How to Find Construction Workers

According to a 2021 U.S. Chamber of Commerce survey, 92% of contractors report difficulty finding workers. Meanwhile, a 2022 AGC and Autodesk survey found that 66% of construction firms attribute project delays primarily to worker shortages—second only to material supply issues. 

Construction companies nationwide feel understaffed, which is preventing them from scaling their businesses to reach full potential. Now more than ever, general contractors are seeking creative ways to find good talent in the market to keep up with current and upcoming projects. 

Many have created mentorship and referral programs to refill their candidate pipelines, but the best GCs in the country have adopted proactive recruitment strategies to achieve their hiring goals. By implementing the following suggestions, you will set your firm apart from the competition while refilling your candidate pipeline with worthwhile construction professionals. 

Identity Check 

In today’s market, experienced candidates are holding all the cards due to the surplus of open jobs. This means construction firms must think critically about their own businesses and identify ways to better showcase the key selling points of their firms. Based on our research, construction workers look at the following when considering a company to work for: 

1) Scope of Projects 

Seasoned construction professionals rely on firms with a stable workload to ensure stability for themselves and their families. Droughts in workload force laborers to pack their bags and seek companies with multi-year projects. 

This is where the “Megaproject Effect” plays a transformative role. As defined in CNR Magazine, mega-projects—like data centers, infrastructure builds, energy hubs, and manufacturing plants—are creating powerful regional dynamics. These massive projects offer long-term security, attracting professionals who prioritize stability over short-term gains. 

By showcasing your firm’s upcoming projects, you can provide candidates with peace of mind that they will have enough work to generate their desired level of income. 

2) Growth and Leadership Development 

Growing firms continue to attract hungry talent for the same reason candidates consider a company’s workload a selling point: growth means a stable amount of work for the candidate, which directly translates into dollars for the laborer. However, candidates don’t solely look at growing firms when considering where to work. 

Many construction professionals have ambitious career goals and want to work for a company that invests in their growth. They aren’t just looking for a paycheck. They’re looking for opportunities to refine their skills and become well-rounded experts in their trade. By offering continued education, hands-on training, upskilling programs, and mentorship, your firm can stand out from competitors who only see workers as “a pair of hands.” Show candidates that you’re committed to building their future, not just your projects, and you’ll attract top talent who want to stay and grow with you. 

3) Safety and Healthy Workplace Culture 

A strong emphasis on workplace safety shows candidates that you care about your employees and are willing to invest extra to keep them out of harm’s way. Employing a safety manager is a step in the right direction, but according to job applicants, it’s not enough to provide workers with the sense of security they need to join a company. Workplace safety is a top-down approach starting with organizational shareholders and extending to the processes implemented to keep employees protected. This top-down approach is reflected through core practices such as: 

• Leadership Commitment – Leaders openly promote workplace safety and make their actions visible to employees. 
• Trust-Based Communication – Workers are encouraged to speak out about unsafe work practices without fear of retaliation. 
• Ongoing Safety Training – Investing in ongoing education in safety programs helps build trust with employees so they know the company is committed to keeping them protected on the job site. 

4) Reputation and Employer Branding 

Workers often research company reviews, social media presence, and employee testimonials before applying. A positive reputation builds trust and makes your company more attractive to candidates. Active, authentic employer branding—through platforms like LinkedIn, local community initiatives, and online reviews—helps you stand out from competitors. 

Use the following checklist to audit your online reputation and identify gaps or areas for improvement: 

Online Presence & Reviews 

• Do you have recent, positive reviews on Indeed, Glassdoor, and Google? 
• Are reviews acknowledged with professional, constructive responses? 
• When candidates Google your company, do they see a consistent, positive story? 

Social Media & Employer Branding 

• Are you actively posting on LinkedIn, Facebook, and Instagram with company updates, culture highlights, or project spotlights? 
• Do employees appear in your content—showing authentic behind-the-scenes stories? 
• Are you using social media to celebrate employee achievements (promotions, safety awards, training completions)? 

Employee Testimonials & Word of Mouth 

• Do you share employee testimonials at trade schools and job fairs? 
• Have you asked current employees what they tell friends about working for your company? 
• Do you recognize and reward employees for referring new hires? 

Community & Industry Presence 

• Is your company visibly involved in community events, sponsorships, or volunteer efforts? 
• Do you partner with trade schools, apprenticeship programs, or local associations? 
• Are your leaders known and respected in the local construction community? 

Consistency & Transparency 

• Do your job postings, website, and social channels reflect the same core message? 
• Are pay, benefits, and growth opportunities communicated clearly to avoid surprises later? 
• Does your brand promise (what you say about yourself) match employee reality? 

