From Blueprint to Buy-In: How Construction Leaders Are Building the Workforce of Tomorrow, Today

Earlier this year, Procore’s Future State of Construction report confirmed that workforce issues are the number one challenge facing our industry locally and globally. With over 40% of the workforce set to retire within five years, and just one new worker entering for every five leaving, the numbers are clearly heading in the wrong direction.

As I argued in Time’s Up on Talk, data and debate help us diagnose our most pressing problems – but what we need now is action. That’s why, in this series, business leaders and industry insiders from around the country are sharing where and how real progress and culture change is happening on the ground – and how we can build on it.

One standout contributor is Henny Managing Director Ben Turner, whose people-first, tech-smart approach offers a clear blueprint for attracting, upskilling, and retaining the talent our industry needs. Intentional intergenerational knowledge sharing, smarter tech, inclusive leadership, and a more flexible approach are all key ingredients.

Here, Ben shares what he and the Henny team have learned and implemented on site and in the office – and what you can take from their playbook.

Fix the Disconnect First: Why and What Generations Need to Learn From Each Other

The growing disconnect between younger and older generations has become a major risk that demands immediate attention and action. New graduates are now averaging just two years in the industry, and digital natives are often clashing rather than collaborating with senior management: 96% of companies report generational conflict in the workplace. I asked Ben how this was playing out on the ground at Henny.

Henny’s focus on combining the skills and perspectives of different demographics underscores a point made by EY’s Dirk-Jan Garrit Gussinklo at a recent industry forum Ben and I both contributed to. As Dirk-Jan put it, we need to demonstrate the opportunities presented by AI are greater than the potential threats:

“AI doesn’t replace humans. Humans are replaced by other humans who know how to use AI.”

Like Ben, he sees real returns in pairing digital natives and senior professionals together in forums, steering groups and projects and offering younger people the space to lead. When that happens, he says “the level of excitement goes through the roof”.

Ben and I agree this is what we all want and need to see more of.

More Time, Less Stress: Making Tech Work Smarter For The Whole Team

We know tech adoption in construction continues at an uneven pace, making the transformation we're chasing harder to realise. On this, Ben is pragmatic saying:

That shift is already happening at Henny, and as Ben explains the benefits are clear.

“I used to have a paper notebook – still do, actually. But younger generations are all on iPads, dropping pins on drawings and logging defects. It's all there, prioritised and easily shared, taking a lot of anxiety and manual coordination out of the equation.”

“We also use geofencing to track who’s on site, software that auto-fills our site diaries, and AI tools that help generate monthly reports. I used to do reports on Saturdays but don’t need to do that now — and neither does anyone else on our team. That’s the kind of time saving tech delivers on the ground.”

Rethinking Management and Mentorship for Generations to Come

A key area of industry consensus is that while technology is changing how we work, culture continues to play an equally influential role in retention rates. The ongoing problem of workforce churn can’t be overstated, and it’s one that Henny is avoiding by design.

“I used to be a site manager, and it was unbelievably stressful. The old 'big stick' approach my generation grew up with just won't work for the future workforce. We talk to our kids about how they're feeling, we check in emotionally — but on site, we still expect people to just get on with it. Instead they need support, lifelong learning, and help with career progression from the right mentors.”

As Ben explains, at Henny, backing potential and inclusion is not just theoretical. It’s embedded at every level of the business. There’s a practical commitment to helping people grow in the job, while supporting life outside of it. An approach we need to see much more of, industry-wide, especially when it comes to work life balance.

“At Henny we have rotating duties, structured check-ins, flexible rosters, regular social functions and a full-time People and Culture Manager to support the different needs of each team member. Apprentices are supported to earn diplomas. Juniors are mentored. We welcome newcomers from outside our industry who are keen to learn.”

“The aim is simple: reduce stress, support wellbeing, and create an environment where people can thrive, avoid burnout and build a fulfilling, long-term career in construction.”

Start Early. Lead Now. The Future Won’t Wait.

When it comes to solving the construction industry’s increasing workforce shortages and falling retention rates, Ben believes one of the most important steps is also one of the simplest: get them in early.

“I started labouring with Dad when I was about 10,” he says. “My son's that age now and I know if I brought him to site today, some people might be up in arms citing safety concerns. I know safety is really important, but that exposure to hands-on building is happening later and later, or not at all.”

“Even just getting kids into the garden shed and handing them tools is a great start. In a world dominated by screentime, that kind of experimentation and excitement about building something real is more important than ever. Looking a primary and secondary schooling and rethinking how we spark interest early and often is also critical.”

I couldn’t agree more.

While the latest State of Construction report and any number of industry facts, figures and forums underscore the scale of the challenge, Henny is proving that real progress is possible. So let’s focus on intergenerational collaboration, genuine cultural change, and smarter use of tech and data to save time and drive innovation.

This is the kind of blueprint the industry can – and must – draw on to build a stronger, smarter, more sustainable workforce now and into the future.

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