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Interview improving infrastructure, supporting sustainable development, or contributing to marginalized communities.
Once contractors attract young talent, what strategies are most effective for keeping them engaged, motivated, and committed long-term? I mentioned limited career advancement as a major misconception about the construction industry. Talent retention depends on showing younger employees a clear career ladder with opportunities for professional development, leadership, and collaborative, invested workplace culture.
How can mentorship programs be structured in a way that both supports new workers and empowers experienced employees to share their knowledge?
Mentorship should be structured to benefit both new and existing employees, sharing support and direction to new hires and recognizing the expertise of those with more experience. Defined goals, clear communication, and formal recognition can improve the impact of mentorship programs.
Younger generations are drawn to technology-driven fields. How can construction companies better showcase the role of innovation, digital tools, and sustainability in the industry? Technology and sustainability are integral to today’ s construction environment( think of digital modeling, drones, or energy-efficient buildings). Contractors should showcase these technological aspects of their work to attract younger candidates, reinforcing that construction is a forward-looking industry with opportunities to make a lasting impact.
Looking ahead, what do you see as the most important steps contractors must take today to build a resilient, future-ready workforce? Contractors need to be intentional about recruiting and maintaining talent. Through mentorship, educational partnerships, and a culture of growth and impact, contractors can better manage labor shortages and position their businesses to thrive. ■
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