Construction leaders must reconsider young Londoners

A perfect storm is converging on the construction industry.

With the average age of a construction worker hovering around 53, it is expected that retirement will cost the sector around a quarter of its workforce within the next 10 to 15 years.

And with construction offering just 10% of UK apprenticeships, the sector is being squeezed on both sides as the inevitable skills shortage takes hold.

That’s not to say the UK lacks an abundance of young talent. In fact, quite the reverse is true: unemployment rates are higher among people aged 16-24 than any other age group, and this is worse in London (14.6%) compared with other parts of the UK (10.1%).

Rather than running dry, the talent pool – particularly among young Londoners – is swelling and ready to be tapped by the construction sector.

While young Londoners may not always enjoy the best treatment at the hands of the press, time is certainly ripe for construction firms in the capital to take a second look at the talent on their doorstep.

Embracing diversity and inclusion in the construction industry is essential to meet the challenges posed by the skills shortage.

A commitment to inclusion not only helps to build a workforce that reflects the rich, multicultural makeup of modern London, but also strengthens the sector’s ability to innovate and adapt to future demands.

By opening doors to young talent from diverse socioeconomic, ethnic and gender backgrounds, construction firms can tap into a wider pool of skills, perspectives and ideas – all of which are crucial to creating resilient and socially responsible urban spaces.

Indeed, firms now talk of the need for placemaking, so giving young Londoners the opportunity to shape their own communities will only further underscore efforts to deliver social value.

Inclusive hiring practices not only make it easier for underrepresented groups to access construction careers but also allow the industry to leverage the digital expertise and environmental commitment that many young people bring.

Investing in a diverse workforce today is key to ensuring that the construction sector not only survives but thrives in a competitive and evolving landscape.

With clear mutual benefits, the question is not whether young Londoners and construction are well suited, but how companies of all sizes can unlock the abundant talent.

Apprenticeships are a natural solution, but not without hurdles of their own.

For one, smaller developers often feel they don’t have the bandwidth to take on apprentices, while across the industry as a whole there is an alarmingly high drop-out rate from apprenticeship courses.

So, how can we overcome these issues for the benefit of both sides?

It’s important for large firms in particular to lead from the top and demonstrate the value and benefits offered by apprentices.

For instance, through initiatives like the Broadgate Future Talent project – a collaboration between British Land and Sir Robert McAlpine, with Construction Youth Trust (CYT) as charity partner.

This five-year programme enables young people from low socioeconomic groups in the City’s neighbouring communities to learn about inspiring roles in construction, experience what it would be like to work in the industry, connect with a range of employers involved in the Broadgate redevelopment, and ultimately have access to apprenticeship opportunities.

Charities like the CYT bring immense value through the work they do in equipping young people with the skills needed to kickstart their construction careers – from mock interviews and CV masterclasses, to targeted one-to-one coaching support and first-hand advice and support from industry volunteers and current apprentices.

By the time the recruitment process starts, these young people are enthused and focused on a clear career goal.

These programmes are also crucial in that they encourage early engagement with young people – making them aware of opportunities in construction before they need to make career decisions – and nurture relationships with employers ahead of the recruitment process. This raises awareness for both sides, and, crucially, increases success rates.

Indeed, the benefits of initiatives like these go further. Smaller developers are given the support systems needed to clear the first hurdle – the belief they are too small to take on apprentices – through opportunities including forums to network, find apprentices and share how their talents can be best brought to bear.

That the construction industry is feeling the effects of the skills shortage is clear. But if London’s construction sector embraces the talent on their doorstep, they can go some way in averting the squeeze.

Nadeem Mirza is resourcing director at Sir Robert McAlpine.