Employee Recruitment & Retention – Construction Publications Inc https://www.constructionpublications.com Construction Marketing Experts Fri, 25 Jul 2025 04:13:34 +0000 en hourly 1 https://www.constructionpublications.com/wp-content/uploads/2023/12/cropped-CPI-Logo-3-2-2-32x32.png Employee Recruitment & Retention – Construction Publications Inc https://www.constructionpublications.com 32 32 New TimberPro TN230D log loader engineered for enhanced productivity and operator needs​ https://www.constructionpublications.com/timberpro-tn230d-log-loader/?utm_source=rss&utm_medium=rss&utm_campaign=timberpro-tn230d-log-loader https://www.constructionpublications.com/timberpro-tn230d-log-loader/#respond Fri, 25 Jul 2025 04:13:34 +0000 https://www.constructionpublications.com/?p=18470
TimberPro TN230D log loader

New log loader

Purpose-built forestry machine

New TimberPro TN230D log loader engineered for enhanced productivity and operator needs

Based on customer feedback, Komatsu has introduced its new TimberPro TN230D log loader that was built from the ground up and carefully engineered to help drive productivity and provide additional operator benefits.

The 197-horsepower TN230D offers a 36-foot reach and 58,224 foot-pounds of swing torque. It also features Power Max, which temporarily increases engine horsepower and hydraulic flow to support tough forestry tasks.

The TimberPro TN230D is built with proven, high-quality Komatsu components. Its hydraulic system, powertrain, control valve and interior components are designed and manufactured in-house to help confirm performance and quality control.

The TN230D is the first machine in its class segment to feature dual service platforms with electrically actuated platforms on the left and right sides, offering enhanced access for service and cleaning.

The new TimberPro TN230D log loader merges quality components with the latest technology.

Quick specs

Model Horsepower Reach Swing torque
TimberPro TN230D
197 HP
36 feet
58,224 foot-pounds

Numerous benefits

New benefits include easy access via a large, rear-entry cab with service walkways and safety railings, premium heated and cooled seats with adjustable armrests, an elevated cabin with large windows and a front-view camera to enhance visibility, LED lights, and a large overhead skylight.

“We know how demanding forestry environments are—the tough work requires equipment capable of standing up to the job,” said Kyle Kovach, Product Planning Manager. “When we set out to develop a new log loader, we gathered feedback on customer needs then unleashed a team of talented engineers to design this product from the ground up. The result merges quality components with the latest technology to offer a range of productivity, safety and comfort benefits.”

]]> https://www.constructionpublications.com/timberpro-tn230d-log-loader/feed/ 0 CONEXPO-CON/AGG joins others in shedding light on mental health in the construction industry with a new comprehensive resource hub https://www.constructionpublications.com/mental-health/?utm_source=rss&utm_medium=rss&utm_campaign=mental-health https://www.constructionpublications.com/mental-health/#respond Mon, 09 Sep 2024 01:23:00 +0000 https://www.constructionpublications.com/?p=18075
mental health

Raising awareness and offering support

CONEXPO-CON/AGG joins the movement to shed light on mental health

CONEXPO-CON/AGG, North America’s largest construction trade show, is shining a light on mental health issues in the construction industry. Recognizing the unique challenges faced by professionals in the field, the organization has launched a comprehensive resource hub dedicated to mental wellness.

A recent report, Construction Working Minds White Paper 2024,1 showed that 83% of construction workers have experienced some form of moderate to severe mental health issue. Findings show that compared to other industries, construction ranked first in pain reliever abuse and marijuana and heroin use. The industry ranked second in substance use disorders and heavy drinking. The report noted that construction workers are at particularly higher risk for opioid addiction and overdose deaths.

These statistics follow a 2020 Morbidity and Mortality Weekly Report2 from the Centers for Disease Control and Prevention (CDC) that found that 40% of U.S. adults reported struggling with mental health or substance abuse and 11% seriously considered suicide.

The construction industry has one of the highest rates of suicide at 53.3 per 100,000 U.S. workers. That rate is four times greater than the national average and five times greater than all other construction fatalities combined, according to the CDC and reported by the Associated General Contractors of America (AGC).3

“We cannot stand by while a silent epidemic of suicide takes place within our industry,” said Stephen E. Sandherr, former CEO of AGC. “We want to reduce the stigma of mental health issues in this industry, let people know it is okay to ask for help and, ultimately, save lives.”

The AGC Mental Health & Suicide Prevention Task Force compiled a wealth of tools and resources, including a series of videos telling the stories of industry professionals who have struggled with mental health. Those are available at https://www.agc.org/mental-health-suicide-prevention.

For those facing mental health challenges, crisis helplines are available, like 988.

