The construction workforce of the future will be shaped by age diversity, according to u003ca href=u0022https://www.bsigroup.com/u0022 target=u0022_blanku0022 rel=u0022noopeneru0022u003eBSIu003c/au003e research
Demographic shifts in many economies mean that, as populations age, people will be working for longer.
In the UK today, people aged 50 and older make up one third (33%) of the UK workforce and continue to be the fastest growing age group in employment.
In fact, the number of working people in this age group has gone up by 16% in the past 30 years, according to analysis of Office for National Statistics data. This increase is likely to lead to a greater number of generations in the workplace at any one time.
This is not a paywall. Registration allows us to enhance your experience across Construction Management and ensure we deliver you quality editorial content.
Registering also means you can manage your own CPDs, comments, newsletter sign-ups and privacy settings.
This will affect all sectors, but the rapidly ageing workforce is a particular challenge for the construction sector.
Already, 35% of the industry’s workforce is aged over 50. While not all will down tools at 60 or 65, many workers will likely be entering retirement within a short space of time, resulting in significant loss of skills to the industry.
Age-diverse potential
Skills development and training, attraction and retention of workers, and productivity have long been central to discussions about the future of the built environment.
But instead of seeing these in a negative light, it’s time to consider the potential for the age-diverse workforce to create opportunities and be truly transformative for the sector.
To explore this further, BSI’s research, Evolving Together: Flourishing in the age-diverse workforce, consulted 932 business leaders across nine markets and seven sectors to understand their priorities for success.
Flexibility means offering the time and space to maintain health and mental wellbeing… particularly relevant given the rising number of suicides in construction, with workers now nearly four times more likely to take their own lives than in other sectors
Andy Butterfield, BSI
We found that, unique to the construction sector, business leaders particularly favoured the importance of people feeling valued in their role as a key driver of a successful future of work.
Of those construction leaders, 45% specifically picked out ensuring people remain challenged by their work as an accelerating factor, above an average of 43% across all industries.
Equally, financial compensation and structural considerations around making it economically advisable to remain in work were key.
Flexible working benefits
The research shows a clear opportunity for construction firms to plan for the age-diverse workforce by offering flexibility as a valuable benefit for employees.
This doesn’t just mean working from home, which obviously won’t be feasible across the board, given that construction is location-based with inter-dependent teams and rigid deadlines.
What it can mean is giving people a say in working schedules. Solutions can include team and output-based approaches designed to allow workers to start earlier and leave when the day’s work is complete, rather than remaining on site for contracted hours.
Another option is staggered start and finish times. Alongside this, flexibility means offering the time and space to maintain health and mental wellbeing.
The latter point is particularly relevant given the rising number of suicides in construction, with workers now nearly four times more likely to take their own lives than in other sectors.
Technological training
The industry leaders we spoke to prioritised maintenance of skills and training for both individuals and organisations to thrive.
They told us that skills upkeep should be considered one of the top priorities for career development, while they suggested a key ingredient for business success could be investment in retraining provision.
This indicates that there is a desire for continued professional development to enable employees to remain engaged and challenged by their day-to-day.
If this sounds onerous for business leaders, it’s worth noting that help is at hand.
There is an opportunity for the industry to invest in training employees in new technology, especially where it can relieve workers of physical roles as they approach the later stage of their career
Andy Butterfield, BSI
Technological innovation is already changing ways of working, with the widening use of autonomous machinery, drones, 3D printing and the incorporation of augmented and virtual reality, along with predictive analytics and building information modelling (BIM).
There is an opportunity for the industry to invest in training employees in new technology, especially where it can relieve workers of physical roles as they approach the later stage of their career.
By partnering with artificial intelligence, a world of opportunity could be opened to retain experienced workers and find new ways to leverage their skills.
The construction sector can’t turn back the clock, but it should know a thing or two about laying solid foundations.
As working dynamics shift in response to demographic changes, technology and new expectations, there is an opportunity for business leaders to take charge and prepare for a future of work that suits all in the sector, whatever their age or stage.
Andy Butterfield is managing director, global built environment at BSI.
Mental health support and advice for CIOB members, past members and related family is available through CIOB Assist. CIOB, in partnership with Anxiety UK, also provides wellbeing support.
For additional support or advice, contact the Samaritans by calling 116 123. Support is also available via the industry charity Lighthouse Club by calling the support line on 0345 605 1956 or texting HARDHAT to 85258.
