Why Employee Wellbeing is the Key to Construction Recruitment

The UK construction industry stands at a crossroads as the sector faces an unprecedented talent challenge.

But here's the reality: throwing money at recruitment alone won't solve this crisis.

The solution lies in a fundamental shift in how construction companies approach their workforce. By prioritising employee wellbeing, businesses can not only retain their valuable existing talent but also position themselves as employers of choice for the next generation of construction professionals.

As an employer in this essential industry, you have the power to create positive change. The question isn't whether you can afford to invest in wellbeing, it's whether you can afford not to.

The scale of the construction skills shortage

The numbers paint a stark picture of the challenge facing the construction industry. With 140,000 current vacancies and a projected need for 250,000 additional workers by 2028, the sector is experiencing its most severe talent crunch in decades.

Several factors have contributed to this perfect storm. Brexit reduced the flow of skilled European workers who traditionally filled many construction roles. The pandemic disrupted training programmes and apprenticeships, creating a gap in the talent pipeline. Perhaps most significantly, fewer young people are choosing construction as a career path, leaving the industry struggling to replace its experienced workforce.

This skills shortage isn't just about numbers—it's about the quality and diversity of talent. Construction companies are competing not only with each other but also with industries that have historically been more attractive to skilled workers. The result is a sellers' market where talented individuals can be selective about where they choose to work.

The challenge of an ageing workforce

One of the most pressing aspects of the construction talent crisis is the industry's ageing demographic. Currently, 35% of construction workers are over 50, representing a vast reservoir of knowledge and experience that will inevitably diminish as these professionals approach retirement.

While not every worker will retire at 60, many will exit the workforce within the next decade, taking with them decades of hard-earned expertise. This creates a double challenge: replacing experienced workers while simultaneously training newcomers who lack the institutional knowledge that comes with years on the job.

The ageing workforce also highlights the physical demands of construction work. As workers get older, the industry must adapt to support their continued participation while ensuring their health and safety. This presents an opportunity for forward-thinking employers to demonstrate their commitment to long-term employee wellbeing.

Retaining experienced workers isn't just about maintaining productivity, it's about preserving the mentorship and training capabilities that are essential for developing the next generation of skilled professionals. Companies that invest in keeping their experienced workforce healthy and engaged will have a significant advantage in both retention and knowledge transfer.

Government support: A good start, but not enough

The government has recognised the severity of the construction skills shortage and responded with a £600 million funding commitment to train 60,000 new workers. This represents a significant investment in the industry's future and demonstrates political will to address the crisis.

However, while government funding is welcome, it addresses only part of the challenge. Training new workers is essential, but it takes time to develop the skills and experience that make construction professionals truly valuable. Meanwhile, companies are losing experienced workers and struggling to attract talent in an increasingly competitive market.

The reality is that government initiatives alone cannot solve the construction talent crisis. Companies must take proactive steps to make themselves attractive employers, both to retain their existing workforce and to appeal to new entrants. This means going beyond traditional recruitment methods and compensation packages to offer something more compelling: a genuine commitment to employee wellbeing.

The strategic value of employee wellbeing investment

Investing in employee wellbeing isn't just about being a good employer, it's a strategic business decision that delivers measurable returns. When construction workers feel supported, valued, and healthy, they're more likely to stay with their current employer, reducing costly turnover and recruitment expenses.

Wellbeing initiatives also have a direct impact on productivity and safety. Construction workers who are physically and mentally healthy are more alert, make fewer mistakes, and are less likely to experience workplace injuries. This translates to reduced insurance costs, fewer project delays, and improved overall project outcomes.

Furthermore, a focus on wellbeing can extend the working life of experienced employees. By providing support for physical health, mental wellbeing, and work-life balance, companies can help their older workers remain productive and engaged for longer, preserving valuable knowledge and skills.

The benefits extend beyond individual workers to team dynamics and company culture. When employees feel that their wellbeing is prioritised, they're more likely to be engaged, collaborative, and committed to their work. This creates a positive cycle where good workers want to stay and recommend the company to others.

Benefits that attract the next generation  

For the next generation, wellness is not just an option, it’s a priority. By providing discounted wellbeing benefits, employers demonstrate a commitment to the health and fitness of their team, fostering a culture that values balance and personal care.

Not only are these benefits financially attractive but also support employees in enhancing their overall lifestyle, leading to improved physical health, increased productivity, and greater job satisfaction.

By investing in the wellness of the workforce, companies show they care about their employees beyond the workplace, creating a environment that is not only appealing to the next generation of talent but support and serve employees of all age groups.

Gym membership benefit schemes are a popular choice amongst employees, with 71% saying they find these types of employee benefit schemes appealing. Discounted gym memberships play a vital role in supporting the health and wellbeing of construction workers. In a physically demanding industry, regular exercise helps build strength, improve flexibility, and reduce the risk of injury—crucial for staying safe and effective on site. Beyond the physical benefits, gym access also supports mental wellbeing by helping to manage stress and improve mood, which is particularly important in a sector known for high levels of anxiety and burnout. By making fitness more affordable and accessible, employers not only promote healthier lifestyles but also boost morale, reduce absenteeism, and show genuine care for their teams—leading to stronger performance and better staff retention in the long run.

Building a sustainable future through wellbeing

The construction industry's talent shortage isn't a temporary challenge, it's a fundamental shift that requires a strategic response. Companies that recognise this reality and invest in comprehensive wellbeing programmes will be best positioned to thrive in the new landscape.

Employee wellbeing is not a cost centre but an investment in your company's future. By keeping your current team healthy, motivated, and engaged, you're not only improving their quality of life but also strengthening your organisation's foundation for growth.

The companies that will succeed in attracting and retaining talent are those that understand that construction workers are not just pairs of hands but skilled professionals who deserve support, respect, and opportunities for development.

By prioritising wellbeing, you're not just solving a recruitment problem - you're building a sustainable, resilient business that can weather future challenges and capitalise on opportunities.

The time to act is now. Your current team and your future workforce are counting on it.