Know the signs

There are several warning signs for suicide. Seek help if you notice these symptoms in yourself, and look out for these red flags in your crew, so you can guide them to support and resources. A list of warning signs from the Construction Industry Alliance for Suicide Prevention4 includes:

  • Feeling sad or depressed most of the time
  • Talking about feeling trapped or wanting to die
  • Extreme mood swings
  • Increased use of alcohol or drugs
  • Decreased self-confidence
  • Feeling hopeless and helpless
  • Sleeping too much or too little
  • Feeling anxious, agitated or reckless
  • Withdrawing from family and friends
  • Talking about being a burden to others

Warning signs specific to construction workers include:

  • Decreased productivity
  • Increased conflict among co-workers
  • Near hits, incidents and injuries
  • Decreased problem-solving ability
  • Increased tardiness and absenteeism
The construction industry is facing an ongoing mental health crisis with a report saying that 83% of construction workers have experienced some form of moderate to severe mental health issue.

Changing our approach

CONEXPO-CON/AGG’s initiative aims to change the industry’s approach to mental health by providing actionable resources, sharing inspiring personal stories and offering practical advice for both employers and employees. With a focus on creating a supportive community, CONEXPO-CON/AGG is committed to bringing awareness to the mental health struggles prevalent in the construction sector and fostering an environment where seeking help and discussing mental wellness is normalized and encouraged, according to the organization.

“The construction industry is filled with professionals committed to precision in everything they do,” said CONEXPO-CON/AGG Show Director Dana Wuesthoff. “This level of attention and care must also be given to the mental health of all construction professionals. CONEXPO-CON/AGG is committed to breaking down stigmas and creating a future where mental health isn’t an afterthought but the cornerstone of our industry.”

CONEXPO-CON/AGG’s new comprehensive resource hub can be found online at https://www.conexpoconagg.com/mental-health. Content includes the award-winning CONEXPO-CON/AGG podcast in which Denis Cashman, Co-owner of Stone Etc. Ltd., shares his battle with addiction and his journey of recovery. Another episode, featuring Priestly Demolition President Ryan Priestly, tackles managing the stress of construction and how to maintain a work/life balance in an industry that doesn’t always make it easy to sit back and appreciate achievements, the organization noted.

Other resources and articles available in the CONEXPO-CON/AGG resource hub include Tips for How to Support Your Employees’ Mental Health, How to Reduce Stress in Construction, and Breaking the Stigma: Talking About Mental Health in Construction.

1. https://workplacesuicideprevention.com/wp-content/uploads/2024/03/20240315-FINAL-FINAL-CWM-White-Paper.pdf
2. https://www.cdc.gov/mmwr/volumes/69/wr/mm6932a1.htm
3. https://www.agc.org/mental-health-suicide-prevention
4. https://www.preventconstructionsuicide.com/get-informed

Editor’s Note: If you are in a mental health crisis, call or text 988 to speak to a crisis counselor now. You can also text HOME to 741741 to reach the Crisis Text Line and speak to a live, trained crisis counselor.

]]> https://www.constructionpublications.com/mental-health/feed/ 0 Speak up and stay safe — your question could save a life https://www.constructionpublications.com/stay-safe/?utm_source=rss&utm_medium=rss&utm_campaign=stay-safe https://www.constructionpublications.com/stay-safe/#respond Thu, 06 Jun 2024 15:37:50 +0000 https://www.constructionpublications.com/?p=17824
A group of four people, including three men and one woman, all wearing Komatsu hard hats and reflective vests. This is highlighting that it is important to speak up to stay safe.

Guest Opinion

Speak up and stay safe — your question could save a life

I’m sure you’ve heard the phrase, “There is no such thing as a stupid question, except the one that didn’t get asked.”

Some people have trouble raising their hand and asking the question that’s important to them. Perhaps it’s the possible embarrassment of being the only one who doesn’t know the answer, or it could be that you missed an important point during a discussion and are afraid of looking like you weren’t paying attention. Sometimes other employees may show some frustrations when you ask questions and that can also discourage you from asking. Whatever the reason, we can sometimes talk ourselves out of asking a very important question that could very well be important to our safety.

In our industry many employees face different kinds of hazards on a daily basis — risks such as entering a confined space, operating heavy equipment, digging and working in trenches, handling chemicals, and fall hazards. Part of mitigating those hazards is preplanning and implementing safeguards to protect us from those hazards. Sometimes though, things change, conditions around us change, a new piece of equipment is brought on-site. If employees are afraid to ask questions, they could be putting themselves at risk of injury or even death. When it comes to safety, it’s critical that you ask questions like what could go wrong, how can you prevent it from happening, how do you protect yourself, and what do you do if something does go wrong. By being willing to ask these and other important questions you might be helping your coworkers who may have similar questions.

Also, asking the right questions begins with the willingness to admit you aren’t trained in working certain types of equipment or projects. Sometimes our ego can get in the way of asking questions as we don’t want to be considered the weak link on a work crew. So, we just begin working, putting ourselves at risk. Don’t let this be you. Ask the questions you need to ask.

 

Don’t let complacency creep in

Complacency can creep in when we do the same work tasks over and over again. Workers with experience can easily become complacent and not even recognize the hazards, or they feel like there is less risk because they’ve seen it before. These employees are less likely to ask the questions that can get hazards addressed. If the work environment discourages questions, that just adds to the hazard.

