Building its Workforce Remains the Construction and Engineering Industrys Biggest Project

Despite the transfer of staff from existing major building and infrastructure projects and an injection of new starters into the industry at grass roots trainee and graduate levels, the construction and engineering sectors can expect to face a shortfall of at least 10,000 workers every year for the next four years, says Richard Lawrance, Managing Director, Resourcing Solutions Ltd (RSL). With such high demand for workers, recruitment must now become a key strategy in the sectorís plan for success.

Research commissioned by RSL, the recruiting expert for the infrastructure, engineering and construction sectors, shows that 110,000 new workers have entered the market annually since 2001.[1] The study identified that over the next 4 years it is likely that at least 120,000 additional workers will be needed each year to offset the growing numbers choosing to leave and retire from the industry as well as an increased number of workers to meet the growth in works currently scheduled.[2] However should the scheduled volume of projects continue to rise; the sector could be left searching for as many as 150,000 new workers by 2010 if projects are to be completed by their anticipated deadlines.

The resourcing problem is compounded by the fact that not only is the industry chasing fewer workers, but the structure of its workforce is also shifting, adding pressure on companies to find and retain workers with different skill sets than those they have traditionally engaged. Growth in employment has been led by an increased demand for white collar workers rather than the previously needed semi-skilled and unskilled labour. This means the approach to recruitment, strategies deployed and tactics used must also alter radically.

Richard Lawrance commented: ìThe construction and engineering sectors have been slower than other sectors at appreciating the importance of recruitment to business success. Strategic recruitment must be viewed as a key success driver rather than a necessary by-product of operation if companies are going to succeed in attracting sufficient numbers of suitably qualified people in an increasingly candidate led marketplace.î

ìTo fill skills gaps, employers need to become adept at sourcing graduates and workers with suitable skills from outside of their industry, they must stem the haemorrhage of workers leaving the sector for other industries and become more comfortable with using the skills and talents of candidates from overseas.î Commented Richard Lawrance.

As companies try to combat shortages and attract candidates some professions have experienced wage increases by as much as 30% in recent years.[3] But simply throwing money at the workforce will not solve the industriesí staffing problems. Richard Lawrance said: ìWage rises way above inflation are simply unsustainable, therefore a strategic approach to resourcing is vital for all companies in the sector. The image, working practices and reward packages need to be brought in line with other industries if the sector has any hope of creating a workforce that is strong in enough in number and skill to meet its customersí demands.

ìThe need for a strategic approach isnít the preserve of the large contracting houses. Small and medium operations are affected as harshly, if not more so by the lack of workers, so effective planning to minimise the impact of scarce talent should be practiced across the sector.î