Tips to Recruit Top Construction Talent 

As the year wraps up and planning for 2026 ramps up, construction leaders are reviewing how 2025 finished and what’s ahead. Market demand is still strong, and most companies are expecting an even greater need for skilled labor in the year to come. 

However, the cloud that looms over the industry is the deficit of skilled labor. The Bureau of Labor Statistics forecasts an average of 649,300 job openings per year from 2024 to 2034. This demand reflects employment growth due to upcoming workload as well as an aging workforce that will eventually need to be replaced. In short, there is more work than there are people. 

Thankfully there is light at the end of the tunnel. Societal narratives have changed over the years, steering future generations towards the trades versus traditional collegiate avenues. A recent survey from Global Construction showed that 42% of Gen Zs are considering a future in the construction industry due to the rise of AI. The study showed that up-and-coming workers are concerned about the elimination of jobs in white-collar sectors, making the construction industry a promising avenue to make a living. 

While reinforcements are on the way, it’s important to note that Gen Zs were born between 1997 and 2012, meaning the average age of this generation is 20 years old (as of 2025). Some of these individuals are making their way into the trades today at an apprentice level, but it will be years until businesses can rely on this workforce as their journeymen. 

Establishing a plan to attract top talent is a must-have for construction leaders looking to dominate the market. Throughout this article, we will break down the steps that any construction company can take to set themselves up for future success. 

The B.U.I.L.D. Model 

With market demands outweighing candidate supply, businesses can no longer rely on a job posting to drive their talent. Candidates are being inundated with options, making it tough to stand out in today’s hiring market. Differentiating your business is the key to attracting, hiring, and retaining talent in today’s marketplace. 

By following the B.U.I.L.D. model, business leaders can set a plan to attract talent for years to come, ensuring their name is at the forefront of a candidate’s mind when they consider alternative career opportunities. 

• B – Brand your company for tradespeople 
• U – Understand your market and candidate personas 
• I – Invest in pipelines and partnerships 
• L – Leverage modern sourcing and technology 
• D – Deliver a standout candidate and employee experience 

B – Brand Your Company for Tradespeople 

With a severe talent shortage, it’s paramount to differentiate your construction business in the eyes of the candidate. With nearly all firms competing for similar skill sets, job openings start blending, causing candidates to think of companies as “just another contractor.” 

Ensure your value propositions to candidates are clear and repeated often. As candidates explore the options the market has to offer, it’s helpful to note that many people do not retain information without repetition. That is why these value propositions should be clear, published, and repeated to candidates whenever the chance is given. 

Consider emphasizing: 

1. Pay, overtime, per diem – Candidates expect a financial upside for their hard work and will evaluate companies based on a business’s willingness to divulge these income levels. Omitting compensation packages can cause candidates to make incorrect assumptions about a business, causing them to pass up a good opportunity due to unclear income. 
2. Safety culture – Especially in the trades, a person’s body is their source of income, and bodily harm could jeopardize their ability to earn a healthy living. Emphasizing a safe work culture helps candidates feel valued and protected by their employer. 
3. Quality of tools/equipment – Some companies expect candidates to come prepared with thousands of dollars’ worth of tools, lowering the appeal of job openings. Offering up-to-date equipment or equipment reimbursement plans shows candidates that the company is willing to invest in the person. 
4. Training – Candidates are attracted to companies that are willing to invest in their education. Businesses that have routine training and apprenticeship opportunities will further differentiate themselves from their competition. 
5. Advancement – Most people want to grow. When evaluating a potential employer, advancement opportunities help tell a story of where the candidate will be in “X” amount of time based on performance. If a candidate can see a clear path forward in their career, they are more willing to invest long-term in a business. 

Now that the categories have been established, let’s consider the audience. A seasoned construction professional has different values from a 21-year-old apprentice. While it can be difficult to tailor a message to each of these demographics, it is important to do so.  

U – Understand Your Market and Candidate Personas 

Before you go to market, consider who your audience is and what they will value about your organization. As previously stated, a 21-year-old apprentice will have completely different values than a 50-year-old veteran with 20+ years of experience. 

With a scarce labor pool, differentiation is your best friend and can help you win talented individuals over your competition. As you review the following personas, take time to consider which type of employees you are looking to attract to craft a message that best resonates with your target demographic: 

