Upskilling the construction workforce is key to facilitating the industry’s digital transformation
The construction industry stands on the brink of a digital revolution.
With a £117 billion contribution to the UK economy in 2019 and millions employed, the sector is a cornerstone of national growth.
Yet rapid urbanisation – adding 200,000 new global city dwellers daily – and an 85% increase in construction output by 2030 place immense pressure on the industry.
Meeting this demand requires not just innovation but a workforce that’s skilled in digital tools and processes.
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Why digital skills matter
Historically, construction has struggled with productivity, often lagging behind other sectors due to limited technological adoption.
Technologies such as building information modelling (BIM), digital twins, artificial intelligence (AI) and the internet of things (IoT) are now reshaping the industry, offering opportunities to boost productivity, reduce waste and enhance safety.
However, unlocking their full potential hinges on upskilling the workforce.
CIOB’s AI Playbook 2024 emphasises that AI is a tool to augment human roles, not replace them.
As repetitive tasks are automated, roles will evolve, requiring data literacy and confidence in working alongside AI systems.
Meanwhile, Arden University’s The 2030 Workforce report warns that automation could displace 567,000 UK construction jobs by 2030.
Bridging the skills gap is urgent, with the Construction Skills Network predicting a need for 251,500 additional workers by 2028.
In a multi-generational workforce, younger entrants naturally embrace technology having grown up in a connected world. On the other hand, many seasoned professionals are adapting to the accelerating pace of change
Stefan Mordue, Bentley Systems
Born digital vs going digital
A significant challenge lies in balancing the needs of a multi-generational workforce.
Younger entrants – ‘born digital’ – naturally embrace technology having grown up in a connected world. On the other hand, many seasoned professionals – ‘going digital’ – are adapting to the accelerating pace of change.
The industry must create inclusive learning environments that bridge this generational divide, ensuring all professionals can thrive in a digital-first world.
Building the foundation
Digital skills are the bedrock of transformation. Key areas include:
- Data management and analysis – organising and interpreting project data
- Software proficiency – mastery of BIM, scheduling and digital twin tools
- Collaboration platforms – using Microsoft Teams, SharePoint and ProjectWise effectively
- Cybersecurity awareness – safeguarding sensitive project data
- Digital communication skills – conveying complex information clearly
- Understanding BIM and digital twins – applying these technologies to projects
Crucially, technology adoption must be purpose-driven, addressing specific challenges and delivering measurable outcomes.
Tools implemented without clear goals risk wasted resources and missed opportunities.
Overcoming barriers to digital transformation
Resistance to change remains a pervasive challenge, particularly among professionals accustomed to traditional workflows.
Smaller firms often face financial constraints, struggling to fund both technology and training.
Tight project timelines further hinder upskilling, while inconsistent industry standards create fragmentation.
Additionally, a shortage of qualified trainers slows progress. Many organisations lack internal expertise to guide teams effectively, creating inconsistencies in the adoption of digital tools.
Strategies to bridge the gap
Addressing the skills gap requires a multifaceted approach:
- Assess skills and identify gaps – use audits to map current capabilities and plan targeted training
- Promote continuous learning – embed mentorship, lunch-and-learn sessions and peer-to-peer training into workflows
- Leverage digital learning platforms – partner with providers such as Bentley Education to access tailored e-learning resources
- Gamify training– make learning engaging, with competitions and rewards
- Tailor training to roles – align programmes with real-world challenges to ensure immediate relevance
- Create a safe-to-fail culture – encourage experimentation with new tools in low-risk environments
- Recognise and reward progress – celebrate achievements with certifications, promotions and incentives
CIOB’s role in upskilling
Technology adoption must be purpose-driven, addressing specific challenges and delivering measurable outcomes. Tools implemented without clear goals risk wasted resources and missed opportunities
Stefan Mordue, Bentley Systems
CIOB plays a vital role in addressing the digital skills gap.
Through initiatives such as the Digital Technologies and Transformation Series and partnerships with organisations including the Buildings Client Group, CIOB fosters collaboration and innovation.
Resources for SMEs, degree apprenticeships and leadership programmes ensure professionals are equipped for a rapidly evolving industry.
Future-proofing the industry
Digital transformation isn’t optional – it’s essential for the future of construction.
By fostering a culture of learning, adopting clear standards and embracing collaboration, the industry can unlock the potential of digital tools and create a workforce ready to tackle tomorrow’s challenges.
As an industry, we must act now. By prioritising digital skills and supporting the next generation, we can position construction as a career of choice while delivering the infrastructure the future demands.
Stefan Mordue is senior manager for education and partnerships at Bentley Systems, and vice chair of CIOB’s digital and innovation panel.