Scoring Tip: If you checked fewer than eight boxes, your reputation may need strengthening. Focus first on reviews and social media presence—these are where candidates look first. 

5) Competitive Pay 

Fifty-eight percent of workers cite salary as the top factor when applying for new roles. With the industry’s talent shortage, candidates are now holding the cards, causing construction firms to create competitive compensation packages to keep up with market trends. As of April 2025, construction wages averaged $39.33 per hour, giving construction workers about a 24% pay premium over average private-sector workers, according to ConstructConnect. 

Before promoting an open role, consider the following: 

• Wage Transparency – Candidates want to know pay early in the interview process to avoid wasting time. Reserving compensation for later discussions will lead to candidate disengagement. 
• Clear Overtime and Bonus Opportunities – Since many construction roles involve variable pay, candidates want transparency on additional income opportunities to evaluate the competitiveness of the full compensation package. 
• Evaluate Competitor Pay Rates – Especially for high-demand roles such as superintendents and estimators, it’s important to evaluate the average compensation structure within your area to ensure the role is competitive in the candidate’s eyes. 
• Leadership and Specialized Roles – Unique roles requiring more experience are also under the microscope. Bonuses and/or profit sharing are becoming expected parts of the compensation package. 
• Merit Increases and Reviews – With inflation, labor shortages, and rising material costs, many competitive construction firms meet with employees on a quarterly or biannual basis to evaluate performance and make pay adjustments based on results. 
• Pay Outweighs Benefits – While benefits, safety, culture, ongoing workload, and growth opportunities help differentiate an open position, pay is still the leading factor that will cause a candidate to accept or reject a role. 

Establish the Candidate Journey 

Construction candidates have options, so an unorganized interview process can cost you top talent. However, the interview process is only one segment of the hiring strategy. Candidates begin evaluating the open position before they even step through the door. That’s why it’s crucial to evaluate the candidate’s journey from the first touchpoint to the offer stage. 

1) Phone Screen 

Whether the candidate applied or was invited to apply, there is usually an initial interaction with a recruiter or company representative to evaluate them. This first interaction is an important first impression that sets the tone for all future engagement. A great rule of thumb: treat them how you would like to be treated. 

• Be Professional – Establish your company as a reputable business in the market. Thank the candidate for their time and explain how they will receive future communications from your company. 
• Be Clear with the Offering – Clearly communicate the scope of the role, expectations for the individual, and what’s in it for them (pay, benefits, overtime, upward mobility, etc.). 
• Set Expectations – Explain how the evaluation process works, including interview steps and the realistic timeline to reach a decision (e.g., a three-step interview process that takes two to three weeks). 
• Provide Materials – After the first call, the candidate will likely research your company online. By providing materials, you can direct their focus toward the selling points of your company—especially helpful if your online information is limited or if reviews may paint the company in a negative light. 

2) First Meeting 

While it’s important to conduct an impactful interview, it’s equally important to consider the candidate’s first impressions of the office environment. This environment reflects the company and can either help secure the placement or turn the candidate away. 

• Front Desk – The first person to greet the candidate sets the tone for the work environment. If that person is welcoming and positive, the candidate may assume the rest of the employees enjoy working there. Conversely, if the person is short-tempered or rude, the candidate can draw negative conclusions. While waiting to meet the interviewer, the candidate will also observe the surroundings. Including awards, team outing photos, and notable achievements helps establish your business as a desirable workplace. 
• Interview Questions – It’s not uncommon for an interviewer to meet a candidate without a prepared set of questions. Many construction professionals feel their experience allows them to identify a good hire through a simple conversation. This can lead to mis-hires, which are costly. When creating interview questions, write out a series that touches on multiple attributes to qualify the individual:
  • Technical and Trade-Specific – Certifications, licenses, blueprint familiarity, and regulatory awareness. 
  • Safety and Risk Awareness – Safety preparation, OSHA regulation awareness, and site-specific protocols. 
  • Problem-Solving – Deadline adherence, problem resolution, and adaptability to mid-project changes. 
  • Cultural and Career Fit – Management preferences, career goals, and desire to work for the company. 

3) Interview Steps 

The number of interviews needed to evaluate a candidate should match the role they are applying for. Too many steps can lead to candidate drop-off, while too few can result in a bad hire. Based on our research, below is a good baseline: 

• General Labor or Entry Level – One to two rounds: initial screening, then in-person for skills and fit evaluation. 
• Skilled Trade or Certified Role – Two to three rounds: initial screening, technical and safety evaluation, face-to-face with a supervisor or team lead. 
• Supervisor or Project Leader – Three to four rounds: initial screening, technical and safety assessment, leadership and behavioral evaluation, and a final meeting with senior leadership. 

