Simon Girling is Founder and Director of Girling Jones Recruitment – Construction, Engineering and Property recruitment consultancy
Undoubtedly, the UK construction industry plays a huge role in the country’s employment figures. Approximately 10 per cent employment in the UK (equivalent to three million jobs) falls under the construction umbrella. The industry also continues to hold its own in the UK. Across the Eurozone, the construction industry has decreased by 0.2 per cent (from Feb 2017), whereas productivity had increased by 2.2 per cent in the UK.
This is being helped by several major initiatives across the country and a buoyancy across the sector that we’ve not seen since before the 2008 recession. Hinkley Point, High Speed and Crossrail as well as the increasing number of new house builds (up 21 per cent in the first three months of 2017 compared with 2016), plus many more examples are having a huge impact on the industry. However, 2008 has also lead to a huge gap in talent as those looking to start their careers were put off entering construction in light of the industry’s struggles around that time and the toll this had on jobs and careers.
With Brexit also hanging over the industry’s head, which has the potential to take away a huge percentage of foreign workers in the sector, we are suddenly faced with a skill shortage, that in real terms could cause huge damage to construction companies across the country.
So, what can the industry do to ensure that they attract, and more importantly, hold onto the best talent in the sector?
The key, like it or not, is the effective use of recruitment specialists within the industry. Recruitment, across the board, has a bad name, and the placing of unsuitable candidates is a particular problem for the construction industry where having the right skills and experience on site is not just a nice to have, but a necessary part of health and safety. There are a number of key points to bear in mind when dealing with your recruitment,
whether that be an in-house or agency relationship.
Encourage good recruitment practice
There is no doubt there are some unscrupulous recruitment agencies out there. Blanket mailing of CVs, unsuitable and inexperienced candidates, limited knowledge of the role and unethical fee structure can be commonplace. For the construction industry, this can have serious ramifications if qualifications and site based certifications are not properly checked. Clients need to expect more of their chosen agency and should also consider familiarising themselves with recruitment laws which protect employers from unethical recruitment practice. Too many accept a poor service, often in desperation, to fill roles. This can no longer be an acceptable practice. In-light of the challenges that remain ahead for the sector, getting it right now will save a lot of pain in the future.
Build a strong relationship with your agency
Recruitment agencies should work as an extension of your HR department taking a collaborative approach to ensure a thorough recruitment process is maintained. Choosing an agency with industry knowledge and expertise is key so that time is not wasted interviewing unsuitable candidates who have little or no understanding of the role for which they are being put forward. Ask yourself whether you trust your agency to get you a high percentage of the exact type of recruit you’re looking for. If you don’t, then it might be time to reconsider your options.
Get the interview right
The interview process is an area where clients are often found wanting. Remember you should be doing as much to impress them, as they are to impress you so make sure your interview process reflects this. Yes, it must be challenging but also try to ensure every candidate that leaves the interview, wants to work for you, regardless of their suitability. Also, if using an agency, talk to your consultant about the candidate. They should be able to advise you both before and after the interview on what buttons to press, should you want to secure the hire. Many construction companies fail to provide a strong interview process leaving candidates feeling disengaged or uninterested in taking a role with a company even if offered a job. Remember, in the current market, candidates have a choice – make sure that choice is your business over a competitor.
Right first time
If you can afford to offer a higher salary than the candidate is being paid in an existing role, offer it upfront. Too often, clients withhold the higher salary until the candidate has rejected the first offer. In the meantime, the candidate is offered and accepts a higher salary from another client or accepts an increased offer from their current employer to stay onboard. On average, it costs an employer £5000-£10,000 to recruit and train a new hire. It is unsurprising then that, in a market where suitable candidates are limited, counter-offers from existing employers are commonplace. If employers genuinely want to attract the best candidates and keep them, they need to ensure the offer is sufficient.
Large scale construction projects where demand is high for numerous skilled workers will ultimately need to offer attractive salaries and working conditions.
However, many candidates are interested in more than just the salary at the start of the project but also the progression opportunities going forward. The ‘short termism’ view in the industry is far too prevalent. The skills shortage we are facing is only likely to get worse. If you find good, skilled and trustworthy talent you should do everything to attract and keep them, because if you don’t a competitor will.
Ensure a robust onboarding process
Clients need to remember that the process of recruiting new employees into your organisation does not end at the job offer. Many candidates accept an offer but then fail to turn up for the job. The client should maintain a level of engagement with the candidate after the offer is accepted to ensure commitment and address any issues including potential ‘buy-back’ from an existing employer.
Onboarding is an area where construction can learn from other industries. Too often construction companies employ someone, sign a contract and send them straight out to site. This, undoubtedly, is a reflection on the skill shortages we’re seeing, but getting the onboarding process right, first time with an employee, means that you are more likely to keep them long term. A robust process ensures new employees feel engaged with the employer and committed to the company goals. The process can include an induction, health & safety session, company history and future objectives, initial and ongoing training opportunities and informative reading or learning materials to support the employers message. A robust onboarding process has been linked to increased job satisfaction, enhanced performance and higher employee retention in the long run.