A well-dressed man in a suit identified as Ronnie Freeman standing in front of green shrubbery.
Ronnie Freeman
A group of four people, including three men and one woman, all wearing Komatsu hard hats and reflective vests. This is highlighting that it is important to speak up to stay safe.
Encouraging questions can help employees stay safe on the job. The willingness to ask the necessary questions about tasks, risks, hazards and worst-case scenarios helps maintain a good safety culture.

Also, an employee’s lack of knowledge can be a danger too as they might not recognize the hazards that are present. This can come from a lack of training or the employee being too new to the task at hand. They probably will not ask the necessary questions because they simply don’t know what to ask.

Don’t let the responsibility of knowing all the answers fall to them. Encouraging questions can help employees stay safe on the job. The willingness to ask the necessary questions about tasks, risks, hazards and worst-case scenarios helps maintain a good safety culture while on the job.

If you are a supervisor, encourage questions. This is just one simple step, but it can make a difference in improving the overall safety culture at your workplace.

About the Author: Ronnie Freeman is the safety director for Mount Pleasant (South Carolina) Waterworks and Safety Committee chair for the Water Environmental Association of South Carolina.

Editor’s Note: This article originally appeared as an online exclusive on DigDifferent.com (https://www.digdifferent.com/online_exclusives/2024/01/speak-up-and-stay-safe-your-question-could-save-a-life) and has been reused with its and the author’s permission.

]]> https://www.constructionpublications.com/stay-safe/feed/ 0 Survey shows significant flaws in nation’s approach to preparing workers for construction careers https://www.constructionpublications.com/construction-careers/?utm_source=rss&utm_medium=rss&utm_campaign=construction-careers https://www.constructionpublications.com/construction-careers/#respond Fri, 23 Feb 2024 15:50:25 +0000 https://www.constructionpublications.com/?p=17638
construction careers

Industry Insight

Survey shows significant flaws in nation’s approach to preparing workers for construction careers

Too few candidates have the basic skills needed to work in high-paying construction careers, forcing short-staffed contractors to find new ways to keep pace with demand, ultimately  undermining efforts to build infrastructure and other projects, according to the findings of a workforce survey conducted by the Associated General Contractors of America and Autodesk. The results highlighted significant shortcomings in the nation’s approach to preparing workers for construction careers.

“It is time to rethink the way the nation educates and prepares workers,” said Ken Simonson, Chief Economist at AGC.

Simonson noted that 85% of construction firms report that they have open positions they are trying to fill. Among those firms, 88% are having trouble filling at least some of those positions — particularly among the craft workforce that performs the bulk of on-site construction work.

A Komatsu PC490LCi excavator moves dirt

All types of firms are experiencing these challenges regardless of annual revenue, geographic region, kinds of projects, or if their employee base is union or open.

One of the main reasons labor shortages are so severe, Simonson added, is that most job candidates are not qualified to work in the industry. He said a “shocking” 68% of firms reported that applicants lack the skills needed to work in construction. In addition, one-third reported that candidates cannot pass a drug test.

Five men work on laptops and phones in an industrial setting wearing Komatsu technician uniforms
Too few candidates have the basic skills needed to work in high-paying construction careers. To try to overcome the workforce shortage, many construction firms have raised base ray rates and increased investments in their internal training programs.

Increased pay, creative recruitment

Many construction firms are taking steps to cope with and try to overcome workforce shortages. During the past year, 81% of firms have raised base pay rates for their workers. In addition, 44% are providing incentives and bonuses, and 26% have also improved their benefits packages.

Contractors are also using creative ways to recruit workers, such as social media and targeted digital advertising. Additionally, they are increasing investments in their internal training programs to address candidates’ lack of necessary basic hard and soft skills. Technology can also increase attractiveness to potential employees and plays an ever-increasing role in construction.

“For potential hires, a career opportunity in construction should mean an opportunity to work with advanced technology and perform safe, meaningful work,” said Allison Scott, Director of Customer Experience and Industry Advocacy at Autodesk. “As firms adopt more digital technologies and create stronger classroom and training pathways, we’ll begin to see a new generation enter the industry equipped with the tools and skills needed to tackle construction’s largest challenges.”

Learn more about the survey at: https://www.agc.org/news/2023/09/06/new-survey-shows-significant-flaws-nations-approach-preparing-workers-construction-careers-and-how

]]> https://www.constructionpublications.com/construction-careers/feed/ 0 Why culture in construction matters and how to make it better, so you hire and retain a dedicated workforce https://www.constructionpublications.com/culture-in-construction/?utm_source=rss&utm_medium=rss&utm_campaign=culture-in-construction https://www.constructionpublications.com/culture-in-construction/#respond Tue, 07 Nov 2023 14:22:28 +0000 https://www.constructionpublications.com/?p=16448
Culture in Construction showcased with two men, one in a truck, and the other outside the truck and wearing a hard hat and safety vest shaking hands through the truck window

Culture in Construction

Why culture in construction matters and how to make it better, so you hire and retain a dedicated workforce

It’s not exactly breaking news that there is a labor shortage in the construction industry. Headlines declare that “nobody wants to work anymore” — but is this explanation really at the root of what is a long-standing, industrywide issue?

