IndustryPassing the Torch: Transferring Knowledge to the Construction Workforce of the Future

Even in the face of these hurdles, 84% of industry stakeholders are optimistic about the future. Companies are implementing new technologies, such as drones, robotic lifters, and even AI tools, to make worksites safer and workers more efficient. They're facing the challenges head-on and embracing solutions that will enable them to build and complete projects at today's demanding pace. The most successful of these companies are even redefining what it means to be a construction worker, making programmers, analysts, and project managers the face of the industry alongside pipe fitters, electricians, and heavy machinery operators.

If we want to empower the next generation of builders and create a stronger, more resilient industry, we must lean on solutions that enable junior and senior employees to share knowledge and access data more reliably. Only then can we truly start to build and grow the construction workforce of tomorrow.

Bridging the knowledge gap

Our senior supervisors and workers are some of the industry's most valuable resources. Each one has a wealth of knowledge built up over decades of formal training and on-the-job experience. That comes in both technical expertise and the leadership skills necessary to keep crews aligned and working at their best.

When those senior employees retire, they stand to take all of that knowledge with them, so it's imperative to transfer as much of that knowledge to the next generation as possible.

Traditional, in-person training methods are no longer enough to meet the demands of the modern construction industry. They cannot scale efficiently or provide real-team access to expertise when field teams need it most, and they lack a necessary level of interactivity to ensure site-critical skills transfer while reinforcing good, safe habits.

Hands-free technology and AR/VR can bridge this knowledge gap at scale. With these tools, a senior employee with 40 years of experience no longer needs to spend valuable time traveling to individual worksites or training centers with class size limitations. Instead, they can slip on a headset and interact with hundreds - or even thousands - of employees remotely, guiding multiple sites or solving complex problems in a hazard-free environment. These connected platforms automatically sync expertise across jobsites, eliminating the back-and-forth that typically delays problem resolution and reduces project efficiency.

And they'll no longer have to rely on gut instinct or experience alone - they'll have access to a connected platform full of data to make solutions clear to everyone involved on a construction project. That means more opportunities to empower and reinforce decision-making at every level, giving more people on the jobsite a chance to step into leadership with confidence.

Reinforcing knowledge delivery through culture

Integrating technology into training workflows must be done with care and consideration, especially with regard to generational differences. Tenured employees may see their familiar methods replaced by tablets or VR headsets with minimal explanation or training. Junior employees, who are more likely to be digital natives, may be dissatisfied when tech doesn't solve their problems - or introduces new ones. This friction creates conflict, not just between generations of workers, but between the worker and the job itself, too.

96% of construction leaders say they've experienced generational challenges like the one described. This signifies deep, institutional knowledge transfer hurdles to overcome, and requires a cultural shift based on knowledge sharing and communication between senior and junior employees.

Any successful implementation starts with integrated systems that support existing workflows rather than disrupting proven field operations. Tools are not implemented merely for their own sake, but because they make it easier for employees to learn, access data, and share knowledge. Access to mentorship and best practices must be seamless; otherwise, your new employees won't be able to work to their full potential.

Workers should also be given opportunities to provide feedback so you'll know what's working and what needs to improve. Regular iteration on and analysis of these knowledge-sharing processes will give you more data to work with, guiding future decisions on tech integration, cultural development, and more.

Career pathways for next-gen construction pros

Making improvements to knowledge sharing isn't just about creating a better-equipped, more efficient workforce - it's about making a healthier, more satisfied one, too.

Currently, this isn't always the case. 45% of construction business leaders say that burnout is the number one reason people leave their companies, with that concentration being even higher among medium-sized (50-500 employees). Additionally, work-related stress factors that potentially lead to burnout include long hours and unpredictable schedules (35%), wage issues (24%), and limited career advancement opportunities (23%).

Overhauling the ways new employees access critical knowledge can alleviate many of these issues. With real-team project data and connected systems, supervisors can better predict jobsite conditions. Companies can also give a career boost to junior workers by providing seamless access to senior expertise through integrated platforms that reduce administrative work and accelerate skill development.

These holistic improvements to training and upskilling solidify construction as a long-term career path, one that is capable of providing new opportunities for growth and job security as the previous generation begins to retire. Making investments to empower your workforce now will create digitally-enabled career advancement pathways that attract and retain the next generation of construction professionals.