Building through the ages

A successful business is driven by its workforce. However, finding the right people with the necessary talent and qualifications is proving to be a daunting challenge for many of Europe’s leading construction firms.

Construction companies concede that they are struggling to attract younger employees to an industry with a growing image problem. Well-educated individuals who might once have taken work in the construction sector are eschewing it for what they consider to be more ‘glamorous’ and ‘sophisticated’ options.

This is particularly apparent on the technical side, certainly in Western Europe.

Yet, this is not an attitude found among migrant workers from the eastern side of the continent who are being recruited to fill the skills gap.

To counter this, a growing number of companies are working with schools and other education establishments to deliver the message that the construction industry can provide an excellent career. They accept, however, that it might take years to turn around attitudes.

Not as attractive as before

 The reasons behind this change among young people are myriad and complex. Chris Whitehead, head of sustainability at Balfour Beatty, also recognises that the industry is not as attractive as it was. “Young people are less willing to make the sacrifices – such as driving hundreds of kilometres to get to a project. It is just another factor that makes the construction industry that bit less appealing,” he says.

Part of the issue is that construction is not viewed as a particularly high-tech industry by those unfamiliar with its changing practices and companies are aware they need to address this perception quickly if they are ever to stem the talent flow that is moving capable people away from the sector at the outset.

A similar problem exists in France and Spain, where many highly educated young people are not only turning their backs on the construction industry but also their home countries. In a so- called ‘brain drain’, thousands are looking instead to the rapidly growing emerging economies for work.

Even when companies recruit the right people into the workforce, retaining that talent is another matter, especially when staff spy better prospects in other countries.

Anne Charon, France chief executive for Zurich Global Corporate, identifies this as a major problem. “In France the construction industry is flat at the moment and many of our biggest customers from the sector are working on growth plans outside the country – particularly in emerging markets,” she says.

“So it is easy to see that the young, talented people they recruit are often more interested in going to work in the emerging markets, rather than staying in France.”

Balfour Beatty’s Whitehead sees the same movement of talent happening in his company. “The talent joining the industry wants to get on in more than just the UK industry – we are continually seeing talent move abroad, although they remain with the company,” he says.

“The talent that is in the business is a lot more confident and keen to determine its own future than before.”

Almost alien

 A generation ago, people entering the workforce had different attitudes. It was not unusual for an individual to join a major corporation with a view to staying there for their entire working life.

Nowadays, that concept is almost alien to young people as they embark on a career. Not only do most expect to move every two or three years, but a good number see no barrier to changing business sectors just as frequently. Loyalty to a company has been replaced by loyalty to themselves.

So, a company that has invested time and money into an individual might see them move to a rival business – or indeed, use their skills and acquired knowledge for something completely different.

Increasingly, companies are turning to their older workers to help maintain and motivate younger staff. With more employees than ever working for longer, companies are recognising the value of mentoring schemes, where long-serving staff share skills and expertise with newer recruits. In return, these more youthful staff can help older employees to understand new technologies better.

A different approach has been taken by Crossrail and Transport for London (TfL). In a novel scheme aimed at involving young people who might not ordinarily be offered a chance in the industry, Europe’s biggest drilling project has set up a Tunnelling Academy in East London that targets local people, with help from Balfour Beatty.

TfL’s head of group insurance, Nigel Blore, says the project is important for two key reasons: to teach skills and also in terms of “creating sustainability of employment”

This article was first published in StrategicRISK’s Construction Report, published in association with Zurich. To download a copy of the full report, click here