Addressing the skills shortage: AI can transform construction

Autodesk’s recent State of Design & Make report found that companies are already making meaningful progress on their AI adoption journeys, with 47% of industry professionals citing increased productivity as the top use case for AI. Leaders predict that generative AI will help people make critical design decisions about physical and digital assets in the next few years. 

AI is a major driver of digital transformation across the AECO sectors, enabling digital acceleration for companies to continually evolve and adapt to achieve their business goals. Gamechanging tools like ChatGPT, as well as Co-Pilot and Gemini, are playing a big part in allowing even those less ‘techie’ to look at AI differently and feel less apprehensive about it, and it’s no doubt attributed to the technology’s obvious capabilities to augment our day-to-day lives.

What intrigues me is AI’s potential to level the playing field. It can elevate the construction sector’s technological capabilities to match those of more digitally native industries. It gives smaller firms access to the same gamechanging tools as their larger counterparts – given the ease of access to cost-effective AI applications. Everyone can realise the benefits of AI, especially those that invest early and have a strategy. This will enable more competition, more innovation and, ultimately, better results for such companies.

Construction firms face an ageing workforce, attrition, and a well-publicised skills gap. According to the Construction Industry Training Board, the industry recruited 200,000 new workers in the UK last year, but still experienced a net talent loss, with 210,000 leaving. The speed of digitalisation has made this skills gap worse, with organisations vying for a limited pool of the best tech talent.

It’s no surprise then, that 36% of industry leaders surveyed in our report said supplementing a skills gap was a key use case for AI within their business. As workforces get leaner, businesses see AI’s potential to help manage workloads on smaller teams, free up employees for more meaningful, creative and proactive work, and plug talent shortfalls. While it doesn’t solve the core problem, AI will enable the brilliant people in our industry to achieve even more by augmenting and supporting their talents, expertise and experience.

A skilled, knowledgeable and technically competent workforce is key to successfully implementing AI in construction. Thus, construction professionals will need to be trained in the technology, data analysis and a multitude of systems to use it effectively on their projects. This requires a commitment to ongoing education and upskilling within the industry. The closer people are to understanding the value, as well as the risks of AI, the less inclined they’ll be to think that it will replace what they do, and instead see its potential to augment and enhance their work.

People feared the Industrial Revolution, but that change brought opportunity and the need to adapt, igniting innovations that transformed industries, creating new jobs and, what’s often forgotten about, an improved quality of life. It will be similar for the AI Revolution, where disruptive advances can lead to progress not only for businesses, but also for construction professionals, who will be able to safely head home sooner to spend more time with their family after a productive day on site, leaving a project that is on time, on budget and of high-quality. This is a win-win situation.

Before adopting more complex technologies like AI, construction firms need the foundation of a solid digital and data strategy to produce truly actionable insights. Autodesk’s recent report with Deloitte, which surveyed construction leaders in 12 different countries, showed that those considered ‘data leaders’ were seven times more likely to deploy AI and machine learning solutions. The good news is that the UK has the highest share of data leaders (18%) of the five European countries analysed, indicating the importance of data across UK construction.

But while the benefits of data leadership are clear, several challenges are hindering the widespread adoption of data-driven practices in construction. One significant barrier is data fragmentation. According to Deloitte’s report, 43% of UK construction leaders reported that their organisations were storing data on too many different platforms, leading to difficulties in integrating and analysing information. Using a CDE significantly helps businesses by providing a centralised, integrated and standardised platform for data management. This can ensure project data is clean, well-organised, accurate and readily available to maximise the effectiveness of AI and its deployment.

The potential for AI to tackle some of the industry’s most pressing challenges is immense. We need to embrace AI and the benefits it offers to enhance our work, while remaining mindful not to become overly dependent on it – as this could lead to a decline in standards or quality of workmanship. This is why regulation and company-led guidance are essential.

It’s clear the potential impact of AI on the workforce sparks genuine interest, but with a hint of concern. Given the hazardous and expensive nature of many construction processes, even minor errors can lead to significant consequences and unfortunately, more than often than we’d like, a domino-effect of issues that can make or break a project. As a result, there is a hesitancy to move away from the traditional, tried-and-tested methods of working, despite the potential of innovative technologies to deliver substantial rewards.

With a strong foundation in data leadership and management, and an approach to AI that centres around our talented and experienced workforce, the construction industry can leverage AI as a springboard to reach new heights.

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