• Experienced craftsperson – 10+ years of experience 
  • Values stability – A healthy company with ongoing hours and minimal downtime. 
  • Respect – These individuals have already acquired skills throughout their career and want to be recognized and respected for their experience. 
  • Safety culture – As craftspeople get older, they become more conscious about the wear and tear on their body. Displaying strong beliefs in safety will provide these individuals with peace of mind. 
• Apprentice / entry-level – 18 to 24 years old 
  • Training – These individuals realize they still have a lot to learn and value an organization that is willing to invest in their development. Riding along with journeymen or subscribing to ongoing development tools like SkillCat helps foster loyalty with these apprentices. 
  • Clear pay progression – Every employee is looking for advancement, not only with their income but also with their scope of duties. Providing milestones to generate extra income gives new employees goals to work towards. In addition, consider the roles or types of jobs they could access based on work and tenure. Many organizations have separate crews based on the scope of duties, which also reflects the compensation based on experience. 
• Skilled relocator – Journeymen willing to relocate for better pay 
  • Higher earnings – They are willing to uproot and move to an area where they can capture additional income. Providing relocation support and sign-on bonuses can ease the transition. Communicate a strong pipeline of work to ensure stability. 
  • Seeking less saturation – Overly saturated markets make it challenging for these individuals to make a healthy income. They struggle to get the hours needed to support themselves. 
• Transitioning veteran – Former military members looking to transition into civilian life 
  • Stability – Veterans come from a regimented environment and value similar working conditions to make acclimation easier. Provide clear expectations and support to attract and retain these individuals. 
  • Training programs – Veterans can sometimes have challenges understanding how their current skill sets can translate into a new role. Providing training programs gives them the needed support to repurpose their skills into job performance. 

These are four of the most common personas construction companies seek to attract; however, there are more to consider, such as workers who value travel, women in the trades, tech-savvy office staff, as well as mature craftspeople returning to the workforce. Each comes with different values and triggers. It is advised to diagnose the personas of each category before marketing job opportunities. 

I – Invest in Pipelines and Partnerships 

For many companies, recruiting tends to be a knee-jerk reaction based on a business need. Companies will experience turnover or growth, and then they will be forced to find labor to “plug the hole.” This lack of preparation can lead to costly hiring decisions. Businesses can be compelled to pick a candidate who is right in front of them or pay a premium to acquire the candidate. Planning and establishing a pipeline of candidates will reduce hiring costs while increasing the quality of the new employee. 

Some practical ways to invest: 

• School and training partnerships – Catching candidates before they are “hirable” is a great way to build a talent pipeline. When students are close to graduation, their focus shifts to finding a company where they can “get their foot in the door.” This limbo time of not having a job lined up creates a lot of angst among job seekers. Investing in these individuals will result in loyal employees, as they will view the hiring company as the place that “gave them a shot.” Targeting local community colleges, vocational schools, as well as groups like HBI, NCCER, and local union training centers, is a great way to meet the up-and-coming members of the workforce. 
• Nontraditional talent pools – With a scarce talent pool, employers can find great future employees by exploring underserved sources. Veterans transitioning out of the military, women in construction, and justice-involved individuals can be worthwhile targets to structure outreach campaigns around. 
• Internal pipelines – Sometimes the best new hire isn’t too far off. Many companies overlook their current staff as an opportunity to fill a needed role. By establishing progression paths, employers can help paint a picture of advancement for current employees, helping to cultivate a growth-minded culture. Spend time establishing career progressions to encourage staff members to “level up” their skill sets. In addition, consider establishing referral incentive plans that drive new candidate volume by way of employee referrals. 
• Always be recruiting – Good construction professionals are hard to come by and, in many instances, businesses go through rounds and rounds of interviews only to select one candidate out of many. The reality is that people develop skills on different timelines. While that candidate did not succeed in winning the job today, they could be a perfect fit months, if not years, down the road. Keep the lines of communication open with these candidates. Provide structured feedback and encourage the individual to develop themselves in the areas where they are lacking. If done correctly, candidates will appreciate the transparency and will be more willing to apply again in the future. 

Talent pools are an investment in the success of the organization. By taking the time to invest in these channels, companies can establish a pipeline of candidates that can be picked from for years to come. 

L – Leverage Modern Sourcing and Technology 

The companies that view recruiting like sales and marketing will win over their competition more often than not. Running a successful recruitment process is not too dissimilar from establishing a sales pipeline. Target audiences must be defined, messaging is established, outreach channels are identified, and then execution is measured, tweaked, and redeployed. In today’s world, technology has automated many of the tedious tasks, giving professionals the ability to do more with fewer people. 

Use Multiple Sourcing Channels 

• Major job platforms – Indeed, ZipRecruiter, and LinkedIn can be great resources to find talent. These companies already command a strong presence in the market and have been reliable resources for businesses all across the world. However, with this popularity comes saturation. Most companies use these platforms as a key strategy, leading to a crowded environment that makes it difficult to stand out. By leveraging these platforms, it’s important to realize that you “get what you pay for.” Competitors with bigger recruiting budgets can outspend others, making it tough to compete. 
• Niche job boards – Industry-specific job boards can be a great place to find overlooked candidates. Many of these platforms tend to be more cost-effective than the leading job platforms, providing budgetary relief. Due to the specificity of the audience, they also help reduce wasteful spending by ensuring that ads are delivered to the proper audience. However, these platforms are only as strong as their popularity. Major job boards will continue to win candidate market share due to the budgets of bigger players. 
• Social media – Whether it’s a grassroots campaign or an established group of workers, social media can be a great place to find talent that has not made it onto a job board. Many of these channels also give construction professionals the ability to have a conversation with their audience to gauge the attractiveness of their message. 
• Local community platforms – Especially for regional construction firms, this avenue is a worthwhile investment for a number of reasons. Firstly, the candidates found within this channel could be off-market, meaning they are not on your competition’s radar yet. Secondly, and most important, attendance with these community platforms helps establish the construction company within the community, creating better brand recognition and perception. 