Amid the Great Resignation, as Baby Boomers retire and Gen Z workers reject the long hours of the construction industry, it’s more important than ever to examine the causes of this unprecedented labor shortage and explore potential solutions.

Numerous companies are feeling the pressure, especially in the skilled trades, and many have not yet been able to solve their workforce woes. After increasing pay and flexibility with little to no results, a lot of companies find themselves asking — is our company culture to blame? During an educational session titled “Culture in Construction — Is It Really That Bad?” at CONEXPO-CON/AGG 2023, speaker and construction industry advocate Wally Adamchik walked through the reasons why the answer to that question is both “yes” and “no.”

Two Komatsu distributor employees talk while at work
According to an industrywide survey, 83% of people say that they would reapply for their current position, and 73% of people say that they are happy at work.

The good news is that industrywide survey results indicate the construction industry’s culture issue may not be so bad, according to the 2019 People in Construction Report (PICR) by FireStarter Speaking and Consulting, said Adamchik. In fact, 83% of people say that they would reapply for their current position, and 73% of people say that they are happy at work. However, these results are not good enough to sustain successful growth and project execution, according to Adamchik. In addition, there is a significant divide between project management in the office and field supervision on the job site, according to the PICR. In the office, 81% of employees say that they have a close friend at work — in the field, only 50% of employees share that sentiment. On top of that, 75% of office workers feel that they can maintain a reasonable work-life balance, while again only 50% of field employees feel that they can maintain a reasonable work-life balance.

Action items

Rather than list off more statistics about the industry’s labor shortage, many leaders want information about creating a more long-lasting and motivated labor force. There are several concrete actions that can be taken to improve company culture and keep workers happy, and companies should act now to avoid losing more of their employees. The labor shortage isn’t exclusive to the construction industry, and these actions can be implemented in any workplace. Even organizations with good company culture can implement some of these changes to elevate employee experience:

  • Standards and values. Approximately 90% of survey respondents agreed that ignoring the core values of their workplace would get them into trouble. This shows that workplace values still matter, and the most visible way to manifest this is to enforce standards across the board. There should be no double standard when it comes to values. Employees will take standards and values more seriously when they are a part of company culture and see leadership being held accountable to the same standards as employees.

 

  • Creating lasting change. Three-quarters of senior leadership (those who are supposed to be spearheading change in the workplace) say that their efforts fall short. Change requires organizational capacity and requires a significant personal investment from leaders. Creating a path for change with concrete steps to follow along the way will help companies maintain organization and encourage both employees and leadership to follow through.
two men, one in a truck, and the other outside the truck and wearing a hard hat and safety vest shaking hands through the truck window
There are several concrete actions that can be taken to improve company culture and keep workers happy, such as encouraging employee participation and recognition.
  • Encouraging and participating in employee recognition. There are a multitude of opportunities to tell employees how much they are appreciated. Chances are, on a daily basis there are numerous opportunities to give positive and relationship-building recognition, and companies that regularly participate in positive recognition are more likely to attract and retain loyal employees.
  • Amping up one’s referral program. About 84% of employees surveyed say that they would recommend their workplace to a friend (but don’t). Furthermore, 83% of employees say that they would reapply for their current position if given the chance. There are also several ways to increase the effectiveness of a referral program, including using an easy-to-use option, offering a mixture of incentives, announcing or re-announcing the program, and recognizing current employees for referring candidates.
  • Bridging the gap between teams and departments. In construction, there are several discrepancies between survey answers from field and office staff members that could be corrected with a little work. For example, creating teambuilding opportunities for one’s entire staff on a monthly or quarterly basis can go a long way toward building camaraderie.

While there are several improvements that would benefit the construction industry’s culture, and company culture in general, the survey results show that the situation may not be as bad as advertised. There are several actions that employers can take to improve company culture, from enforcing values to bringing employees together. Even small actions make a big difference, and there is no better time to start than now!

Editor’s Note: This article is courtesy of the Association of Equipment Manufacturers (aem.org). For more information on how to attract and retain employees, visit  https://www.komatsu.com/blog/2022/employee-retention-in-the-construction-industry/

]]> https://www.constructionpublications.com/culture-in-construction/feed/ 0 Komatsu donates to the AED Foundation’s Vision 2025 initiative https://www.constructionpublications.com/vision-2025-initiative/?utm_source=rss&utm_medium=rss&utm_campaign=vision-2025-initiative https://www.constructionpublications.com/vision-2025-initiative/#respond Tue, 07 Nov 2023 14:22:27 +0000 https://www.constructionpublications.com/?p=16461
A technician works on a Komatsu machine showcasing the importance of technicians in the heavy equipment industry in alignment with AEDF’s Vision 2025 initiative

Investing in the Future

Komatsu donates to the AED Foundation’s Vision 2025 initiative

The current skills gap and workforce shortage facing the construction industry are daunting. To address these issues, the AED Foundation (AEDF) — an organization affiliated with the Associated Equipment Distributors (AED) — created Vision 2025, an initiative aimed at helping increase the number of qualified technicians entering the equipment distribution industry. Komatsu and its distributor network have collectively pledged $1.45 million for the initiative.

