GVCA Presidents Message September

Your Employees Are Being Recruited. Are You Paying Attention?

What a difference a few months can make.

Not long ago, many construction companies were worried about being too slow. The conversations were about finding work, making introductions and filling the pipeline. There was a genuine concern that projects simply weren't coming fast enough.

Today, the conversation has changed.

Companies that were worried about finding work are now worried about finding people.

Across heavy civil and the various trades, activity appears to be picking up significantly. After a difficult first six months of the year, that is welcome news. Maybe it is the resolution of permitting issues in the Region of Waterloo. Maybe it is a stabilizing economy. Or maybe we are simply seeing the reality that our communities need to grow—and construction is going to be a big part of that growth.

Whatever the reason, there is more work.

And now comes the problem.

Who is going to do it?

We are hearing more and more about the shortage of skilled people. But the real shortage isn't just workers. It is experienced people who can lead, manage projects, solve problems and get the job done.

And those people are already employed.

They are sitting in your offices. They are running your projects. They are leading your crews. They are the people your customers trust.

And your competitors know exactly who they are.

The war for talent isn't coming. It's already here.

This is where companies need to start paying attention.

When the market was slow, it was easy to focus on getting projects through the door and controlling costs. When business picks up, it is tempting to assume your people will simply stay because there is more work.

Don't make that mistake.

Now is the time to look hard at your organization and ask some uncomfortable questions.

Do your best employees know how important they are?

Are they being paid fairly?

Are they being recognized?

Do they have opportunities to grow?

Do they feel like they are part of something—or simply another employee?

Do your managers know which employees are frustrated?

Do you know who is quietly considering another opportunity?

Because the biggest risk isn't the employee who tells you they are leaving.

The biggest risk is the employee you never realized was thinking about leaving.

We have all posted a job and received dozens of applications. Some are unqualified. Some are unemployed. Some are unhappy.

But the people companies really want aren't usually applying.

They are the people who already have good jobs.

They are successful. They are employed. They are valued.

And someone is trying to convince them that the grass is greener somewhere else.

Money matters. But it isn't everything.

Let's be honest: people do leave for more money.

But money isn't always the reason.

People leave bad managers. They leave organizations where they feel invisible. They leave when their contribution is taken for granted. They leave when they stop seeing a future.

And sometimes, they leave because nobody bothered to ask them what would make them stay.

Employers can't control everything. Some people simply want a change. Some will receive an offer that you cannot—or should not—match.

That's business.

But there is plenty you can control.

You can create an environment where good people want to stay.

You can communicate.

You can recognize contribution.

You can invest in development.

You can listen.

And perhaps most importantly, you can know who your critical people are before somebody else does.

So here's the question:

Can you afford to lose your best people?

Not just the cost of replacing them.

Think about the project knowledge that walks out the door. The customer relationships. The credibility. The leadership. The productivity. The people they influence.

Then think about what happens when your competitor gains all of that.

Some employee turnover is healthy. Some people need to move on, and sometimes everyone is better off when they do.

But losing a great employee because you weren't paying attention?

That's a management failure.

The construction industry is getting busier. The demand for talent is increasing. And the companies competing for your best people aren't going to wait until you are ready.

They are already looking.

So look around your organization.

Know your people.

Know your risks.

And know who you cannot afford to lose.

Because when the phone rings and your best project manager tells you they've accepted another offer, it's already too late to start asking what you could have done differently.

Don't be the last to know.