Showcasing the breadth of opportunities available across the construction industry is key to attracting and retaining talent through apprenticeship programmes
In a previous article for CIOB People, I explored how construction companies can use apprenticeships to ensure they don’t fall behind and struggle with the need for fresh talent.
In this article, the focus is on the negative perceptions around apprenticeships and how construction businesses can work towards changing these in order to attract new talent.
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It’s clear there are still significant challenges to overcome when attracting new talent into construction. Currently, only 2% of people outside construction consider it to be their preferred industry, with many other industries considered more attractive for workers.
Apprenticeships have long been used to draw people into construction, but there’s still a stigma associated with apprenticeships and apprentices themselves.
Due to their history, apprenticeships are often misunderstood to involve low pay, long hours and hard labour.
On top of this, many people still think apprenticeships are only for ‘hands-on’ jobs such as bricklaying or car mechanics, as they were in the past.
For the construction industry, there’s more to be done to showcase the breadth of careers available to attract new talent, as the industry’s average working age rises.
How to change perceptions
These changes can give us an insight into how we can further shift more general perceptions.
1. Utilise insider stories
The CITB’s studies show that those in the industry tend to view construction as diverse, flexible and aligned with their values.
However, outsiders often disagree, likely due to limited knowledge of what construction can offer and negative misconceptions surrounding culture and behaviours.
Word of mouth is powerful – the more you onboard and look after your own employees, the more that positive feedback will spread about your business and the wider industry
As such, utilising the voices of insiders could be key to changing outsiders’ perceptions.
More employers should partner with schools to start changing the perceptions of young people who may actually prefer the benefits of apprenticeships – the pay, the on-the-job experience and potentially a degree qualification after completion.
Importantly, a lot of apprenticeships, especially degree apprenticeships, are attractive for the older generation, too – not just school leavers. Only a minority (13%) of level 6 starters (school leavers) were aged 18; the majority (53% of level 6 starters and 62% of level 7 starters) were aged 25 or older.
This means construction businesses should also open up their target market outside of school leavers.
They can do this by expanding the recruitment process for degree apprenticeships to a wider target market, or even offering it to current employees who may be eager to upskill.
Word of mouth is powerful here – the more you onboard and look after your own employees, the more that positive feedback will spread about your business and the wider industry.
Be sure to keep case studies at hand, promote them via social media, including LinkedIn, and attend industry events to promote what you can offer potential talent.
The CITB has also found a strong correlation between how attractive a career in construction is to people and their industry knowledge. Those giving construction an attractiveness rating of seven or above out of 10 also claimed to have significantly higher levels of knowledge.
As such, a good method to entice people into the industry, or to qualify through an apprenticeship, is by offering a taste of the industry.
For example, at Arden University, we host 90-minute taster sessions to give a first-hand experience of the virtual interactive impact workshops that our apprentice learners will attend every month on a programme with us.
These sessions include interactive elements and a small group task that can help ease any concerns about those who are thinking of joining a degree apprenticeship programme.
Giving insights into the industry can help to attract people to the idea of joining an apprenticeship programme with you.
It can also help to retain them, as they know what to expect from you, the education institution and the demands involved in completing the qualification.
The CITB report also found that younger entrants into the construction industry reported fewer positive experiences and required more support.
Having a dedicated team that can offer support to apprentices – especially those new to the industry – is important. It makes sure current learners are looked after and your business has the right learners on the right courses
As such, strong onboarding processes are needed, and this also applies when upskilling and offering training when recruiting new talent.
Having a dedicated team that can offer support to apprentices – especially those new to the industry – is important. It makes sure that current learners are looked after and that your business has the right learners on the right courses.
If new recruits and apprentices are struggling, they should have a safe space to express this and, ideally, a learning and development team would be able to assist here.
Positive values where construction performs strongly include: stability and security, experiencing a variety of work, having a positive impact on others and the ability to specialise and become an expert. These are all aspects that a dedicated learning and development team can offer.
It’s important to remember that each learner and each new recruit will be different – they will have different goals and preferences, so it’s vital to ensure their journey with you and their education experience are tailored to their needs.
Offering exposure to the construction sector, alongside support and guidance when onboarding new recruits and new learners, plays a key part in changing industry perceptions.
By being proactive, making your voice heard and sharing what you can offer, construction businesses can attract and retain talent more successfully – narrowing the skills gap.
