The construction industry is the backbone of infrastructure, housing and economic growth, but it faces a critical challenge. Employers are struggling to find and keep skilled workers. With experienced tradespeople retiring and fewer young people entering the field, the need for an understanding of employee motivations and retention strategies has never been more urgent.
Fueling the Need for Skilled Workers
Many skilled workers are part of the baby boomer generation and are aging out of the workforce. The U.S. Bureau of Labor Statistics estimated that between 2022 and 2032, nearly 800,000 construction positions would become available largely due to retirements and replacements. These retirements are leaving a significant gap in both expertise and hands-on experience.
At the same time, Utah is one of the fastest-growing states in the nation. New housing developments, commercial projects and infrastructure expansions are driving demand for skilled labor.
Other factors have contributed to the current labor shortage, and many long-standing issues are coming to a head.
Degree-First Culture. For decades, high schools and parents emphasized four-year college degrees. Technical skills training and trade schools were not discussed as an option. Also, some high schools have excluded shop class offerings, limiting exposure to hands-on trades. As a result, fewer students considered construction as a respected career path.
Misconceptions About the Trades. There’s also a perception problem. Construction jobs are often seen as dirty, dangerous, or lacking upward mobility. In reality, many trades require complex problem-solving, technical knowledge and specialized certifications. Yet the outdated image persists, discouraging new workers from entering the field.
Lack of Training Pathways. Another issue is the limited availability of affordable, accessible training. Not every region offers strong apprenticeship programs; many employers can’t afford to train new hires from scratch.
Less Interest from Younger Generations. Construction is perceived as hot and physically demanding, with seasonal employment. Many young people are more interested in new technology and remote positions.
To this point, Thomas Steed, owner of Mason Electric, says, “At times, the environment is very hot, and many new hires choose to leave. Others don’t have the work ethic needed for this type of work. The ones that stay enjoy their careers. If they make it three months, they’ll make it three years.”
Steed says he likes to “snag” promising high school students enrolled in technical college apprenticeship programs. These students are already interested in the career and have some basic skills. By hiring them young, he can develop their skills to his specific needs.
Aligning with Values
Thomas Larson, Davis Tech Post-Secondary student, 2025 SkillsUSA National Silver Medal Winner in Plumbing
To build a sustainable workforce, the construction industry must appeal to the values and motivations of younger generations — particularly millennials and Gen Z, who now make up the majority of the labor market. Besides competitive pay and benefits, here are some key motivations:
Career Growth and Development. Employers that offer clear career paths — such as apprenticeships that lead to licensure or programs that promote from within — are far more likely to retain talent. Training in new technologies, leadership development and continuing education can all boost engagement.
Flexibility and Balance. While construction isn’t typically known for flexible work arrangements, companies that offer paid time off and accommodations for personal needs are more appealing to younger workers. Even small changes in work-life balance can make a big difference in recruitment.
Purpose and Meaning. Today’s young professionals want more than just a paycheck; they want to feel that their work matters. Careers in construction can offer that meaning: building homes for families, improving roads for the community, or creating sustainable infrastructure. Emphasizing these societal benefits can help attract idealistic job seekers.
Tech Integration. This generation has grown up with digital tools and expects them in the workplace. Using drones, project management software, digital blueprints and other innovations not only boosts efficiency, it signals that the company is modern and forward-thinking.
Respect and Inclusion. Young employees want workplaces where they feel respected, included and safe. That means addressing bias, offering mentorship opportunities, and active listening. A welcoming culture is a strong recruitment and retention tool.
Blake Flannery, CEO of Shamrock Plumbing, says that a good culture is essential to the company. They sponsor multiple activities throughout the year for Shamrock families, such as renting a movie theater, sponsoring a zoo visit, and giving away vacation trips during the holidays. Interestingly, he added that “they expect everyone to pull their weight,” which he feels builds respect within their teams.
As part of their commitment to service, Shamrock Plumbing backs an annual volunteer trip to Mexico, where multiple employees help build schools and houses through the Mayan Miracle Foundation.
Also, focusing on culture and morale, Carson Gillette, owner of CG Plumbing, says that his company gathers for activities multiple times throughout the year. These activities include camping days, Lagoon Day, a holiday party and more. This helps build connections and camaraderie with his employees.
Gillette has a few suggestions for the hiring process: “I’m extremely choosy. I’ll interview someone three times before hiring them to ensure they’re a good fit. And, after 90 days, we sit down together and discuss how it’s going for them and the company.” Employees enjoying the work are the perfect choice to move into apprenticeship programs to begin filling that knowledge gap left by the retiring generation.
Skills Education
Apprenticeships and certificates are offered at more and more state colleges and universities, such as Weber State University and Salt Lake Community College.
The state’s technical colleges, such as Davis Technical College and Mountainland Technical College, offer affordable, hands-on programs in plumbing, electrical, HVAC and more. They form partnerships with employers to ensure students are learning real-world skills.
“Our employer partnerships make all the difference,” says Shawn Swapp, director of construction profession programs at Davis Technical College (Davis Tech). “Companies work closely with our faculty to align the skills we teach to what’s needed in the industry.” Students need 576 classroom hours and 8,000 on-the-job training hours to become licensed journeymen, so close partnerships are essential — it’s
a win-win.
Swapp continues, “We hold our apprentices to high standards, and year after year, they rise to the challenge — earning top honors at national competitions like SkillsUSA and proving they’re among the best tradespeople in the country.”
Part of the Solution
The future of the construction industry depends on all of us. Whether you’re an educator, business owner, policymaker or community member, you play a vital role in supporting and promoting skilled trades. By investing in training, creating inclusive and rewarding work environments, and reshaping how we talk about careers in construction, we can help build a pipeline of capable, motivated workers. The challenge is real — but so is the opportunity. Together, we can ensure the next generation is ready to build the homes, schools, and infrastructure our communities need.
“It’s hard to find skilled workers, but you can build them,” says Flannery. “For a long time, I was worried about this new generation, but lately, I’ve seen rock stars! I think we’re going to be just fine.”
Government Programs
The good news is that the need for skilled construction workers is no longer flying under the radar. In Utah and across the U.S., state and federal initiatives are starting to take hold.
At the state level, the Utah Department of Workforce Services funds construction-focused training and apprenticeship programs, offering wage subsidies and incentives to companies that hire and train new workers.
Talent Ready Utah and the Utah System of Higher Education have teamed up to create programs such as Utah Works and Talent Ready Apprenticeship Connection to provide paid work experience opportunities for students.
At the national level, more funds have been available for roads, airports and other state infrastructure (IIJA) — projects that require tens of thousands of skilled workers. Other assistance from the federal government includes programs like the Perkins V Act to support career and technical education and the Registered Apprenticeship Program (RAP) that helps employers build formal training tracks.