As residential construction employers consider the skills that they require within their companies, they have to tap as many labour pools as possible. As a result, they are managing a much more diverse workforce, with respect
to age, gender and ethnicity:

“Millennials” born between 1981 and 1999 have more choices than any other generation; they like to work in teams, love the latest technology, and need to feel noticed, respected and involved.

Mature/older workers are becoming more important as a source of skills and need to be accommodated with flexible schedules and protection for pensions.

Mid-career workers are looking for change
and development

Single mothers, women returning to work, and older women also represent key sources of talent that are greatly underutilized in residential construction.

Young Aboriginal people are a growing source of workers and benefit from supports such as job coaches and basic skills training.

A “one size fits all” HR plan is not what workers are looking for. Flexibility in work arrangements, hours, and benefits is essential. Important factors are what the future looks like in the organization, the way that the leaders behave and model organization values, and whether employees have the tools and resources to be productive.


Managers and supervisors are key in residential construction as elsewhere. The most progressive owner or CEO can be of no use if not reinforced by good managers. In “30 Reasons Employees Hate Their Managers”, Katcher and Snyder (2007) concluded that employees are treated like children; they are not respected, are not receiving what they really need and feel unappreciated. One study found that 79
percent of employees who quit their jobs cite a lack of appreciation as a primary reason for leaving. A manager’s ability to recognize employees’ talents and contributions in an intentional manner is critical for retention.

There are no “quick fixes” – employers have to look long-term, be strategic and comprehensive, and not just focus on tomorrow or on one talent pool. Companies need to:

Be a company that people want to work
for - an “employer of choice”.

Select the right people in the first place.

Get them off to a great start.

Coach and reward to sustain commitment.

Increase awareness among CHBA - Alberta members of the importance of improving retention in their companies. Identify and communicate strategies to support retention of employees. Participate in Alberta Construction Sub-strategy retention initiatives.

CHBA - ALBERTA - SLD:
www.chbaalberta.ca

“Finders & Keepers: Recruitment and Retention Strategies”. Alberta Human Resources and Employment (2003):
www.alis.gov.ab.ca

“Winning the War for Talent: Attracting and Retaining the New Workforce”. Hewitt Associates (2006):
www.hewittassociates.com

“Retaining your Key Talent”. Hay Group (2006):
www.haygroup.com

Here are some ways for businesses to retain
and motivate workers:

Adopt explicit positive values with input from employees.

Have a reward and recognition system, and be a role
model for it.

Model and stimulate passion among staff – find out who they
are and why they are working for you.

Train, empower and hold managers accountable for retention.
Do your homework on turnover – measure it so you can manage
it; find out why employees leave and conduct “stay interviews”.

Foster a learning organization and support employee development.

Participate in the community – commit employee
hoursm to community efforts.

Use “onboarding” – the process of linking with workers during
their first year; the stronger the onboarding process, the lower
the new-hire turnover.

Create safe workplaces and support a work-life
balance for employees.