“We recognize the imperative to build a talent pipeline for our distributors and the heavy equipment industry at large,” said Komatsu’s Rod Bull, Executive Vice President, North America Region. “Komatsu supports Vision 2025 and its focus on helping schools promote careers in the technical field to young people, who often aren’t aware of the great family-supporting jobs available in this industry. We’re excited to do our part to share this story of opportunity to join an industry that keeps our world growing and sustains our way of life.”

Research by AEDF has found that the industry needs to fill an anticipated 73,500 heavy equipment technician positions over the next five years, and that the technician shortage is compounded by a gap in required skills and available training. Vision 2025 aims to address these issues by growing AEDF’s impact to include a minimum of 120 accredited college programs (currently 71) and a minimum of 200 recognized high school programs (currently 36).

A technician works on a Komatsu machine.
AEDF’s Vision 2025 initiative is addressing the current skills gap and shortage of technicians in the heavy equipment industry. Donations from Komatsu and distributors will help support new college and high school programs designed to build a pipeline of new technicians.

Create a talent pipeline

If successful, Vision 2025 has the potential to create a talent pipeline that includes an additional 10,000 skilled technicians entering the workforce, 5,000 AEDF-certified technicians, and 500 AEDF-certified managers.

AEDF hopes to raise $10 million during the next five years, and funds will be directed toward:

  • New college accreditation programs targeting underserved areas where an existing heavy equipment technology program is already in place
  • High school recognition programs that will prioritize locations that can serve as a feeder system into current and anticipated accredited college programs
  • Expanding the AED Foundation’s endowment to ensure Vision 2025 efforts are sustainable over the long term

“The AED Foundation is grateful for Komatsu’s leadership and investment in our Vision 2025 campaign,” said AEDF President Brian McGuire. “Komatsu’s support, in conjunction with nearly 75 other investors, brings our Vision 2025 campaign to over $6 million. These investments provide the foundation with the sustainability needed to continue to be the heavy equipment industry’s leader in workforce development.”

To learn more about AED Foundation’s Vision 2025 initiative visit https://aedfoundation.org/wp-content/uploads/2021/03/vision-2025-combined-df-edits-min-compressedDFedits.pdf. 

]]> https://www.constructionpublications.com/vision-2025-initiative/feed/ 0 Ways to retain employees during a labor shortage in the construction industry https://www.constructionpublications.com/retain-employees/?utm_source=rss&utm_medium=rss&utm_campaign=retain-employees https://www.constructionpublications.com/retain-employees/#respond Tue, 15 Nov 2022 16:53:41 +0000 https://www.constructionpublications.com/?p=14768
Two Construction Workers talking in front of Komatsu WA470 Wheel Loader

Ways to retain employees during a labor shortage in the construction industry

To overcome the labor shortage in the construction industry, having a focus on employee retention and creating strategies to maintain your current workforce is paramount.

While the number of available construction projects continues to increase, a recent survey from the Associated General Contractors of America (AGC) found that 91% of construction firms are having issues finding and hiring employees.

Being short staffed can reduce production and increase costs, so the entire industry is feeling the effect.

“Construction workforce shortages are severe and having a significant impact on construction firms of all types, all sizes and all labor arrangements” said AGC Chief Economist Ken Simonson. “These workforce shortages are compounding the challenges firms are having with supply chain disruptions that are inflating the cost of construction materials and making delivery schedules and product availability uncertain.”

Creating a quality environment for employees can help you get the most out of your current workforce and make sure that they stick around. While compensation is important to people, there are other ways to create a compelling workplace that employees want to remain a part of.

Identify employee engagement

One of the most important ways to retain quality employees is to keep them engaged. In Reno, Nev., Aspen Earthworks Inc. takes a proactive approach to engaging with its staff.

“We recognize our employees on a weekly if not bi-weekly portion,” said Aspen Earthworks President Ryan Dustin. “The employees get their recognition sent throughout the company. Not only are we recognizing them, but it also serves as a model and benchmark for other employees.”

Two Komatsu employees work on a computer outdoors next to Komatsu construction equipment
One of the most important ways to retain quality employees is to keep them engaged.

Invest in your employees

From benefits to leadership development and training, showing that you want to take care of your employees and help them grow is an important aspect in internal retention to overcome labor shortages in the construction industry.

