With the construction industry racing to successfully use technology to make work faster, more efficient and safer, it’s becoming evident that upskilling workers is key. In fact, business experts are pointing out that failing to upskill workers in alignment with tech investments is a “self-inflicted wound,” likely to have deep and lasting consequences. Read on for insights and pointers.
A Workforce That’s Always Ready
As technology evolves, building a workforce that is “ready for whatever comes next” rises to the top of the strategic responsibilities for construction business owners, according to Yutaka Takagi of isolved:
The gap between what workers know and what they’re expected to do continues to widen. And that gap isn’t just a workforce issue — it’s a business risk. Companies that fail to close it will lose efficiency, productivity and employee loyalty over time. As a construction leader, you’ve already invested in tools to make work smarter, faster and safer. Now it’s time to invest in the people who bring that vision to life.Upskilling isn’t a nice-to-have — it’s a competitive advantage. When you make learning accessible, practical and rewarding, your workforce becomes more agile, your projects run more smoothly and your team stays engaged for the long haul….The industry may be grappling with a skills gap, but you’re in a position to lead the solution — and build a workforce that’s ready for whatever comes next.
It makes sense that technological investments need to be strategically matched with plans to help employees continuously acquire new skills. A thoughtful approach to upskilling starts with big picture questions focused on desired outcomes, such as:
- What do you want each role in your company to look like after employees acquire new skills?
- What should employees be able to do more safely, efficiently or independently that they can do today?
By considering how employee skills can evolve in alignment with your technological direction, you can readily envision the total impact, as Takagi illustrates with this example:
If you’re rolling out AI-powered equipment monitoring, success might mean site supervisors can identify equipment issues in real time, reduce unplanned downtime and make faster decisions about maintenance. That gives you a clear training target and a way to measure progress.Starting with the outcome allows you to design a structured roadmap with relevant milestones. It ensures the program is focused on driving meaningful change in how work gets done — whether that involves adopting new technologies, strengthening decision-making or improving collaboration on the jobsite.
Additional pointers for ensuring a successful upskilling strategy include communicating the advantages of the learning opportunities to workers, rewarding engagement in learning and adopting new approaches, and providing plenty of time for hands-on learning. Toward implementing these best practices, Takagi recommends:
- Help workers see that learning new skills isn’t just about keeping up with technology. It’s about protecting themselves, advancing their careers and gaining more control over how they work. When employees understand the personal benefits, they’re more motivated to engage with training.
- Offer small bonuses for completing a course, paid time to train or access to new tools once training is finished. These types of incentives send a clear message: Upskilling isn’t extra work, it’s part of how the job gets done.
- In every crew, there will be people who are curious, proactive and willing to try new things. Use those early adopters to your advantage.
- Celebrate…wins. Highlight how they’re using new tools. And show the impact of their efforts — whether it’s improved safety, faster workflows or better outcomes for the
As your company leans in around upskilling, you are likely to find that recruiting and retaining talented workers becomes easier. McKinsey & Company partner, Julian Salguero, observes that beyond compensation, meaningful recognition tactics, flexibility and conveying a strong sense of purpose pay off. Similarly, Kit Dickinson of ADP reminds us that most potential new hires are looking for a career path not just a job, and suggests these practices: “Offer mobile-friendly training, mentorships and even stretch assignments to help younger workers grow. Mentorship isn’t just about passing down job knowledge — it builds trust, improves team chemistry, and helps younger workers feel like they belong….Invest in leadership training for foremen and crew chiefs….Check in regularly, ask about career goals and create a feedback loop.”
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