To overcome these obstacles, companies must develop
formal learning and engagement plans that leverage new
technologies, methodologies, and outcomes.
By listening to their Millennial employees (and recruits)
as well as factoring in their individual career aspirations
and plans, construction companies can develop individual
training programs that can help strengthen the entire
Specific Action Items
• Carefully assess existing learning plans and employee
development processes. Employees need to understand
what their career can look like long-term with your
• Look for gaps in these processes and determine
how to fill them and ensure a more complete and
comprehensive employee development experience.
• Develop well thought-out career plans that allow
employees to understand the knowledge and skills
they will need to progress through the organization.
Without clear career plans, Millennials may feel like
they have plateaued or are stuck and seek their next
opportunity outside of your company.
Innovation is critical to a company’s survival, growth, and
long-term competitiveness. Ensuring a culture of and focus on
innovation within talent development programs will help foster
new ideas and create a competitive advantage in the long run.
Millennials in particular are eager to participate, bring fresh
ideas to the table, and contribute on important issues. Having
a communication platform in place where all employees can
provide their ideas and suggestions around strategic business
issues will help build an innovative and engaged culture across
Specific Action Items
• Develop a communication platform where all
employees can provide ideas and suggestions
around strategic business issues as well as concerns
about less effective characteristics of the corporate
• Incorporate innovation within talent development
programs. Leverage innovation to connect older
and younger employees.
• Promote a collaborative and transparent work culture
that is open to new ideas and suggestions.
Millennials: Change Agents for the
By 2020, the U.S. Bureau of Labor Statistics predicts that
nearly 50% of the U.S. workforce will consist of Millennials.
By 2030, Millennials are expected to make up 75% of the
Rather than focusing on outdated stereotypes, employers
in the construction industry should take the opportunity to
develop workplaces where top talent across all generations can
shine and thrive. Now is the time to capitalize on the strengths
of Millennials instead of focusing on obsolete stigmas. (See
Exhibit 4 on page 22.)
Starting with a clear and inspiring vision, leaders can pave
the way for long-term employee engagement and weave
human capital strategies into the construction industry
Author’s Note: This article was adapted from “Millennials in
Construction: Learning to Engage a New Workforce.” The
2015 FMI Industry Survey.
Copyright © 2016 by FMI. All rights reserved.
This article first appeared in CFMA Building Profits.
Printed with permission.
2. “Talent Sustainability Report: The CHRO View From the Front Lines of
the War on Talent.” HR Policy Foundation. April 24, 2015.
3. Page, Molly. “How Millennials Are Changing the Way We Work.” Thin
Difference. June 20, 2015.
4. FMI’s “Incentive Compensation Effectiveness Study – the 2013 U.S.
Construction Industry Incentive Compensation Survey.”
5. Brodzik, Christina. 2015 Global Human Capital Trends. 2015 Engineering
& Construction Conference. June 2015.
SABINE HOOVER is the Content Director for FMI
Corporation, headquartered in Raleigh, NC. Sabine
leads FMI’s content and thought leadership efforts, and
is responsible for corporate branding and messaging.
Sabine has more than 10 years of experience focused
on the engineering and construction industry.