Inspiring the Next Generation: Young Talent as the Key to Solving Construction’s Staffing Crisis

The UK construction industry stands at a crossroads. Demand for housing, infrastructure, and sustainable development is growing fast, but the sector is beset by serious labour and skills shortages. To keep up and avoid costly delays, the industry urgently needs to attract bright, motivated young people. Doing so isn’t just desirable—it’s essential.

The Scale of the Shortage

Here are some of the key facts about how big the problem is:

• Vacancies & Retirements
  There are over 140,000 construction roles currently unfilled in the UK, causing project delays. Places for People
  By 2036, around 750,000 construction workers are expected to retire, taking with them vital skills. Places for People

• Workforce Decline & Future Needs
  Since the pandemic, the number of people employed in construction has dropped by about 10.8%. Turner & Townsend
  To meet projected demand, the industry needs approximately 251,500 additional workers by 2028. Turner & Townsend
  Over the next five years (2025–2029), around 47,860 extra workers per year will be required—totalling about 239,300. CITB

• Apprenticeships & Entrants
  There are currently roughly 82,000 apprentices enrolled in construction apprenticeships across Great Britain. In 2023/24, 33,000 new apprentices started in that field. Construction Management
  Meanwhile, apprenticeship starts in construction have been stagnating or falling in some years: for example, new construction apprenticeship starts in 2023/24 were 24,230—slightly down from 2022/23. Protrade+1

• Trades in Particular Short Supply
  Small and medium builders report major difficulty hiring specific trades:

- 53% struggle to hire carpenters/joiners Parliament Publications

- 47% find it hard to fill bricklayer roles Parliament Publications

- 36% report shortages in general labourers Parliament Publications

How Young Talent Could Help Fill the Gaps

Given the scale of need, young people entering the workforce—and doing so through well?structured, supported pathways—can make a real difference. Here’s how:

1. Apprenticeships and Vocational Training
   With tens of thousands of new roles needed every year, boosting apprenticeship uptake can directly supply skilled workers. Even increasing starts by a small percentage each year can help close the deficit. For example, if more young people enrolled in trades like bricklaying, carpentry, site management, surveying, etc., that would relieve some pressure in those specific trades that are hardest to fill.

2. Retention & Completion
   It’s not enough just to start; young entrants must be supported to finish apprenticeships and stay in the sector. High drop-out or non-completion rates waste investment and reduce the pool of usable talent. Ensuring mentorship, good site experience, and career paths matter.

3. Diverse Talent Pools
   Attracting underrepresented groups—young women, people from ethnic minorities, those from disadvantaged backgrounds—can widen the supply of candidates. Many of these potential workers are not being reached or motivated to consider construction, either through lack of awareness or barriers in education/training.

4. Modernising Perceptions and Roles
   Many roles in construction now incorporate modern technology (BIM, digital planning tools, sustainable materials), off-site fabrication, green construction, smart buildings. Showcasing these roles can attract people who might otherwise overlook the sector as “just manual labour.”

5. Supporting Employers
   Employers need capacity and incentives to take on apprentices and trainees: investment in training centres, reducing administrative burdens, flexible apprenticeship requirements, etc., which the government is beginning to explore. GOV.UK+1

Putting It All Together

Young people represent a huge, largely underused potential resource for the construction industry. The numbers show a massive shortfall—hundreds of thousands of roles over the coming years. By:

• Providing clear routes into construction careers (apprenticeships, traineeships, work placements),

• Ensuring those entering stay, progress, and feel valued,

• Broadening outreach to include diverse backgrounds, and

• Modernising the image of construction jobs

…we can begin to fill the gaps.

At Approach Personnel, that means advocating for and supporting apprenticeships, partnering with training providers and schools, highlighting success stories, and helping young people see construction as not only viable, but exciting, worthwhile, and with long-term opportunity.