EXECUTIVE DIRECTOR UPDATE Addressing the Shortage of Skilled Workers T wo decades ago, the U.S. Department of Labor issued a study predicting the shortage of skilled workers. Sadly, that prediction is now reality. DFI member companies are always looking at their attraction and retention programs to maintain a highly-qualified workforce, despite the shortage, to build safe, cost- efficient and on-schedule projects. It appears there are three major reasons for the shortage: (1) layoffs during the recession from 2007-2011 caused skilled workers to seek alternate careers in different industries; (2) skilled workers who remained during the recession have retired or are nearing retirement age (i.e., baby boomers); and (3) students have not been exposed to the career opportunities in the construction industry, are avoiding this career path due to the past instability of job security, or have the misconception that construction work is not as prestigious, or does not offer comparable compensation, as a job requiring a college degree. What Can We Do? So, what are possible ways to start making changes to counter this realization so that we, as an industry, are prepared for infrastructure projects being promised by the new administration? Our industry must better demonstrate its collective and inherent value to the upcoming workforce. Possible avenues for construction and engineering firms to engage the younger generation include collaborating with schools in their areas and suppor t ing career days , and developing an early awareness of the construction industry as a viable career path through an in-classroom presence and via school career webpages. In addition, to increase retention rates, construction firms need to provide extensive training to ensure employees are performing at the level expected and to the best of their ability. Training should be provided at the entry level as well as refresher programs for more advanced skilled personnel. A mentoring program should be established and supported so that the experienced and qualified veterans can impar t thei r knowledge to the next generation. Addi t ional ly, f irms should evaluate their compensation and benefit packages to ensure these are competitive so that they can recruit and retain the right talent. Without these efforts, and without building a skilled, young workforce, construction and engineering firms will find themselves in the unenviable position of having to turn away some of the upcoming projects or face safety and quality concerns if they hire less-qualified workers. A Universal Problem Based on various reports and news articles, the skilled labor shortage certainly is not just a U.S. problem. For instance, in the U.K., the annual Geotechnical Services File (GSF) Surveys found that as the complexity of a project increases so does the need for high-quality geotechnical specialists at all levels and that, with the number of projects increasing, recruiting workers quickly enough to meet those needs is a continual problem. Respondents of the surveys cited the main reasons for the lack of available talent are due to staff being poached by rival firms who can offer higher salaries and skilled staff having left the industry during the recession. A similar survey conducted in South Africa showed that 70 percent of civil engineers in the workforce are over the age of 50, and that the influx of graduates pursuing a career in the field is not equal to those preparing to retire. In addition, responses from the survey indicated that, when trying to meet a project’s needs and demands, those that are looking to enter the field and gain hands-on experience are typically overlooked for more experienced engineers. However, this is not the way for construction firms to invest in their future. Theresa Engler Executive Director [email protected] Moreover, it has been reported from surveys in different marketplaces and nat ions that salar ies of fered for construction work are less desirable and that construction work is not perceived to be as sexy as many other fields, even within engineering itself, so students are less motivated to pursue this career path. India, a country rich in human resources, is still facing a similar yet different problem. The concern there is not with the quantity but with the quality of the workforce, which is lacking. The scarcity of qual i f ied machine operator s and tradesmen is posing a serious challenge to the plans for major infrastructure development in the country. In India, there are many governmental efforts to create a large skilled workforce within the next 5 to 10 years through vocational training programs; however, the requirements to enter these programs are not congruent with the people available and in need of the jobs. The requirement for secondary education as a prerequisite to enrollment excludes many who could benefit from these vocational programs. In addition, there is a barrier resulting from the socio- cultural beliefs that vocational training is looked down upon and associated with a lower status as compared to higher education and degrees. Undoubtedly, many problems are universal, not just national or regional. Workforce Development To begin to address some of these challenges of developing a prepared and capable workforce, DFI is focusing on and emphasizing risk management and safety DEEP FOUNDATIONS • JULY/AUG 2017 • 9
