The Construction Skills Shortage: Why Retaining and Developing Your Existing Workforce Matters More Than Ever

How construction businesses can protect valuable experience, improve workforce competence and prepare for the future through effective training, upskilling and career development.

The UK construction industry faces a growing challenge: ensuring it has enough suitably skilled, competent and experienced people to deliver the work ahead.

Demand for construction is expected to increase, driven by housing requirements, infrastructure investment and the transition to net zero. Yet, according to CITB's Industry Picture 2026 – Retention of the Existing Workforce, the industry continues to face workforce pressures, with people leaving construction, an ageing workforce and experienced workers approaching retirement.

For construction employers, this presents a fundamental question:

Are you doing enough to develop and retain the people you already have, or are you relying too heavily on recruiting replacements when skills and experience are lost?

Recruitment remains important. However, the CITB report highlights why attracting new entrants and increasing training volumes alone will not be enough. Improving workforce retention, supporting career progression and helping experienced employees move into suitable alternative roles are also essential to building a more sustainable construction workforce.

For businesses operating in construction, groundworks, civil engineering and associated industries, this is not simply an industry-wide concern. It has practical implications for workforce planning, productivity, safety, project delivery and the long-term availability of critical skills.

At C&G Services (Europe) Ltd, we believe that effective training and consultancy should do more than satisfy a course requirement. It should help businesses address real operational challenges, develop workforce capability and make better use of the knowledge and experience already within their organisations.

The construction workforce is under pressure

CITB's July 2026 Training Provider Network report identifies several overlapping pressures affecting the construction workforce.

These include:

• A continuing need to replace workers who leave the industry or retire.
• An ageing workforce, with valuable technical knowledge and practical experience at risk of being lost.
• Skills gaps affecting both new entrants and existing employees.
• Limited opportunities for some workers to progress into more advanced or less physically demanding roles.
• The need to increase training completion, support progression and improve retention throughout working life.

The report estimates that construction loses around 8% of its workforce each year. It also highlights that the average age of the workforce continues to rise, while a significant proportion of experienced workers are approaching later stages of their careers.

These pressures can create a difficult cycle for employers. When an experienced employee leaves, the business loses more than an individual member of staff. It may also lose specialist knowledge, familiarity with equipment and processes, supervisory capability, customer understanding and the ability to mentor less experienced colleagues.

Replacing that individual can take time, and the replacement may not immediately possess the same level of competence or practical experience.

For employers, this makes workforce retention and development important considerations alongside recruitment.

1. Retaining skills starts with understanding why people leave

People leave construction for different reasons at different stages of their careers. The CITB report emphasises that workforce retention is not a single problem with a single solution.

Early-career employees: preparing people for the reality of construction

The transition into construction can be challenging for new entrants. The report highlights that some leave during their first year because the reality of the work does not match their expectations.

This creates an opportunity for employers to consider how new employees are introduced to the industry, prepared for their roles and supported as they develop.

Appropriate induction, practical training, clear expectations and access to support can help new starters understand workplace requirements and build confidence in their responsibilities.

Training should be relevant to the work people will undertake, rather than being treated solely as a qualification to obtain.

For employers, the question is not simply whether a new employee has attended training. It is whether they understand the job, can apply what they have learned and know where to seek help when they need it.

Mid-career employees: creating opportunities to progress

The report identifies career progression as an important consideration for workers in the middle stages of their careers.

Employees who see limited opportunities to develop new skills or move into more advanced roles may decide to seek opportunities elsewhere, even when they value working in construction.

Training can help employers respond by creating clearer pathways towards specialist, supervisory and technical roles.

This may involve developing plant and equipment competence, improving lifting-operation knowledge, strengthening health and safety understanding or supporting employees who are preparing for additional responsibility.

Progression does not always mean promotion into management. It may involve becoming a more capable specialist, taking on additional technical duties or developing the skills required to work with new equipment, materials or methods.

A planned approach to training can help employees see how their skills may develop over time, while enabling employers to build capability around future business requirements.

Later-career employees: retaining experience rather than losing it

One of the report's most important messages concerns experienced workers who may be considering reducing their hours or leaving construction because of the physical demands of their roles.

Older and experienced workers can hold decades of valuable practical knowledge. When they leave, employers may lose technical expertise, informal mentoring, supervisory capability and an understanding of how work is performed safely and effectively in practice.

Not every experienced employee will want to change roles, and not every role can be adapted. However, employers should consider whether suitable alternative opportunities exist before valuable experience is lost.

