By Wesley J. Palmisano, Impetus
As construction businesses face an intensifying war for talent, they’re challenged to expand their approach to recruiting and developing team members. Despite ongoing whispers of a U.S. recession, an economic slowdown isn’t likely to alleviate the ongoing shortage of skilled, available construction workers.
Reactive, passive hiring and talent-development strategies are no longer sufficient to attract and retain the individuals you need to serve clients, deliver projects, and grow.
Competitive pay and benefits are table stakes. Today’s in-demand construction workers also want to work for a company with visionary leaders, an engaging culture, and advancement opportunities. They expect to be valued, given access to the tools and resources necessary for success, and treated as if they are long-term partners.
Here are seven actions that construction businesses can take to strengthen their ability to attract and retain top talent. Most of these strategies don’t require large budgets or additional staff. What they do require is an ongoing commitment to making your firm a great place to work.
- Streamline the online application and tracking process.
Make it as simple as possible for potential employees to find, learn about, and pursue jobs at your company.
Strive for short, compelling job descriptions that clearly articulate the job requirements and enable candidates to quickly explore an opportunity and decide whether they’d like to pursue it.
Be strategic about where and how you look for candidates. Seek out platforms and online communities where target employees are likely to hang out. Also, encourage your current employees to share job openings within their own networks, and offer them healthy internal “headhunter” incentives to align interests.
It’s also important to streamline your applicant tracking process so that your internal team can efficiently evaluate candidates and respond to them in a timely manner.
- Strengthen the onboarding experience.
While a person’s first day on the job sets the stage for their entire tenure, we also firmly believe that successful onboarding is a robust six-month process. The initial onboarding experience should encompass more than just sharing company policies and signing necessary paperwork. It’s an ideal time for new hires to learn about the company’s history, culture, and values, including your commitment to safety and other important priorities.
Onboarding is also an opportunity to get to know employees on a personal level, including details about their background, family, hobbies, and interests. Small gestures such as welcome signage, company swag, and a personal visit from the owner/president can go a long way toward making people feel valued and appreciated.
- Communicate openly and consistently.
Because employees at most construction firms are dispersed across numerous jobsites and office environments, open communication is key to keeping everyone informed, connected to their colleagues, and aligned with overall business goals.
Communications should start at the top with consistent engagement from company leaders—whether that’s through face-to-face meetings, virtual Q&A sessions, video updates, or simple e-mail notes. A commitment to open communications should also be embraced by department heads, project leaders, and team leaders.
Commit to creating a work environment where everyone feels comfortable asking questions, requesting help, and expressing concerns without fear of negative consequences.
- Invest in your people.
Investing in your employees will increase their overall value to the company while also helping to develop the next generation of firm leaders. Training and development initiatives can range from structured skills training programs and professional development sessions to informal coaching and mentoring.
If your company doesn’t have a formal training program in place, you can start small by hosting a few lunchtime sessions led by internal subject matter experts. You can easily expand this effort by accessing the training and development resources available in your community. At Impetus, we trained 143 employees last year with the help of a grant program offered by the Louisiana Department of Labor, and we plan to train over 180 more people over the next 12 months.
Your goal should be to build a learning culture where people are constantly exploring and growing while receiving ongoing feedback from their managers rather than having to wait for their annual performance reviews.
- Celebrate success.
Everyone wants to be part of a winning team and to be acknowledged for their hard work. Our incentive compensation programs align company interests and goals with those of each individual. While compensation is part of the equation, it doesn’t stop there. The impact of personal touches like handwritten notes from leadership to recognize individual contributions is immeasurable.
Take time to celebrate project milestones, awards, and team successes throughout the company. At Impetus, we host gatherings to celebrate successes together as a company multiple times each month. Everyone is invited and encouraged to participate in these events to honor fellow teammates for their collective achievements.
- Establish roadmaps of accountability.
Working in construction often involves a high degree of independence and ingenuity. Employees have to make daily decisions in the field that may impact safety, quality, and profitability.
Establish some simple road maps of accountability so that everyone understands the importance of consulting with project leaders before making impromptu decisions in the field.
These guardrails aren’t intended to micromanage people, but rather, to establish clarity which in turn provides a tremendous opportunity for individuals to operate autonomously within those guardrails.
- Blur the lines between the field and the office.
Bridging the divide that separates field employees from office employees is key to building a cohesive team. Construction companies must recognize that the magic happens out in the field and there is an obligation to do everything possible to support those field teams and keep them highly engaged.
Leverage technology and face-to-face interactions to help connect everyone and remind them they’re on the same team and working toward the same goals.
By implementing these strategies, not only will you position your company for future success, but you will also help ensure that the best and brightest minds continue working within the construction industry.
About the Author
Wesley J. Palmisano founded Impetus in 2013 with the vision to create a new kind of construction company — one designed to foster the next generation of leaders. Based in New Orleans, the rapidly-scaling boutique construction service provider has continued to expand into new market sectors and geographic regions, including Nashville and Salt Lake City. Wesley also founded The Palmisano Foundation, a 501c3 focused on supporting education initiatives for the world’s next generation of great thinkers and doers.
