The UK construction industry is facing a significant skills gap, which is not only slowing productivity but damaging the sector itself and the wider economy.
Many respondents to RICS' UK Construction Monitor frequently cite a lack of skilled workers and skills training as barriers to taking on more work. But what is the experience of companies who come face to face with the skills gap when they look to hire new staff and expand their offering?
Clarke & Watt Building Consultancy (CWBC) was founded in 2020 and has since grown significantly, doubling its turnover between 2023 and 2024.
The goal for 2025 is to repeat that success, and as such head of operations Ruth Jakeman was last year made responsible for the business' recruitment drive. However, a shortage of skilled candidates has made the process particularly difficult.
Construction Journal: How has the skills gap affected your recruitment drive?
Ruth Jakeman: When I took charge of recruitment, we looked at two main strategies: either taking on a senior surveyor who is nearly or newly chartered, or taking on a more junior surveyor and developing their skills and understanding of the industry from within.
Finding a senior surveyor proved to be incredibly challenging – there were very few responses to our ads on platforms such as LinkedIn and Indeed, and the experience of those who did respond often wasn't right for the business.
The small number of people who did fit the bill wanted quite high salaries, with some non-chartered candidates expecting to start at £45,000. As a firm we feel this is incredibly high, considering they were not chartered and we would consequently need to invest time to support them in becoming an RICS member.
So when this approach proved unsuccessful, we pivoted to focus on more junior applicants. Although we got to offer stage more than once, we were pipped at the post on each occasion by competing firms.
We particularly liked one candidate, but they were offered what we felt was an extortionate salary elsewhere and the opportunity to work in a larger office environment. This suited his needs, but not all firms can offer this.
I am finding graduates with a 2:1 are being employed within a four- to six-week period. As a result, we have to run interview sessions regularly, and offers need to be made as soon as a good candidate is identified. You can't say 'I'll come back to you in a few weeks,' because the market is so competitive.
In the end, it took seven or eight months to find someone. Rather than taking on a graduate, we took on a candidate who was relatively new to the surveying profession but who had extensive experience in construction.
He is completing an RICS Certificate in Building Surveying Practice, and his understanding of building pathology has been an asset to the business. A lot of graduates didn't appear to have that practical knowledge but it is so important, especially at the start of their careers.
I am also finding that companies are doing a lot of retain their staff, so movement within the industry is low, salaries are high and bonus packages are competitive.
I often headhunt through LinkedIn; however, this can be time-consuming as not many surveyors are looking to move. We have considered using recruiters, but they can request fees of up to 17%.
RJ: As I suggested above, we have found graduates lack critical skills: they have limited understanding of building materials and pathology.
My directors, Jordan Clarke MRICS and Samuel Watt, commented that the main element that's missing for graduates is the knowledge and understanding of building pathology.
We have also seen a reduction in the number of students who take a gap year at university. Although completing their degree quicker can seem a positive thing, this affects their professional expertise and understanding of the industry.
Our directors both completed gap years, which helped them get a real sense of how a building is constructed and the work that's required at every stage from a surveyor's perspective.
I have interviewed many graduates, and they have informed me that the final year of their degree is very procedural and focuses on getting people straight into the workplace.
There's a lot of emphasis on what a graduate should earn within a year or two of finishing university; but the figures quoted might not actually be realistic for someone who recently graduated or has very little practical experience.
Universities could do more to set realistic salary expectations and advise students on the amount of writing that the job requires.
Our junior surveyors are still adjusting to the time and effort required to produce detailed reports, undoubtedly one of the most challenging aspects of the role.
Another thing universities can do to better prepare students is offer more hands-on experience and work placements, to underpin their practical knowledge. One graduate told me that he had only been out on site once throughout his whole degree.
'One graduate told me that he had only been out on site once throughout his whole degree'
CJ: Are there any new trends in terms of what graduates are asking for? Do they want to work remotely or nine-day fortnights, for instance?
RJ: A lot of graduates are keen to start their APC immediately, which is great for the industry. However, this is not always realistic in the first year of employment.
We need to set expectations for how intense this process can be. Some graduates need to adjust their mindset after finishing university and stepping into full-time work.
In university, students are to an extent spoon-fed about when assignments are due; but while working full time, if you want to become chartered it's not going to happen straight away.
Even though we do support the process, the needs of the business come first and the route to becoming MRICS takes self-discipline and a lot of self-led work.
In terms of trying to attract people, we are offering competitive packages – a good salary, company benefits, flexible working arrangements and a bonus scheme.
Graduates are being offered these packages from the outset as the market is so competitive.
Since 2020 there has been a shift in culture between working from the office towards working from home.
At CWBC we believe that working together in a collaborative environment enhances learning and ongoing development, so while remote working contracts are desirable we like to ensure they don't hinder our staff's professional development.
CJ: How do you manage the recruitment process and prevent it taking up all your time?
RJ: We take a broad approach to recruitment and ensure we're visible through proactive engagement on LinkedIn and job boards. We continually run a job advert on Indeed too.
We've also engaged with universities and advertise on their internal job boards and attend career events. One very effective way of engaging talent is by maintaining a network and keeping in contact with people on LinkedIn and regular phone calls.
A lot of businesses could benefit from staying in touch with candidates they have interviewed, as not every job will work out. Or perhaps there will be opportunities to work together. It's all about creating a network of colleagues.
I don't look for traditional candidates, for example a graduate or surveyor. It's important to look for transferable skills from within the construction industry, ensuing a more versatile talent pool.
Our most recent recruit, for instance, has a civil engineering degree and has worked as a site foreman on residential and commercial projects. This has given him a vast array of skills and an in-depth understanding of construction materials, costs and methods.
A new recruit is always going to need upskilling, so it's all about having capacity in house to provide that training. We're constantly developing staff through shadowing, continual professional development or guiding surveyors through their APCs.
'A new recruit is always going to need upskilling, so it's all about having capacity in house to provide that training'
CJ: What other skills gaps are affecting business? Are subcontractors understaffed or difficult to get hold of, for instance?
RJ: Because of the range of skills in our business, we don't have to subcontract as much as others might. For our project work, we are fortunate to have a good network of main contractors, which enables us to manage our projects effectively and means our clients are happy.
We don't do in-house valuations; however, we get a lot of enquiries for this and in our experience there's a serious shortage of RICS-qualified valuers across the Yorkshire area.
Another shortage we've encountered is in structural engineering – this part of the industry is definitely lacking in new graduates or candidates with the relevant skills.
Discussions with such colleagues have drawn attention to this shortage as they are finding it hard to recruit, and the challenges they face mirror those we encounter when recruiting surveyors. Some of the firms I work with are having to turn work down as they are unable to fulfil the demand.
CJ: Are you concerned about anything that's anticipated for this year, such as the increase in National Insurance?
RJ: We are always tracking the markets to ensure we proactively respond to changes in the economic climate, adjusting our services to suit.
The changes to National Insurance have made us more aware of the financial impact of increasing headcount, and it is certainly more challenging to balance workload and staffing levels.
Luckily, we have a great team, and everyone wants to see the business continue to grow, so during busy periods we pull together and work well to achieve our goals.
While we strive to keep the costs as competitive as possible for our clients, the increase in National Insurance will, unfortunately, only drive up costs for services across all industries.