Improving staff engagement in the UK construction industry is crucial for enhancing productivity, safety, and overall project success. This article explores key strategies and best practices to foster a more engaged workforce in the construction sector.

The state of Employee Engagement in the UK remains low, with only around a third of workers reported as being highly engaged, and productivity continues to lag nearly 20% behind that of other G7 countries, even with recent increases. Increased economic uncertainty means improving engagement, and associated productivity gains, is a vital activity to support the wellbeing of both our people, our industry, and our economy.

In the construction sector, according to the Office of National Statistics (ONS) productivity has changed little in the last 50 years, despite significant advances in working practices and technology.

An ONS Report on Productivity in Construction 2021 highlighted the following:

    1. Direct costs of avoidable errors are estimated to be around 5% of project value, equating to approximately £5 billion per year.
    2. When including unmeasured and indirect costs, estimates of the total cost of poor quality and errors rise to 10-25% of project costs, potentially exceeding £20 billion annually.
    3. Construction productivity has lagged far behind other sectors for decades. While output per hour worked across the whole UK economy rose by 28.8% between 1997 and 2020, it fell by 7.3% in the construction industry over the same period.

As highlighted above poor productivity in the UK construction sector has significant economic cost at both the micro and macro level.

The Importance of Employee Engagement in Construction

Employee engagement in the construction industry goes beyond the typical 9-to-5 work schedule. Engaged construction workers are emotionally invested in the success of their projects, the well-being of their team members, and the overall safety of the construction site. This emotional involvement leads to a more productive and cohesive work environment, contributing significantly to project success.

Below I have listed some of the key factors that have an influence on employee engagement.

Leadership and Communication

Strong leadership is fundamental to improving staff engagement. The best managers in construction are not just supervisors, but leaders who inspire and lead by example. They take an active interest in their employees’ development and learning, making team members feel valued and appreciated. Effective communication is equally crucial. Regular team meetings and toolbox talks keep staff up to date on project-related issues. However, it’s essential to go beyond immediate team communication and ensure that important corporate messages reach all employees, not just office-based staff, consistently.  In my experience, this an area where more needs to be done to ensure all staff are made to feel they belong.

Safety and Risk Perception

Engaged employees demonstrate heightened alertness and keen risk awareness on sites. By fostering a culture of engagement and vigilance, construction companies can significantly enhance workplace safety.

Proactive Participation

When employees are engaged, they take ownership of their responsibilities in maintaining a secure environment. This proactive involvement includes reporting near misses and suggesting safety improvements, which is a critical factor in accident prevention.

Strategies for Improving Staff Engagement

1. Leadership Commitment

Senior management must explicitly support and engage with workplace initiatives. They should champion working arrangements that support employees, such as training and mentoring schemes. Making executives visible to the workforce and committed to change can significantly boost engagement levels.

2. Regular Feedback Meetings

Implementing frequent “catch-ups” between managers and team members, on a monthly or quarterly basis, can help keep employees engaged. Studies have shown that switching to quarterly “check-ins” can reduce employee turnover by up to 30%.

3. Effective Communication Channels

Utilise digital communication channels to reach site-based workers effectively. Solutions like mobile news feeds, SMS alerts, and push notifications can provide all employees with equal access to corporate messages. This approach ensures that even site workers receive the same information as their office-based colleagues.

4. Clear Objectives and Key Results

Implement the Objectives and Key Results (OKR) methodology to set clear, cascading goals from the company level down to individual objectives. This framework helps employees see how their actions impact broader organisational goals and can be linked to training and development plans.

5. Work-Life Balance

Encourage activities outside of work to promote a healthy work-life balance, for example, organise social events, golf, bowling, cycling days, for employees. Such initiatives are particularly important in the construction industry, where work can be physically demanding and often isolated.

6. Recognition and Rewards

Celebrate and reward great pieces of work to show appreciation for employees’ efforts. Confidence is a powerful motivator, and recognising employees in meaningful ways demonstrates genuine care for their contributions. In my experience, taking the time to give recognition pays huge dividends and helps with increased employee engagement.

7. Training and Development Opportunities

Provide ample opportunities for skill development and career progression. Clear paths for advancement can significantly boost engagement by showing employees that the company is invested in their long-term future.

8. Empower Employees

Encourage distributed leadership models, especially in SMEs. Many construction company leaders are hesitant to delegate core business planning responsibilities, but empowering employees can lead to more sustainable and thriving businesses.

Conclusion

Improving staff engagement in the UK construction industry is a multifaceted endeavour that requires commitment from all levels of an organisation. By focusing on strong leadership, effective communication, safety awareness, and employee development, construction companies can create a more engaged, productive, and satisfied workforce.

The benefits of a highly engaged construction workforce extend beyond individual job satisfaction. They contribute to safer work environments, higher quality outputs, and more successful project delivery. As the construction industry continues to face challenges such as skills shortages and technological advancements, fostering a culture of engagement will be crucial for companies looking to thrive in an increasingly competitive landscape. By implementing the strategies outlined in this article and continuously adapting to the needs of their workforce, construction companies can build a foundation for long-term success, one engaged employee at a time.

• Paul McDevitt is managing director or McDevitt & Co