Why young people do not stay in construction

The construction industry has long been aware of its skills shortage. It is discussed at conferences, referenced in policy papers and regularly highlighted on platforms like this. Yet beneath the headline issue lies a more uncomfortable truth - it is not just about attracting young people into construction - it is about why so many of them choose not to stay, writes John Ridgeway.

According to the Construction Industry Training Board (CITB), the UK construction industry needs over 225,000 additional workers by 2027 to meet demand. That figure alone suggests a pipeline problem. But recruitment is only half the story. Retention is the real challenge.

While apprenticeships and entry routes into construction have increased, many young people leave the industry within the first few years. Research from the Chartered Institute of Building (CIOB) has highlighted that early-career attrition remains a significant issue, particularly among those under 30. This raises an important question. If construction is successfully attracting young people, why is it failing to keep them?

Expectation vs reality

One of the biggest issues is the gap between expectation and reality. Construction is often presented as a dynamic, rewarding career with opportunities for progression, good earnings and hands-on experience. While all of this can be true, the day-to-day reality for many young people entering the industry can be very different.

Long hours, early starts and physically demanding environments are part of the job. But beyond that, there is often a lack of structure, unclear progression pathways and inconsistent support.

A report by Go Construct found that many young entrants feel unprepared for the realities of site life, particularly in terms of working culture and expectations. For some, this leads to disillusionment. For others, it simply confirms that the industry is not what they expected.

Site culture still matters

Culture remains one of the most significant barriers to retention. Construction sites are improving, but they can still be intimidating environments for young people, particularly those new to the industry. The hierarchical nature of site teams, combined with pressure to deliver programmes, can make it difficult for new entrants to find their place.

The Health and Safety Executive (HSE) has repeatedly emphasised the importance of supportive working environments, noting that poor workplace culture can impact both safety and wellbeing.

For younger workers, this is particularly important. A lack of mentorship, limited feedback and in some cases, outdated attitudes can lead to individuals feeling undervalued or overlooked. In an era where workplace culture is a key factor in career decisions, construction cannot afford to ignore this.

Another major factor is the perception and often the reality, of limited career progression. Unlike some industries where career paths are clearly defined, construction can feel fragmented. Progression is often dependent on experience rather than structured development and opportunities can vary significantly between companies.

According to the Royal Institution of Chartered Surveyors (RICS), clarity around career pathways is critical in attracting and retaining talent, yet this remains inconsistent across the sector. For young people, particularly those entering through apprenticeships, the question is simple - what comes next? If the answer is unclear, many will look elsewhere.

Pay, perception and stability

While construction can offer competitive earnings, this is not always immediately apparent to those entering the industry. Entry-level roles can be relatively low paid compared to other sectors, particularly when factoring in the physical demands and working conditions. At the same time, the industry is often perceived as less stable than others, with work tied to project cycles and economic conditions.

The Office for National Statistics (ONS) has shown that construction employment can fluctuate more than many other sectors, particularly during economic downturns. For younger workers seeking stability and long-term security, this can be a deterrent.

Construction also continues to struggle with its image. Despite significant efforts to modernise perceptions, many young people still view the industry as:

• Physically demanding
• Male-dominated
• Lacking in innovation

This perception does not always reflect reality, particularly as digital tools, sustainability and modern methods of construction become more prevalent. However, perception matters.

Research by CITB has found that careers advice in schools often fails to present construction as a viable or attractive option, particularly when compared to sectors such as technology or finance. Even when young people do enter the industry, these perceptions can influence whether they choose to stay.

The skills v support gap

There is also a growing recognition that training alone is not enough. While apprenticeships provide technical skills, they do not always equip young people with the broader support they need to succeed. This includes:

• Confidence building
• Communication skills
• Understanding workplace expectations

The Education and Employers Taskforce has highlighted the importance of employer engagement in supporting young people transitioning into work, noting that early workplace experiences can shape long-term career decisions. In construction, this transition is often abrupt, with limited structured support.

If the industry is serious about retention, it needs to address these issues directly. First, there needs to be greater honesty about what construction involves. Setting realistic expectations can help ensure that those entering the industry are prepared for the realities of the job.

Second, site culture must continue to evolve. Supportive environments, strong leadership and effective mentorship are not optional - they are essential. Third, clearer career pathways are needed. Young people need to understand how they can progress, what opportunities exist and how they can develop over time.

Fourth, the industry must continue to improve its image, particularly in schools and colleges. This means showcasing not just the work, but the opportunities, innovation and long-term potential.

The construction industry does not have a shortage of interest. It has a shortage of retention. Attracting young people is only the first step. Keeping them requires a different approach - one that focuses on experience, support and long-term development. Because ultimately, the question is not why young people are not joining construction. It is why, once they do, that so many decide not to stay.