Depending on individual capability, business requirements and available qualifications, potential pathways could include:

• Site supervision and coordination.
• Technical support and specialist advisory roles.
• Workplace instruction and training.
• Mentoring apprentices and less experienced workers.
• Assessment and quality-related responsibilities.
• Knowledge transfer and coaching.

CITB's report identifies training, assessment and mentoring as potential routes for retaining experience within the wider construction industry.

For employers, this presents an opportunity to think differently about workforce planning. An experienced employee may be able to continue contributing significant value even when a full-time, physically demanding site role is no longer the most suitable option.

2. Training should support workforce stability, not just compliance

Training is often organised in response to an immediate requirement: a qualification is approaching expiry, a customer needs evidence of competence, a new employee needs instruction or a particular job requires additional skills.

These are valid reasons to arrange training. However, a purely reactive approach can overlook wider opportunities to develop and retain the workforce.

A more effective approach begins by asking what the business needs its people to be capable of doing, both now and in the future.

For example:

• Which skills are essential to current operations?
• Where are the most significant competence gaps?
• Which employees could progress into specialist or supervisory responsibilities?
• What knowledge would be difficult to replace if an experienced worker left?
• Are new employees receiving suitable preparation and support?
• Could additional training help employees adapt to changes in equipment, technology or working methods?
• Are training needs being identified early enough to avoid unnecessary operational disruption?

Answering these questions can help employers move from individual course bookings towards a more coordinated workforce development plan.

C&G Services (Europe) Ltd works with organisations to discuss their training requirements and identify suitable training solutions across health and safety, construction, plant machinery, lifting operations, transport and other industrial disciplines.

Whether the requirement concerns an individual employee or a wider workforce, the aim should be to select training that is relevant to the role, the working environment and the competence required.

3. Upskilling can help close the gap between current capability and future demand

The CITB report highlights the continuing demand for specialist technical skills, problem-solving, time management, adaptability and the ability to manage or motivate others.

These capabilities matter because construction work is not static. Employers must respond to changing customer requirements, new equipment, evolving processes, project demands and the need to maintain safe working practices.

Developing existing employees can help businesses build the skills they need without relying exclusively on external recruitment.

Depending on the workforce and operational requirements, training priorities may include:

Plant and machinery operation

Developing operator competence for equipment such as excavators, forward tipping dumpers and other plant machinery can support the safe and effective delivery of construction and groundworks activities.

Lifting operations

Appropriate slinging, lifting and crane-related training can help employees understand their responsibilities, communicate effectively and carry out their work in accordance with the relevant requirements.

Workplace transport safety

Training for banksmen and signallers can support safer vehicle movements and help address risks associated with reversing vehicles, restricted visibility and interactions between vehicles and pedestrians.

Health and safety

Relevant training can help employees recognise hazards, understand their responsibilities and contribute to safer working practices.

Supervisory and leadership development

As employees gain experience, developing their ability to communicate, organise work, support colleagues and manage responsibilities can help prepare them for progression.

The right priorities will depend on the work being undertaken, the existing competence of employees and the objectives of the business. Training should therefore be selected following consideration of actual needs, rather than assuming that every employee requires the same programme.

4. Protecting experience through knowledge transfer and mentoring

One of the most difficult losses for a construction business to measure is the loss of practical knowledge.

Experienced employees often understand the subtle details that influence how work is planned and performed. They may recognise developing problems, understand the limitations of particular equipment, know how to coordinate tasks effectively and have accumulated valuable lessons from years in the industry.

Much of this knowledge may never have been formally documented.

When an experienced employee leaves, the business risks losing that knowledge unless steps have been taken to transfer it.

Employers can consider introducing structured approaches to knowledge transfer, such as:

• Pairing experienced workers with apprentices or less experienced colleagues.
• Encouraging experienced employees to demonstrate and explain safe working methods.
• Developing mentoring arrangements for employees preparing for new responsibilities.
• Capturing key operational knowledge in suitable work instructions and guidance.
• Supporting experienced workers who may be interested in training, instruction or assessment roles.

Training and mentoring should not be viewed as replacements for appropriate supervision, formal qualifications or competence assessment. Instead, they can complement these arrangements by helping knowledge and experience pass between generations of workers.

For businesses facing an ageing workforce, planning this transfer before employees leave can help reduce the risk of avoidable skills loss.

5. Workforce planning should begin before the skills gap becomes urgent

When an employee resigns, retires or becomes unable to continue in their existing role, the immediate priority is often to fill the vacancy.

However, a more forward-looking approach can help employers identify potential shortages before they affect project delivery.

