Rebuilding Pride, People and Purpose in Construction
At a recent keynote at Construction EXPO North in Bolton, Patrick Connolly FCIOB, from Connolly Construction & Management Ltd delivered a message the industry has heard before, but this time it landed with renewed urgency. The construction sector doesn’t just have a skills problem, it has a desirability problem.
And unless that changes, the pipeline of future talent will continue to fall short.
The Industry Knows the Problem So Why No Change?
One of the most striking points raised was how familiar the challenges still feel. Skills shortages, poor industry perception and recruitment struggles have been discussed for years. Yet, according to conversations with local Chambers and industry leaders, we are still “talking about the same issues.”
There’s a worrying disconnect that continues to persist:
Individuals saying “there’s no work.”
Businesses saying “we can’t find anyone.”
This contradiction highlights a deeper issue within recruitment struggles. It’s not just availability of jobs, but access to and the perception and awareness of the wider sector.
Even more concerning is how early these perceptions are formed. At the same event, Subrahmaniam Krishnan-Harihara, Director of Business Policy & Research, from the Greater Manchester Chamber of Commerce illustrated this point by highlighting how schools continue to funnel students into outdated pathways. Boys who are ‘less academic’ are steered toward trades and construction, while girls are often directed elsewhere, such as beauty. This not only reinforces stereotypes but undervalues the complexity, creativity and opportunity within construction.
If the industry wants to evolve, the right messaging must start earlier, and it must involve educators, mentors and parents just as much as employers.
More Than Skills: Creating a Desire to Stay
Connolly underlined the all-too-familiar challenge we see every day at CPR: attracting the right people into construction is only half the battle. Keeping them is the part that truly tests the industry and where the real challenge begins.
“It’s not just about skills,” he emphasised. “It’s about desire.”
That desire is built through pride, purpose and environment. People need to feel that construction is not just a job, but a career they can be proud of and where they can grow and express themselves.
This is where leadership plays a crucial role. Connolly highlighted the importance of going beyond compliance and ticking boxes. Creating a positive workplace culture, especially in a demanding industry like construction, can make a tangible difference.
Sometimes, it’s the smallest gestures that have the biggest impact:
Providing simple on-site comforts like phone chargers
Bringing in support such as district nurses
Offering vouchers or small incentives
Creating downtime spaces with a TV or even a dartboard
These aren’t grand, expensive initiatives. But they signal something powerful: that people matter.
Connolly’s advocacy for mental health and wellbeing reinforces a broader shift the industry must embrace. If construction wants to attract the next generation, it needs to demonstrate that it values not just output but people.
A Call to Action: Collaboration and Change
The keynote was a powerful call to action.
There is already progress being made. Local Skills Improvement Plans, led by businesses rather than imposed externally, are a step in the right direction. They ensure that training aligns with real industry needs, not outdated assumptions.
But more needs to be done and it requires collective effort.
A recurring theme from both Connolly and other contributors was the need for a coordinated marketing effort across the sector. Construction has a story to tell, but it isn’t being told effectively.
The industry must;
Showcase clear career progression pathways
Highlight the diversity of roles beyond traditional trades
Promote modern methods of construction and new technologies
Actively engage with schools and young people
This isn’t just about recruitment but rather about repositioning construction as an exciting, forward-thinking, and rewarding career choice.
Particularly as the industry evolves, moving toward less traditional housebuilding methods and more advanced techniques, the skills required are changing. That shift presents an opportunity to redefine what construction looks like to the outside world.
The Future Depends on Pride
Ultimately, Connolly’s message comes back to something simple but powerful: pride and joy will keep the industry going.
If construction can foster a sense of belonging, purpose, and progression, it won’t just fill vacancies, it will build a workforce that wants to stay, grow, and advocate for the sector.
The challenge now is not understanding the problem. It’s acting on it.
Because if the industry continues to have the same conversation in five or ten years’ time, the cost won’t just be measured in skills shortages but in missed opportunity.
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