Optimize Job Postings 

• Clear and honest job titles – Overinflating a role is a quick way to a bad review. Some companies like to come up with creative titles in an effort to make the role more attractive, but candidates will quickly figure it out, causing more harm than good. 
• Include the benefits and perks – Omitting crucial information like benefits packages, compensation structures, and advancement tracks can cause candidates to skip your job posting. Brag about the support you provide your employees. Any differentiating perks like tool or vehicle reimbursement and ongoing career development should be front and center. 
• Schedule – Nothing takes the wind out of a candidate’s sails like telling them they are going to be working 3rd shift when they are expecting 1st. Be clear on your working hours as well as on-call obligations. Offering per diem is a good way to overcome candidates who are disinterested in on-call obligations. While it’s not always budget-friendly, it’s worth investigating to capture top talent. 
• Location/travel – Clearly define the location of the office as well as service areas or geographies that could be in scope of a project. Each candidate has a threshold of commuting distance and could waste a hiring manager’s time based on the required service area or commute. 
• Equipment/tools provided – Some organizations require new employees to provide their own tools. Communicate this expectation to candidates and outline any reimbursement packages available should tools need replacement. 

Technology to Streamline Processes 

• Utilize texting – Many candidates are currently employed and will appreciate the ability to text during a free moment to schedule interviews. Time can be an enemy during the recruitment process, so add efficiencies where you can to cut down time. 
• Auto-scheduling features – Corresponding back and forth with one candidate to schedule an interview might not seem like a big deal, but at scale it’s a time suck. Implement solutions to quickly book meetings with candidates. Tools like Calendly make it easy to book meetings and reduce time wasted. 
• Implement videos – Before candidates walk through the door, increase your show rate by personalizing the company to the candidate. A short video from the hiring manager can provide a human touch. Case studies from customers can show the value the organization brings. Employee spotlights show candidates how much the organization cares about its people. 

Track What Works – If You Can’t Measure It, You Can’t Manage It 

• Time-to-hire by role – Lengthy recruitment processes increase the likelihood of candidate drop-off. By measuring the number of days it takes to hire a candidate, you can identify areas of improvement to reduce the drop-off rate. 
• Source of hire – Categorize each source that generates new candidate volume. As data is collected, patterns will emerge, providing hiring managers a roadmap to recruitment success. 
• Offer acceptance rate – Benchmark the acceptance rate of offers to see how they compare to the industry standard. Not all candidates will accept the offer, and more often than not, companies will learn more from their failures than from their successes. 
• 90-day retention by source – Each candidate source is not created equal. Hiring managers will notice that some sources cause more turnover than others, which might lead the company to increase or decrease efforts towards that source. At the end of the day, the goal is to find a quality hire, not replace people every 90 days. 

With hundreds of thousands of roles popping up every month, it’s crucial to stay ahead of the competition and invest in the success of the business. 

D – Deliver a Standout Candidate and Employee Experience 

Since there is a finite amount of talent in the market, it’s important to put the company’s best foot forward by delivering a solid interview experience to the candidate. Many construction professionals speak to one another and are more likely to tell peers about a negative experience versus a positive one. That’s why it’s crucial to provide a good candidate journey. 

Speed and Communication in Hiring 

To not belabor the point: time is important, and hiring managers need to identify areas to eliminate gaps in the hiring process. The longer the hiring process is, the more likely candidates will drop off and accept competitive offers. By committing to the following points, construction leaders can greatly improve candidate retention: 

• Review applications within 24–48 hours – Waiting too long will cause candidates to lose interest in the role. 
• Keep total steps to a minimum – It is understandable to have several vetting steps for candidates stepping into executive C-suite roles, but not entry-level positions. Keep the hiring steps simple. If testing is needed for the role, then attempt to mold the exercise into an interview to reduce the number of visits. 
• Commit to clear timelines – Communicate to candidates when they will hear back from the hiring company and keep the promise. Candidates are usually looking at multiple companies and will appreciate a company that is clear about timelines and keeps its word. 

Show Your Safety and Professionalism 

Safer companies tend to outlast companies that cut corners. By displaying a safety-first environment, candidates can be put at ease that the organization cares about the workforce. During interviews, highlight these aspects of the company. Safety meetings, ongoing training, quality tools and equipment, as well as cleanliness of the facilities, help paint a picture of the organization’s investment in its employees. 

Onboarding Timelines 

Given the shortage of qualified candidates, it’s important to keep new hires “sticky” during their first 90 days at the company. Remember that many of these individuals were meeting with multiple companies. Those competitors could continue to pursue the candidate well into their new job. 

Provide a 90-day track for the candidates’ onboarding. Create clear milestones and check-in periods to gauge the candidate’s satisfaction and increase retention. Continue to evaluate this timeline and identify areas of improvement. Simple touchpoints like a 30-day check-in, a 60-day skills review, and a 90-day “plan” conversation can make the difference between a long-term employee and an early turnover.