PLANNING & DESIGN still maintaining project deadlines, which can stretch resources even further. Maintaining a skilled and engaged workforce becomes even more important when experienced talent is in high demand across the industry.”
Vicky makes a similar point from the UK recruitment perspective, warning that shortages can quickly become self-reinforcing.“ The challenge is that shortages can also put additional pressure on the people already in the workforce,” she says.
“ Randstad’ s latest Employer Brand Research shows that 35 % of construction talent who leave an employer cite improving their work-life balance as one of their top reasons for moving on, while 33 % point to compensation. This underlines why employers need to be cautious about continually asking existing teams to absorb gaps in resourcing. In the short term that may keep a project moving, but over time it can create further retention pressures and make skills shortages even harder to manage.”
Building flexibility into planning Both Joe and Vicky point to workforce planning, not just recruitment, as the more durable fix. Joe argues businesses need strategies that work on two timelines at once.“ Addressing labour shortages requires both shortterm and long-term strategies,” he says.“ Businesses should look to invest in workforce development through apprenticeships, training programmes and partnerships with trade schools to help build future talent pipelines.
92 October 2026