“You need to make sure to offer all the benefit packages you can,” said Dustin. “My company is 6 years old, but we offer 401(k), retirement and all insurances. We offer a competitive wage for the market, and we treat our people well. We know that our core foundation is our people. We respect that and continue to move forward with the same amount of respect as we started from day one.”

Aside from benefits, programs that develop leadership skills for in-house employees show a commitment to the staff that can pay dividends by creating positive leaders that aid in employee retention.

Plus, applicable training programs develop employees’ skill sets, broaden their knowledge, and keep the workplace from feeling stagnant.

“One thing that we are doing here at Blue Mountain to retain employees is to cross-train,” said Richard Stringham, Plant Manager at Blue Mountain Minerals in Columbia, Calif.

“There are those that come to work and just want to do one job, and that’s fine. We need those people. There are those that want to move up and around. I need those people as well, so my focus in the last 18 months that I’ve been here has been cross-training. They want new skills, and I appreciate them wanting new skills. I can use them after hours on weekends in jobs that they don’t do all week, so it’s something different for them. It’s a two-way street that we provide the best job and environment for them to work in.”

Two Construction Workers talking in front of Komatsu WA470 Wheel Loader
From benefits to leadership development and training, showing that you want to take care of your employees and help them grow is an important aspect in internal retention to overcome labor shortages in the construction industry.

Find the right employees

It’s important to think about how you can retain a potential employee during the hiring process. For companies like C.A.S.E. Construction Inc., which is based in Edinburgh, Ind., the strategy has been to prioritize character over experience when hiring.

“If we have the right people, then the company will always find work,” said Jesse Smith, Vice President of C.A.S.E Construction. “They don’t need to have the knowledge right now, but they need the character we’re looking for.”

That character was found in operator Jesse Walker, who began his career working in diesel engine testing in Columbus, Ind. For him, excavating was a side business, and he mostly did smaller landscaping jobs. However, he decided to make it his full-time profession with C.A.S.E. Construction.

“I was brought in as a younger guy to learn from the ground up and create a foundation for the future of this company that I can be a part of,” said Walker.

Bringing people into your company with adjacent experience can allow you to quickly reskill or upskill them, so they can do jobs safely and with a level of expertise.

Finding new employees by appealing to new demographics can also yield great results. With the majority of the construction industry being white and male, according to a McKinsey & Company report, there are a lot of different demographics companies can still reach. Only 11% of the country’s construction workforce consists of women, according to the U.S. Bureau of Labor Statistics.

“It’s absolutely an untapped market,” said Brian Turmail, Senior Executive Director of Public Affairs for AGC, in an interview with CBS News. “We are fighting workforce shortages with one hand tied behind our back.”

Since beginning a digital outreach program this year to attract women to the industry, AGC has received tens of thousands of applications from women interested in pursuing a career in construction.

Lastly, it’s crucial to include and inform the younger generations because they are the future. You can appeal to students through recruiting programs that also engage with parents and guidance counselors. Show teenagers and young adults that the construction industry is a viable career option that can be just as rewarding as a four-year university degree. By developing relationships and connections with prospective members of your team, you can yield a new pipeline of employees for your company and combat the labor shortage in the construction industry.

Editor’s Note: This is an excerpt. Access the full article here: https://www.komatsu.com/blog/2022/employee-retention-in-the-construction-industry/.

]]> https://www.constructionpublications.com/retain-employees/feed/ 0 AGC analysis: two-thirds of metro areas add construction jobs https://www.constructionpublications.com/metro-areas-add-construction-jobs/?utm_source=rss&utm_medium=rss&utm_campaign=metro-areas-add-construction-jobs https://www.constructionpublications.com/metro-areas-add-construction-jobs/#respond Mon, 15 Aug 2022 12:00:22 +0000 https://www.constructionpublications.com/?p=13982

AGC analysis: two-thirds of metro areas add construction jobs

Construction employment increased in two-thirds of U.S. metro areas between April 2021 and April 2022, according to an analysis of new government data by the Associated General Contractors of America (AGC). However, association officials noted that a lack of qualified workers kept employment down in many metro areas.

A construction worker working on an elevated platform

“Contractors are eager to hire more workers, but the pool of experienced jobseekers barely exists,” said Ken Simonson, AGC chief economist. “As a result, employment gains have stalled in too many metros.”

The unemployment rate for jobseekers with construction experience fell from 7.7% in April 2021 to 4.6% in April 2022, the lowest April rate since the series began in 2000, Simonson noted. He said this indicated a scarcity of qualified workers available to hire in many metro areas.

Click here to learn more. 

]]> https://www.constructionpublications.com/metro-areas-add-construction-jobs/feed/ 0 Sustainable construction practices can increase profits https://www.constructionpublications.com/sustainable-construction-practice/?utm_source=rss&utm_medium=rss&utm_campaign=sustainable-construction-practice https://www.constructionpublications.com/sustainable-construction-practice/#respond Thu, 21 Apr 2022 15:20:53 +0000 https://www.constructionpublications.com/?p=13406
Sustainable construction practices: Komatsu PC360LC Excavator recycling and reusing materials highlighting sustainable construction practices

Sustainable construction practices can increase profits

“Green” is a trending adjective for a practice construction companies have been following for years. Before it became the norm to recycle, construction companies were recycling construction and demolition (C&D) debris, including steel, asphalt and concrete. As an industry that works directly with the land, many have understood the importance of protecting it through sustainable practices.