Consider the following questions:

• Which roles would be most difficult to replace at short notice?
• Are several experienced employees approaching retirement at a similar time?
• Do you have employees who could develop the skills required for future vacancies?
• Are supervisory and specialist roles supported by suitable progression pathways?
• Is your training programme aligned with anticipated workload and customer requirements?
• Are refresher requirements and future training needs planned in advance?
• Could some experienced employees contribute through mentoring, instruction or alternative duties?

These questions can help identify where training and workforce development may support business continuity.

A structured training plan should take account of existing qualifications, practical competence, future role requirements, operational schedules and available resources.

It should also be reviewed regularly. Business needs change, employees develop and new skills may become necessary as projects and working methods evolve.

The objective is to make workforce development a planned business activity rather than an occasional response to an immediate problem.

6. How C&G Services (Europe) Ltd can help

At C&G, we recognise that construction businesses need training solutions that reflect the practical realities of their operations.

Our approach is to understand the requirement before discussing the appropriate service. That means looking beyond the name of a course and considering the problem the business is trying to solve.

We provide training and consultancy services across a broad range of disciplines, supporting organisations with individual training needs, workforce development and bespoke programmes.

Depending on your requirements, we can discuss support in the following areas.

Plant and construction training

For businesses operating plant and machinery, we can discuss training options for equipment such as 360° excavators and forward tipping dumpers, with suitable routes depending on experience, competence and the required outcome.

Lifting operations training

We offer training options covering overhead crane slinging and lifting and related lifting activities, helping employers identify suitable provision for their operational requirements.

Health and safety training

We can help employers consider relevant training requirements and identify courses that support workplace safety, employee awareness and competence.

Workplace transport training

For businesses managing vehicle movements and reversing activities, we can discuss suitable banksman/signaller training and related workplace transport requirements.

Training planning and bespoke programmes

Where businesses have several employees, multiple training needs or particular operational constraints, a more coordinated approach may be appropriate.

We can discuss your requirements, consider the relevant training options and help identify a practical way forward. Where appropriate, training can be planned around workforce needs and operational arrangements.

Health and safety consultancy

Some workforce challenges cannot be resolved through training alone. Where a business needs to review its wider health and safety arrangements or identify areas for improvement, our consultancy services provide an additional route for discussion.

The appropriate solution will depend on the nature of the issue, the risks involved and the scope of support required.

7. Five practical steps construction employers can take now

The CITB report provides a useful prompt for reviewing how your business attracts, develops and retains its workforce.

Here are five practical starting points.

1. Review your current workforce skills.

Identify existing qualifications, practical competence, upcoming refresher requirements and areas where additional skills may be needed.

2. Identify roles where experience is difficult to replace.

Consider which employees hold specialist knowledge or experience that would be challenging to recruit at short notice.

3. Discuss progression with your employees.

Explore whether individuals want to develop specialist, technical, supervisory, training or mentoring skills, while recognising that aspirations and opportunities will differ.

4. Plan training around business needs.

Prioritise training based on competence requirements, safety, future workload and employee development. Avoid leaving essential training until it becomes urgent.

5. Consider how experience can be retained and shared.

Where appropriate, introduce mentoring, coaching, knowledge transfer or alternative responsibilities that enable experienced employees to continue contributing.

These steps will not remove the wider construction skills challenge, but they can help individual businesses take a more structured approach to developing and retaining their workforce.

The future of construction depends on more than recruitment

CITB's Industry Picture 2026 – Retention of the Existing Workforce makes an important point: increasing the number of people entering construction is only part of the solution.

The industry also needs to help people complete training, progress throughout their careers, develop new skills and remain in the workforce where appropriate.

For employers, this means recognising that workforce development is not simply an administrative requirement or a series of isolated course bookings. It is an opportunity to protect valuable experience, improve competence and prepare the business for future demands.

The question is not only how you will recruit the people you need tomorrow. It is also how you will develop, support and retain the people who already contribute to your business today.

Could your workforce benefit from a more planned approach to training?

C&G Services (Europe) Ltd can help you explore your training and consultancy requirements, from individual plant and lifting courses to wider workforce development needs.

Start with a conversation about the challenges facing your business.

Call: 01453 826781 or email info@gettrained.co.uk 

Visit www.gettrained.co.uk to explore our services or contact C&G to discuss your requirements.

C&G Services (Europe) Ltd — practical training and consultancy to help your people develop and your business move forward.

Source: CITB Training Provider Network, The Future of Construction Training: Data & Insights Pack, July 2026. The report's workforce statistics and findings are cited as published in that document.

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