How is the skills shortage impacting the construction sector?

The skills gap in the UK construction sector has been a topic of persistent focus for the past few years. Increasingly, projects are delayed or do not even start because of a lack of properly skilled professionals.

RICS' Surveying skills report 2025 found that 87% of respondents felt the skills shortage was a moderate to critical challenge to businesses globally, with the impact felt most in the fields of quantity surveying and infrastructure.

In March of this year, SCAPE published a research report in which they asked 70 local authority leaders and 63 English council heads of service what are the key issues putting council construction pipelines at risk; 40% of respondents identified the skills shortage as a major barrier to project delivery.

'The construction skills shortage is widely discussed across the industry, but its impact varies significantly depending on location and practice size. 

'At Penfro Consultancy our most immediate pressure is difficulty in recruitment.

'Being based in West Wales and operating in rural communities, we feel the skills shortage across all professional and trade capacity on most projects.

'Many graduates understandably gravitate towards larger cities and major consultancies, drawn by high-profile projects and perceived career opportunities.

'Smaller regional practices are often competing for a limited pool of candidates who are passionate about building or continuing their careers outside urban centres.'

Rachel Coleman, director of market intelligence at Turner & Townsend, said that 'Surveyors need to develop skills that go beyond traditional cost management, being digitally proficient and fluent in both financial and carbon metrics to ensure that carbon is embedded as the second currency of construction'.

Construction is increasingly intricate, with greater demands on the individuals involved and the sector as a whole than ever before. Therefore, the number of workers required and skills involved have also increased.

'In housing delivery, expectations keep growing. We need to build more complex, more sustainable and safer homes, while adding social value in the communities we serve. Without enough skilled people, meeting these demands becomes increasingly difficult,' notes Hugh Jeffery of Wates.

'Shortages are felt across our business, particularly in traditional trades like roofing, in low carbon technologies and in site management.'

Jodie identifies a similar trend: 'Maintaining sufficient levels of capability across consultants, contractors and the wider supply chain is becoming increasingly challenging, especially as projects cross over into more MMC [modern methods of construction], renewable energy schemes and specialist engineering projects. 

'Developing the next generation of professionals is essential for continued provision of these professional services.'

'The reality is that RIBA Stage 5 project delivery across the built environment benefits from a strong local presence, local knowledge and regular on-site engagement.

'This is particularly true when working across rural areas, where projects often rely on close collaboration between small professional teams and specialist firms.

'Post-pandemic relocations, including my own from Cardiff to Pembrokeshire after 12 years, have benefited Penfro as a practice. It has also allowed me to achieve RICS chartership supported by Penfro's mentoring and created access to a breadth of opportunities across a varied client base.

'For the industry to achieve sustainable long-term growth, we must continue challenging systemic barriers to entry by supporting hybrid working, flexible career pathways and meaningful mentoring and professional development opportunities.'

Both Jodie and Hugh believe that in order to attract new starts to the profession, it is important that surveying firms and members take a proactive approach to the issue.

Wates runs several early career programmes 'including apprenticeship and graduate programmes across construction and development disciplines. These structured routes help build a diverse and resilient workforce'.

However, in addition to attracting new starts, the industry must focus on retraining existing staff, says Hugh.

'Alongside attracting new talent, upskilling our teams remains vital. We focus on leadership and emerging skills including artificial intelligence, while staying up to date with building safety regulations.

'Professional qualifications are central to our development approach.

'We support surveyors and project managers through their APC and encourage them to mentor others. Membership of the RICS provides access to continuous training and cross sector development.'

On a personal level, Hugh notes that he has 'enjoyed serving as an assessor and now chairing the APC process, and I would recommend it as a way to support the next generation while keeping informed about changes in the sector'.

When thinking about developing the next generation, we should also focus on 'retention of our skilled professionals within rural areas, providing opportunities for people to live and work within their communities while supporting local economies,' says Jodie.

'Addressing the skills shortage in surveying as a whole across the industry will require continued promotion of surveying careers and clearer pathways into the profession with fewer barriers to entry.

'This includes continued promotion and encouragement of girls and women into the industry.

'Encouraging graduates and trainees from all areas and specialisms to consider careers in regional practices, not just major cities, is vital to ensuring the surveying profession attracts and retains the talent it needs to support projects across the built environment. 

'As surveying professionals, we are all uniquely positioned to lead the transformation needed through championing initiatives to improve accessibility, support new training models and advocating for policy that addresses regional skills gaps. 

'All of this will help ensure that we foster the industry to be inclusive, skilled and capable of meeting the demand of tomorrow's built environment.'