There was good news this week from construction data company Glenigan, which predicts growth in most sectors, adding up to 8% growth in construction output in 2025 and 10% growth in 2026.
But there’s a little problem: we are shedding workers at a far greater rate than we are recruiting them. According to the Construction Products Association (CPA), the industry has lost an average of 70,000 workers a year over the past five years. Meanwhile, just 31,000 apprentices started in construction each year, with a 40% dropout rate according to the CPA, although the British Association of Construction Heads (BACH) puts the figure higher at 47%.
In a bid to bolster numbers in housebuilding – which is expected to pick up after two years of decline - the Government last week announced plans to create 5,000 more apprenticeship places a year through 32 Homebuilding Skills Hubs. Sceptics have pointed out that this is a mere drop in the ocean, compared to the rate at which we are shedding people – often older, more experienced workers.
But with dropout rates so high, surely we need to find different ways of attracting, training and retaining newcomers to the industry?
Research published in September 2024 by BACH sheds some light on the reasons why people drop out. Some 37% of non-completers on construction apprenticeships were fired or made redundant, a much higher proportion than for apprenticeships generally. That could be down to projects and workloads finishing, or due to pure attitudes to time keeping and commitment. A further 18% of apprentices dropped out because they didn’t feel they would be able to pass the end point assessment (EPA).
The report suggests that some apprenticeships don’t understand what they are signing up to. Only around half, 54%, said that they had been told about the EPA at the beginning of the process. And some apprentices weren’t even assessed for suitability before starting: 73% were assessed which compares to an average of 86% for all apprentices.
BACH made some recommendations for how the dropout rate could be improved. These basically involved giving would-be apprentices more information on what would be involved, what employability skills they would need and ensuring that those recruited had passion and drive for the role.
Doing things differently
It’s good to see some organisations doing things differently. On National Highways’ Lower Thames Crossing project, Gallagher Group and Flannery Plant hire are trialling a Skills Hub that would provide work-based training courses for local people. Trainees will include men and women on day release from prisons, long-term unemployed people and women returners. The Hub will also provide training for people already employed in the industry locally to upskill so that they gain site supervisor qualifications.
At Thermal Road Repairs, we have had success employing ex-offenders. We recruit them while still in prison, by talking to people, and finding those who we think would enjoy working on our teams. They then train with us on day release from prison and are ready to begin work when they leave, mostly with us although some we have found jobs for in other companies, for instance if they need to be closer to home.
Apprenticeships and training schemes are vital for the industry, if we are to start plugging the skills gaps in construction across all sectors. But those recruiting them must spend more time educating people about what’s involved and selecting those that would really have a passion for the industry so that spending on these valuable resources gives us the best return on investment.
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