Hybrid skills are driving employment demands

This imbalance is not evenly distributed. Instead, demand is intensifying around a set of critical roles that reflect how construction itself is changing.

At the top of the demand curve sit project managers, construction managers and planners. These roles are becoming increasingly difficult to fill, not because of a lack of candidates per se, but because of a shortage of experience.

As projects grow in scale and complexity – driven by infrastructure investment, net-zero requirements and large residential schemes – the need for professionals who can coordinate multidisciplinary teams and manage risk has intensified. The UK alone is estimated to require around 25,000 additional project professionals each year according to v7 recruitment.

Planners are a particularly acute pinch point. Unlike traditional roles, there has historically been no clear entry pathway, resulting in a thin talent pipeline just as programme certainty becomes more critical.

The result is a candidate-driven market for experienced leadership roles, with employers competing heavily for individuals who can deliver certainty on cost, time and risk.

Recruitment specialist v7 reports that quantity surveyors remain one of the most consistently in-demand roles across the sector. In some surveys, over 90% of employers report difficulty recruiting suitably qualified staff. V7 research attributes some of this to an ageing workforce, with up to 30% of workers over 50, and apprenticeship starts still below pre-pandemic levels.

The reason is structural. Projects are becoming more commercially complex, with tighter margins, more sophisticated procurement strategies and increased contractual risk. At the same time, inflationary pressures and volatile material costs have elevated the importance of commercial control.

In this environment, experienced quantity surveyors are no longer simply cost managers – they are strategic advisers. That shift in role has increased both demand and salary pressure.

One of the most significant shifts in demand is the rise of hybrid roles that combine traditional construction knowledge with digital or sustainability expertise.

Employers are increasingly seeking professionals with skills in:

This reflects a broader industry transition. Government policy and investment are accelerating activity in clean energy and housebuilding, two of the fastest-growing employment areas through to 2030, according to the government’s Assessment of priority skills to 2030. 

In practice, this means that roles such as M&E specialists, retrofit coordinators and digital engineers are becoming critical. These positions are often harder to fill because they require cross-disciplinary expertise that is still relatively rare in the workforce.

The persistence of high demand across these roles is rooted in structural issues rather than short-term cycles.

First, demographics. Industry figures from BCIS point to the industry losing more than 300,000 workers over the past two decades, and retirement rates remain high. 

Second, pipeline growth. Major infrastructure investment, housing delivery targets and new sectors such as data centres are expanding the volume and complexity of work.

Third, changing skill requirements. The industry no longer needs just more people – it needs different skills. As one recruiter notes in research from v7, the challenge is increasingly about finding individuals with the “technical knowledge and leadership capability required to deliver complex projects”. 

Research from Linsco recruitment also points to reduced labour mobility post-Brexit and lower apprenticeship uptake have constrained the flow of new entrants, tightening the market further. 

The net effect is a reshaping of construction job roles. Demand is no longer evenly spread across the workforce; instead, it is concentrated in:

For employers, this means recruitment strategies must evolve – focusing on skills development, retention and alternative entry pathways. For individuals looking to develop their construction career, the most valuable roles sit at the intersection of traditional expertise and emerging capability. Those who can bridge that gap are likely to remain in high demand for years to come.

As the industry moves further into a period defined by complexity, decarbonisation and digitalisation, it is not just the number of workers that matters, but who they are, and what they can do.