While these are important practices for protecting the earth, are you aware of the increasingly wide variety of ways sustainability efforts can boost your company’s value overall? Green practices can help reduce material costs, increase employee retention and ultimately boost profitability as supply chain partners and customers see you as a company worth working with for reasons beyond the traditional requirements.

Here are three ways thinking more sustainably could help boost your bottom line.

Lower costs

According to the United States Environmental Protection Agency (EPA), sustainability is based on a simple principle: Everything that we need for our survival and wellbeing depends, either directly or indirectly, on our natural environment. To pursue sustainability is to create and maintain the conditions under which humans and nature exist in productive harmony to support present and future generations.

 

Many new construction projects are done on sites where removing old materials like pavement, foundations, brick and concrete are part of the job. Recycling and reusing these materials on-site can provide significant savings.

Using recycled materials reduces the need to purchase virgin aggregates and the trucking costs associated with bringing them to the job site. It also reduces the need to transport C&D debris off-site, as well as the potential fees to put it in a landfill. Less fuel use as well as reduced wear and tear on trucks lowers repair and replacement costs for consumable items such as brakes and tires.

In some cases, old materials can’t be reused on-site and must be hauled off. These can still have significant value. That’s why numerous companies have set up recycling yards that accept C&D waste and turn it into new products.

Sustainable construction practices: two people, one breaking ground with a shovel, and another with a bucket holding a sapling, prepare to plant a tree
Studies show today’s workforce takes corporate responsibility and sustainable business practices into account when choosing an employer. In this photo, Komatsu executives help plant trees for a corporate reforestation project in West Virginia. “Prospective employees want to know about your community involvement and how you’re giving back…,” said Komatsu’s Caley Clinton, senior manager – PR, CSR and content.

Attract and retain top talent

Employee turnover is costly and is estimated to equate to 1.5 to 2 times an employee’s salary when you factor in advertising, training and lost productivity, according to the article “The True Costs of Employee Turnover” published by Built In. While you may not have considered it, reducing your environmental impact could be key to lowering those workforce costs, retaining existing talent and attracting new employees, especially younger workers.

“There are numerous surveys that show that younger employees want to work for companies that demonstrate they are committed to sustainability,” said Komatsu’s Caley Clinton, senior manager – PR, CSR and content. “That includes on the job site, as well as in the office through practices such as reducing paper, water and electricity use. Prospective employees also want to know about your community involvement and how you’re giving back in ways that contribute to environmental improvements such as donating equipment, time and labor to projects like tree planting.”

Clinton added that it’s important for companies to highlight their sustainable practices in prominent ways so that they stand out to prospective employees.

“Having a section of your website dedicated to what you are doing to reduce your carbon footprint and water usage should seriously be considered,” Clinton indicated. “Pictures showing your efforts are helpful. Icons such as the recycling symbol that show your commitment to green practices should be prominent on all your materials, including recruiting items, company brochures and other marketing items. It’s an essential part of your brand’s value, as long as it is actually a part of your company’s culture.”

Sustainable construction practices: Komatsu PC360LC Excavator recycling and reusing materials highlighting sustainable construction practices
Recycling and reusing materials such as old pavement on-site reduces transportation costs, potentially increases profits and lowers emissions, which benefits the environment.

Land more jobs

Just like employees want to work for businesses committed to sustainability, other companies want to work with those who emphasize greener business practices. In many cases, companies or governments are making it a requirement to work on their projects.

“Companies that advance their approach to sustainability now can get the benefit of doing it for the right reasons, being on the forefront of the curve, and helping lead the way in their industries,” Clinton emphasized. “If you wait until it’s required and have to submit a report to a customer or another contractor you want to work with — and only then realize you don’t have all the requirements — you may be at a disadvantage in the near future.”

Tips to get started

Clinton said measuring your sustainability is going to be increasingly more essential, and it’s never been easier to do.

“There are many companies with software that help track practically everything you do related to sustainable practices,” Clinton noted. “Right now, that’s mostly at a nice-to-have level, but as more and more requirements are built into regulatory aspects of how companies have to do business, it’s going to be essential. Those who don’t have those metrics are probably going to miss most, if not all, opportunities. Those that do will likely land more jobs.”

