If you run a construction firm or manage hiring in one, you’ve probably felt the pinch of today’s labor shortage. Jobs are open, projects are piling up, and experienced professionals are retiring faster than you can replace them. Industry data show that contractors may need 454,000 additional workers in 2025 just to keep up with demand, and 88 % of construction companies say filling open roles is a major challenge. It’s a perfect storm of booming infrastructure spending, an aging workforce and rapid advances in technology.
So how do you stand out and attract the people you need? I dug into a range of my recent experiences, articles, surveys and expert opinions to compile some real‑world strategies. Below you’ll find the ideas that resonated most, from creating a culture workers want to join to leveraging technology without losing the human touch. Feel free to skim and pick what fits your situation. This isn’t theory; it’s what leading companies are doing right now.
What’s behind the talent crunch?
Before we talk strategy, let’s look at why finding good people feels so hard:
- Retirements and skill gaps. Many construction workers are older; one in five is over 55, and retirements are creating a big skills vacuum. At the same time, digital tools like drones and Building Information Modeling (BIM) are changing the game, so companies need workers who can read blueprints and use software.
- Lots of unfilled positions. Between 2023 and 2024 the industry averaged 382 000 open jobs per month, and surveys report more than 90 % of firms struggling to hire. When your competitor is also desperate for people, you can’t rely on “post and pray” job ads.
- Shifting expectations. Younger workers care about work‑life balance and meaning. They’re looking for fixed hours, fewer weekend commitments and employers whose values align with their own. Many women and under‑represented groups still see construction as unwelcoming — women make up only about 14 % of the workforce. And candidates want to know you’ll invest in their growth and well‑being, not just give them a hard hat and send them to work.
Knowing these factors will help you tailor your approach. Now, let’s talk about what you can do.
Build a culture people want to join
Most of the experts I read agree, culture is your superpower. Abrar Sheriff, who heads Turner Construction’s international operations, summed it up nicely when he said that “construction is hard as is” and that companies need to create “the right environment where people feel respected.” People want to feel valued, safe and supported. Here’s how to show them they will be:
- Make safety and respect non‑negotiable. Highlight your safety record in job ads and interviews. A reputation for a safe, collaborative workplace draws applicants. Encourage workers to speak up when something feels off and show you listen.
- Define your purpose. Younger workers care about working for companies that do the right thing. Procore suggests communicating your mission — whether that’s sustainability, community building or innovation. It might feel obvious to you but spell it out.
- Promote diversity and inclusion. If only 14 % of your workforce is women, you’re ignoring half of the potential talent out there. Offer properly sized equipment, flexible schedules and family‑friendly policies. Partner with groups like Women in Construction Operations to find candidates and mentors.
- Invest in well‑being. Construction has high rates of stress and even suicide. Offering mental‑health resources and promoting work–life balance isn’t just nice — it makes people more productive and loyal.
Pay competitively and customize benefits
Money isn’t everything, but it’s close. Wages for construction workers rose more than 4 % in 2024, and ADP’s data show the average pay across the industry reached about $69 200 in early 2024. Skilled supervisors like project managers and superintendents earn far more. To attract top performers:
- Benchmark salaries for your region and craft. Match or beat local averages and be transparent about pay bands in your job postings.
- Tailor benefits to different life stages. Younger workers might value tuition reimbursement or help buying required tools, while older employees care about retirement contributions. Offering to reimburse steel‑toe boots on day one drew more applicants for one company.
- Add performance and referral bonuses. Bonuses tied to project completion or safety milestones can motivate the team, and referral bonuses tap your existing staff’s networks.
Focus on skills, not credentials, and grow your own talent
The days of insisting on four‑year degrees are fading. Companies are shifting to skills‑based hiring, which has been shown to reduce mis‑hires and predict on‑the‑job success. Here’s how to do it:
- List the skills you need. Break down each job into technical and soft skills (e.g., reading blueprints, problem‑solving, communication). Be open to candidates from non‑traditional backgrounds.
- Partner with schools and apprenticeships. Host interns, collaborate with trade schools or community colleges, and speak at career events. Internships let you test drive talent while giving students real experience.
- Offer mentorship and career paths. Formal mentorship programs help new hires learn from seasoned pros. Show candidates there’s a path from apprentice to supervisor, project manager or estimator.
- Support continuous learning. Encourage employees to upskill in areas like BIM, drones or AI. ADP’s Kit Dickinson notes that offering tuition reimbursement and cross‑training makes roles attractive to younger people.
Embrace technology — but keep it human
Recruitment technology can save time, but it shouldn’t replace human judgment. ADP notes that generative AI tools can write job descriptions, screen résumés and schedule interviews. However, an algorithm can miss great candidates or introduce bias. Use tech as a first pass, then add the personal touch:
- Use applicant‑tracking systems (ATS) to organize resumes but personally review the short list.
- Leverage video tools to let candidates tell their story and to showcase your company culture. Authentic employee testimonials can build trust with prospects.
- Make applying easy. Simplify job descriptions and application forms; long, complex postings turn people off. Quick follow‑ups show respect for candidates’ time.
Cast a wider net and nurture pipelines
Don’t wait until you’re desperate to start recruiting. Dr. Larry Kokkelenberg, who has spent decades training construction leaders, advises continuous recruitment. That way, you’re always building relationships rather than scrambling. Try these approaches:
- Post on general and industry job boards — think Indeed, Linkedin and ConstructionJobs.
- Use social media and word of mouth. Encourage employees to share openings on LinkedIn or Facebook. Referral bonuses make this more likely.
- Attend career fairs and community events. Partner with community colleges, high schools and local groups. Explaining what a construction career looks like helps correct misperceptions.
- Engage passive candidates. Network proactively and personalize outreach messages. Passive candidates might not be job‑hunting, but they’ll listen if the right opportunity comes along.
Make it a great place to stay
Attracting talent is only half the battle; keeping it saves you from starting over every few months. The experts I read stressed that retention comes down to employer accountability. That means providing fair pay, clear career paths, work‑life balance and supportive leadership. When employees feel valued and see that you invest in their growth, they’re more likely to stay. And even with positions filled, keep recruiting — you never know when someone will leave or when a big project will hit.
Partner with Construction Recruitment Experts
At Offer Accept, we’ve spent years helping Construction organizations find top talent. We see firsthand how the labor markets are being reshaped, and we partner with companies to build teams that can thrive in this new landscape. Whether you’re hiring for roles that rely on human judgment and creativity or trying to understand how technology will influence your hiring strategy, we’re here to guide you.
Curious how these shifts impact your organization? Our team has real experience across construction, IT, business development, and other industries navigating AI-driven change. We’ll help you pinpoint which roles will remain essential, what skills matter most, and how to create a workforce that’s ready for the future.
The companies that prepare now will lead tomorrow. If you’re ready to start that conversation, give us a call at 305-910-2524 or send us an email—we’d love to help you stay ahead.
Putting it all together
Recruiting in construction today is tough, but not hopeless. The labor shortage is real, yet there are plenty of people who would love to build things if they knew the pay was good, the culture was welcoming, and the work was meaningful. Start by making your company a place where you’d want your own family and friends to work. Pay competitively, offer flexible benefits, invest in training, use technology wisely and actively tell your story. If you do, you’ll not only fill open roles — you’ll create a team of people proud to build the bridges, schools and homes our communities need.
Farley Ashby
Recruiting Expert