only 9%, and that includes administrative and office positions. Looking at trade positions, women make up less than 4%.
Increasing diversity not only demonstrates to younger generations that the company is inclusive, it also can help the industry grow the pool of available skill workers.
Younger workers aren't all the same, but there are some commonalities that can help businesses appeal to their general interests. Offering mentorships, connecting to their interests, using technology to show a commitment to innovation, and providing career training and advancement are all ways that construction companies can reach out to younger workers.
Keep these strategies in mind next time a young person asks about the construction field. Chances are the industry is already offering what they're looking for, and this is the perfect time to help them see it.
For more information about the labor shortage, please reference the 2018 workforce survey from the Associated General Contractors of America. In addition, consider reaching out to organizations such as Build Your Future, YouthBuild USA or Ace Mentor. If you're an agent interested in growing your commercial book of business, please go to nationwide.com/agents.
Greg Chodora, Associate Vice President of Middle Market Construction
Greg is responsible for half of the United States Middle Market Construction business for Nationwide Insurance. He is based in Chicago and has more than 25 years of Middle Market and National Accounts experience ... in leadership roles with Travelers and Nationwide. Greg's current role is to manage the overall performance of the Middle Market Construction portfolio for the Midwest, Southwest and West Regional Operations. Greg graduated with a Bachelor of Science degree in business administration and finance from Augustana College. During his career, Greg has been a board member of several companies and is actively involved in Boys & Girls Clubs and Head Start programs in Chicago. Read more
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