Building Your Team While Focusing On The Future Generation

Construction is one of the industries experiencing an upward surge over the past decade. Jobs increase every year due to demand for infrastructural growth across advanced economic countries and less developed countries. However, it is an industry that requires focus in terms of developing future industry drivers in the construction workforce. Research has shown that 21% of architects, interior designers, and construction experts are 55 years and above, with only 9% being below the age of 25. 

What does that mean? There is a need to bolster the current workforce while focusing on the young pool of those who ply this trade to become reliable future drivers in the construction industry. We need the younger generation to be ready for what the future holds for the industry. There are ways in which this can be achieved.

Develop workforce advancement programs

Young employees in an organization are always vibrant and tend to look at what the future holds in career advancement. If employed, they are keen to see how their skills are sharpened within the organization and if it will lead to their growth. Investing in continuous learning for industry-relevant issues will give them the relevant know-how. This technique builds a young construction workforce with technical knowledge and prepares them for future endeavors.

Build cross-functional competency within the organization

Gone are the days when targeting particular people to take over the leadership of an existing top executive was the norm. Industry trends are dynamic. The future cannot be approached from a single-sided tactic to workforce-building and future business leadership. Generation Z within the organization is on the learning curve of organizational dynamics every day. To be confident that they are ready for future executive roles, ensure cross-functional training happens beforehand. This improves competency, which helps them blend easily with industry challenges.

Provide mentorship

We are all green in a specific area at some point. Even after getting the training required, we find from time to time that we need guidance. A workforce requires the same guidance through mentorship – particularly the young generation. Having mentorship programs within the organization can go a long way in preparing a competent team for the future and ensuring continuity.

Bridge the communication gap

For any business to grow, communication within the organizational structures has to be very efficient and seamless. Workers who work in a company with a good communication culture feel more recognized. They can air their views, opinions, and challenges. Young workers within an organization need to be allowed to communicate their views without feeling belittled. This communication will help them feel appreciated and also make them confident.

Good communication also helps the young construction workforce know the operational cogs better. This translates into competent operational executives in the future.

Set goals collectively

You achieve business growth by first setting goals. In an organization that sets goals at the boardroom and then gives them to workers, there is a feeling of non-involvement. Building a solid team that sets goals collectively while encouraging sharing ideas is a great way to ensure involvement and commitment.

The young generation wants their voice to be heard. Giving the young workforce a chance to air their views and involving them in goal setting can help them feel they are part of the process. This helps to shape them to become future industry drivers.

Not many people venture into the construction, building, and architecture fields deemed technical or very involving. With the numbers being few, it is imperative to build a team of future business drivers.