Five ways employee engagement initiatives can help attract new talent

An increasing number of young women and people from diverse backgrounds are pursuing construction careers.

However, they can feel alienated and leave the company – or quit the industry altogether – if they do not feel aligned with their employer, particularly on social values and the adoption of new technologies.

Here are five ways employers can help to address this issue.

Younger employees are often politically active and socially committed. Indeed, many have interests in ecology and the environment, which have led them to enter the profession.

It is important for them to work for a company whose social values are aligned to their own. And an important way in which companies can create such an environment is via a commitment to volunteering.

Most construction companies already have a set number of paid days that staff may use for volunteering activities.

But, in many companies, there is an element of wariness towards volunteering days, with more experienced staff, in particular, feeling they don’t have the time to spare.

The construction industry can sometimes be perceived as conservative when it comes to the adoption of new technology, including tools such as generative artificial intelligence (GenAI).

There is also a fear that GenAI could lead to job losses, although some employees feel they will have retired before AI substantially affects their jobs.

Younger people, however, are often much more aware of the benefits that GenAI can bring. These include enabling people from diverse or socially disadvantaged backgrounds, or those with conditions such as dyslexia, to feel confident in their writing skills.

As such, younger people have great value to offer in this area by helping to support the corporate adaptation of GenAI-based software and helping to drive change across the business, including through training.

Many young people are interested in attending conferences to build their professional communication skills and networks, but often they are not given this opportunity.

This can change if younger people are given training on building professional networks through internal events, such as breakfast mixers, where topics under discussion can include what the company expects from people attending networking events.

People who began their careers during the pandemic – and maybe with a company where there is still a high degree of hybrid working – may not have much experience working with colleagues in middle management and senior leadership positions.

Mentoring and buddy systems are a great way to address this gap. Companies can set up a mentoring system via an internal company web page, where mentor and mentees can sign up and be matched.

At McBains, we set up a ‘shadow board’ composed of seven people who had less than eight years’ post-qualification experience.

This has given them an opportunity to have their say on the direction of the company and to advocate for younger people.

Over the past year, this has resulted in recommendations in each of the above areas.

The result is that our staff now make full use of their volunteering days; we have detailed survey results and a proposal for our use of GenAI; and we have a web page dedicated to mentoring connections and internal networking events.

Laura Hennessy is a senior quantity surveyor and Anya Blanchfield is a sustainability and net zero consultant at McBains.