Workforce 2030: What You Need to Know Now About Your Future Workforce

Despite significant investment in technology over the last decade, the impact of technology on project performance has been minimal. For example, technology has not been successful in increasing the amount of time craft supervisors actually spend at the workface (37%) to the optimal level identified by RT-330 (60%).

Technology development and implementation should focus on the human-technology interface to fully realize performance gains across the business process (FR-370, p. 15).

The rate of multi-skills among the craft workforce increased over the last 15 years, and this trend should continue into 2030. This increase in multiskilling has been driven organically by worker preferences for remaining in one geographic location, rather than due to a corporate strategy to emphasize multiskilling. Additionally, spousal employment within the industry is above 80%.

Together, these factors point to reduced mobility among the craft workforce – a trend that is likely to intensify in coming years (FR-370, p. 23):

The construction industry continues to struggle with workforce culture.

Compared to all other industries, construction workers report significantly higher incidents of derogatory comments in their work environment. This is particularly true among female employees, who reported more negative perceptions of level of respect, productivity, professional treatment, and derogatory comments than their male colleagues.

Mental health issues are also an increasing challenge within the industry, with the suicide rate in construction being significantly higher than in the general population. Each year the industry loses four to five times more workers to suicide than to jobsite fatalities.

These challenges will make it increasingly difficult to attract young people to work in the industry (FR-370, p. 52).

RT-370 (FR-370, in press).