Curiosity Over Experience: A Shift in Hiring Practices

The construction industry is in big trouble.

Approaching the"great retirement" of many skilled trades workers among an already sparse hiring pool, the construction industry is up against it. While new jobs added have slowed, especially in residential construction, the need for workers is still a big deal.

Jackie Dube says employers need to look beyond simple qualifications and reconsider how they recruit. As chief of people at The Predictive Index, a platform that leverages behavioral science to help construction and manufacturing organizations make data-driven employment decisions, she says:

“In my experience, the most successful hires are often the hungry ones. People ready to grow beyond what you initially hire them for.”

What are some HR challenges the construction industry is facing this year?

Construction is dealing with some real workforce hurdles. The big one I see is managing multiple generations at work — you've got experienced folks who've been in the industry for decades working alongside new talent who come with fresh perspectives. That's creating some tension around expectations, from how we use technology to when people expect rewards and recognition. Another challenge hitting construction particularly hard is employee well-being. This industry has always been tough, but now we're seeing companies struggle to balance traditional demands with workers' needs for a better work-life fit. And let's be honest — when your team isn't feeling supported or engaged, that affects everything from safety to project timelines.

What does the construction labor market look like right now?

The numbers tell us something fascinating. Yes, open jobs dropped 40% from last year — but that's not the whole story. What we're seeing is that different parts of the industry are moving at different speeds. Non-residential construction firms are hiring at a healthy clip, while residential has slowed down. But what I find really interesting is that we're often looking in the wrong places for solutions. Too many companies are stuck in this mindset of “we need someone with exactly these skills and these many years of experience.” I've learned over my career that this just limits your options. With the industry needing to bring in 500,000 new workers next year, we need to get smarter about how we think about talent. In my experience, when you hire someone who's hungry to learn and fits well with your team, you can teach them almost anything.

What do you think is contributing to the extreme labor shortage?

From what we're seeing, it's a perfect storm of factors. Construction has always relied heavily on a skilled, often foreign-born workforce — about 3 million workers — so changing immigration policies is hitting us hard. Add in rising borrowing costs causing project delays, and many companies are hesitating to make hiring moves. While residential construction is slowing down, other sectors still need talent, and right now there just aren't enough people to fill these roles.

How can construction companies better recruit?

Instead of holding out for candidates with an exact skill match, smart companies are widening their nets. That means looking for people with great attitudes and drive and investing in training them. One construction firm I know completely changed its approach by focusing on behavioral fit and trainability over perfect experience. The result was better retention, stronger teams, and actually saving money on hiring costs. For this strategy to work, organizations must be clear about what their company culture is about. Today's workers want to know what they're walking into. Are you committed to safety? Do you invest in people's growth? Make that part of your recruiting story.

Once new hires are onboarded, how can companies keep them?

My approach to retention is simple — great management makes all the difference. Every person on your team should have regular one-on-ones with their manager. Not just about tasks but about their growth, their challenges, what's working, and what isn't. One of the best moves we made was creating clear paths for people to grow within the company. You'd be amazed how many talented folks we've moved between departments because we spotted potential beyond their current role. In construction, where good talent is hard to find, letting people explore different areas of the business isn't just good for them — it gives you the flexibility to meet changing project needs.

What’s your go-to advice for a company wanting to recruit?

Start by getting really clear about what you value as a company. I always ask: "What kind of attitudes and behaviors help people succeed here?" Technical skills? We can teach those. But curiosity, work ethic, and ability to adapt — those are harder to train.

How can a company know they have the right individual for the job?

Look at early indicators, like whether they are curious, ask good questions, and eager to learn the business. At PI, we do regular one-on-ones every other week with new hires, and good managers pay attention to engagement right from the start. If someone's truly right for the role, you'll see it in how they interact with the team, how they handle challenges and, most importantly, their willingness to grow.