Editor’s Note: This article is excerpted from a longer piece that appears on Komatsu’s blog. For more information about how focusing on sustainable practices can benefit your business, visit https://www.komatsu.com/blog/2022/increase-profits-with-sustainable-practices/

]]> https://www.constructionpublications.com/sustainable-construction-practice/feed/ 0 Heavy equipment training simulators reduce safety risks https://www.constructionpublications.com/training-simulators/?utm_source=rss&utm_medium=rss&utm_campaign=training-simulators https://www.constructionpublications.com/training-simulators/#respond Thu, 21 Apr 2022 15:16:23 +0000 https://www.constructionpublications.com/?p=13463
Heavy equipment training simulators: Man using a laptop in a workshop

Heavy Equipment Training Simulators and Online Training Modules

Technology tools make training safer and can potentially have profitability benefits

Hands-on training can be a great way to learn a new skill. However, it can also pose a safety risk for workers learning new tasks when they have little or no experience.

To limit these risks — and still allow trainees to gain experience — more people are turning to technology. Online training, simulators, mixed and virtual reality, and other innovative methods allow new employees to get the training they need in a safe environment.

“Komatsu — and our partners — focus on zero-harm initiatives. Workplace injuries are costly, and putting unskilled people in situations they are unfamiliar with increases risk,” said Bill Chimley, Komatsu’s senior director of training and publications for North America and the company’s global mining solutions. “Using today’s technology to build a knowledge base and skills through e-learning and simulated job site environments makes a great deal of sense.”

Online, computer learning

Universities began developing online learning courses and degrees several years ago, allowing students to take classes at their own pace, from any geographical location or without the need for a professor to directly share the content. This decreased the costs associated with travel and being on campus, while reducing the overhead of the university. Over the past two years, the COVID-19 pandemic significantly increased the number of people turning to technology-based education. From colleges to technical schools to businesses to high schools, millions of learners accepted this as part of their blended curriculum.

“A real advantage of online and computer-based modules is that they can be done practically anytime, from anywhere,” said Chimley. “The value of ‘in-the-flow-of-work’ has grown tremendously as manufacturers struggle to attract, upskill and retain employees. Candidates for many job roles in our industry are building and advancing their skills before they ever see a machine or job site. This can be beneficial for work areas that have inherent safety concerns such as working on electrical systems. Understanding how they work can help reduce or eliminate the risk of shock.”

Chimley added, “Our contractors want their workers to get similar training when it comes to their operations, whether it’s a mechanic, an operator, a fleet manager or anyone else in their organization who has a desire to learn.”

a close up of a hand on a control for a heavy equipment training simulator
Simulators provide workers with real-world scenarios and let them build skills in a safe environment that doesn’t involve the risk of injury.

Wearable devices play an important role in training

Two-way headsets have been around for many years, and Komatsu trainers have used them in conjunction with on-the-job and in-the-cab training. The ability to connect a technician on the job site with an expert back at the main office — while sharing relevant information and first-person point of view — has grown in functionality and usage during the pandemic. Tools like these provide another way to upskill while on the job and can help bridge the gap to the next generation of workers. 

“I’m not sure we will ever see the same amount of on-site training as before the pandemic, but there are certain situations where it’s necessary to have someone physically there,” said Chimley. “Fortunately, our trainers are very skilled at the systems, function and operation of our products. They know the capabilities of the machines and have years of experience in many applications.

“In real time, by using wearable devices, they can tell trainees what they need to do to be more effective, like spotting a truck differently for an operator, or troubleshooting a hydraulic system,” Chimley added. “Wearable devices will no doubt grow in functionality, but today they still have a great deal of value in situations where expert advice is needed in real time.”

Simulators with AR, VR

If wearable devices like headsets are at the beginning of the training technology spectrum, then augmented reality (AR), virtual reality (VR) and mixed reality (MR) are at the end. AR uses a real-world setting, while VR is completely virtual. MR works by creating experiences that fuse the virtual world with the real one through enhanced holographic visuals. All three can be used to help employees learn skills within a safe environment.

“With relatively few components, today’s simulators are very portable and can be set up practically anywhere,” said Chimley. “Time on actual production machines is very difficult to obtain, so simulators offer a real advantage. When training is done on a machine, you can only have one person in the cab at a time, and the rest of the operators are likely standing around watching.”

Man using a laptop in a workshop
Online learning has been available in the construction industry for many years, but the global pandemic increased its usage. It’s a way for workers to safely build their knowledge while working at their own pace or within a certain timeframe.

The payoff is worth it

Safety is always the number one priority for workers and trainees, and there can be significant costs associated with workplace injuries. With direct and indirect costs, a single incident could cost thousands or even hundreds of thousands of dollars.

“Incidents have financial impacts both in the short term with fines, and in the long term with higher EMRs (Experience Modification Rates) that lead to increased insurance premiums,” said Chimley. “Reducing the likelihood of injury is essential, and today’s training tools are a good way of doing that. While there is a cost to online training with simulators and other methods, the payoff is well worth it.”

Editor’s Note: This article is excerpted from a longer piece that includes information about Komatsu Academy. To read it in its entirety and learn more about Komatsu’s goal of building a learning community, please visit https://www.komatsu.com/en/blog/2022/technology-tools-make-training-safer/.

]]> https://www.constructionpublications.com/training-simulators/feed/ 0