4) Offering 

Once a suitable candidate has been identified, it’s important to move quickly and efficiently through the offer and onboarding process. Qualified candidates typically interview with several companies, so there will likely be competition. 

• Offer Promptly – Job offers should be provided within 48 hours of the final interview. Communicate timelines so candidates know when to expect a decision. If unforeseen circumstances delay the offer, inform the candidate to avoid a drop-off. 
• Present a Clear and Professional Written Offer – It’s exciting to offer a candidate a role, but many companies lose individuals at this stage. Some simply email the offer with little explanation, causing candidates to create unresolved objections. Others extend verbal offers that lack the weight of a formal document. Arrange a time to present the offer over the phone. This allows you to walk the candidate through the details and highlight benefits like 401(k) plans, gas cards, vehicle or cell phone reimbursement, and future merit increase milestones. 
• Prepare for Negotiations – Not every candidate will ask for more pay or different benefits, but it does happen. Empower the individual to extend the offer to negotiate, or if that isn’t possible, set a clear timeline to reconvene. Before making the offer, take note of the candidate’s current income, benefits, and reasons for leaving their current company (if applicable). Many candidates are willing to accept a lateral move if there’s a strong motivation to change employers. Knowing this beforehand allows you to reaffirm why joining your company is in the candidate’s best interest. 

5) Communication 

Throughout the interview process, a designated team member should communicate with the candidate weekly. Identify their preferred method of communication (phone, email, text) to ensure timely delivery. This reduces the chance of candidate drop-off and shows genuine interest. 

If the candidate is rejected, communicate clearly and professionally through their preferred method. Remember, this candidate might not be a fit today, but that could change as they develop. Furthermore, candidates know other candidates and are more likely to share negative experiences than positive ones. 

Job Posting and Active Outreach 

Like many things, recruiting is a numbers game, and each channel offers different results based on where candidates are and how much you invest in promoting the opening. Since typically, the number of job openings greatly outweighs the candidate pool, it’s crucial to use a mix of postings and outreach to capture the volume of candidates needed to make an informed decision. 

1) Job Description 

This description is used to sell the candidate on your organization. Ensure the document covers not only what your company needs but also what’s in it for the candidate if they decide to join: 

• Explanation of the Role – What will the person be doing and what types of projects will they work on? 
• Company Overview – How long has the organization been around? What awards have been achieved? What is the company’s vision? 
• Hours of Operation – What hours will the candidate work? How many hours per week, and what overtime opportunities are available? 
• Career Growth Opportunities – Highlight evaluation periods or forecasted growth based on the company’s trajectory. 
• Compensation Package – What is the income range for this position and what opportunities exist to earn more? If the pay range is above average, highlight it. 
• Benefits – List additional benefits such as vehicle allowances, cell phone reimbursement, travel allowances, 401(k), etc. 
• Company Culture – Provide details about annual events such as holiday parties, President’s Club, philanthropy, safety programs, and other events that promote job satisfaction. 

2) Job Posting 

Many sites provide access to a robust database of candidates. After years of trial and error with multiple platforms, we have found the following to be the most impactful when hiring in the construction industry: 

• Indeed – Seventy-five percent of all hires from our company have come from Indeed. It encompasses the majority of qualified candidates, especially for skilled laborers versus supervisory roles. 
• ZipRecruiter – This platform has provided good results and consistently performs well when hiring qualified applicants. 
• FactoryFix – An AI-focused platform offering access to more than 2.5 million candidates. Many have trade experience, making this platform a valuable resource. 
• LinkedIn – Entry-level employees and skilled laborers are rarely on this platform; however, managerial candidates can be identified. By providing a competitive message, you can also attract top talent before they officially enter the job market. 

3) Active Outreach 

Based on our experience, this is the area where most construction companies fall short. It’s very common for businesses to post a role and wait for applicants to pour in. However, most of those applicants do not fit the criteria, creating a headache when sifting through résumés. By leveraging the platforms above (Indeed, ZipRecruiter, etc.), you can handpick the most desirable candidates. This reduces the volume of unqualified applicants and saves time during the hiring process. 

Final Thoughts 

Building a robust recruitment process can be laborious, but the results can be substantial. By implementing these solutions, you will set your company apart from competitors while improving the experience for candidates considering your organization as an employer. 

You can contact us at [email protected] at any time. We are always willing to provide recommendations or create the process so you can focus on growing your construction business.