Tomorrow's Workforce, Today

“Where have all the flowers gone? “Where have all the flowers gone, long time passing? Where have all the flowers gone, long time ago?*

*American folk song by Pete Seeger

The same can be said about the skilled construction workforce. More and more people who are familiar with the union construction and maintenance industry are reporting a union craft labor shortage. The degree of that shortage continues to grow. (See the Association of Union Constructors’ report at tauc. org/files/2018_TAUC_UNION_CRAFT_LABOR_SUPPLY_ SURVEY_REVISED.pdf.)

It’s not something that has come out of the blue. Back in 2006, we were already talking about the problems we would face during the coming years having to compete with all other industries to attract the qualified new entrants needed to replace retiring workers. (See issuu.com/partnersinprogress/docs/pip_ vol5no2_summer2006?e=7388888/53754006 to read that issue of Partners in Progress.)

That’s why this issue of Partners in Progress – and the next one – will focus on workforce issues and what labor and management can do to ensure that we deliver for our current customers and have the ability to expand into new markets.

Indeed, the opening general session of the 2018 Partners in Progress Conference featured a presentation from Kevin Dougherty on recruiting quality applicants. He encouraged us to consistently recruit—because it takes four or five years to develop apprentices. (Download his full presentation at pinp. org/wp-content/uploads/2018/02/OpeningGeneralSession_ KevinDougherty_FINAL.pdf.)

Of course, the difficulty is that the demographics have changed over the past 20 years. A significantly higher percentage of the available workforce consists of women and minority workers. (The Pew Research Center predicts that growth in the Hispanic and Asian populations will almost triple over the next 40 years.) This means potential employees may not resemble the talent pool we used to target, and – importantly – members of that pool often don’t have the same priorities or preferences as individuals who entered the industry 25 years ago.

Typical 25-year-olds through the 1990s were married with children, owned a home, and were likely to stay at the same job most of their lives. Their priorities were work, family, and fun. Today, typical 25-year-olds are likely to live at home and be unmarried, want responsibility fast even though they are inexperienced, and expect to change jobs seven times over their lifetimes. Their priorities tend to be fun, family, and work.

What does this all mean? It is necessary to change how we market to get craftspersons because we can’t be productive with an inconsistent workforce. We need to put our assumptions aside and target the best candidates for the job—regardless of who they are. In addition, it will likely require different tools to reach them. Share with us in social media or via email (editor@ pinpmagazine.org) what you are doing to meet the recruiting and retention efforts in your area.

The 2018 Partners in Progress Conference offered several breakout sessions covering workforce issues, including a session on recruiting women and minority workers presented by Mechelle McNew (SMART Local 464); Julie Muller-Neff (SMACNA Western Washington); Leah Rambo (SMART Local 28); and Angela Simon (Western Allied Mechanical). Another session covered programs to help former military transition into positions in the construction workforce. Presentations and handouts are available at pinp.org/conferences/pinp18/ schedule.

While you are at pinp.org, register for credentials to enable full access to the increasing number of resources made available to SMART locals, SMACNA contractors and chapters, labor-management cooperation trusts and committees, and training centers. Registration is free but limited to members. •