our industry. We should not only show the things that we’ve always done but we should show the tools and methods that we use now, like drones, lasers and ground penetrating radar. I believe that if we show our desire to encourage advancement and offer training, it will naturally show career advancement. John Herrera: To combat the perception that construction is “old school,” companies need to actively highlight their use of modern technology. Sharing videos and case studies of innovative projects that utilize drones, robotics and virtual reality can be incredibly effective. But more than that, showcasing success stories of employees who started in entry-level positions and advanced to leadership roles can make the audience feel proud and inspired. This provides tangible proof of growth and demonstrates that a long-term, rewarding career is within reach. How can we include more people in construction and make the industry a place where they want to stay and grow? Freehley Buster: It starts with focusing on the individual. We need to be transparent about what it really means to work in construction and break down the perceived barriers to entry. There’s a place for everyone in this industry — whether it’s in the field, in management or in support roles. We need to actively educate people on what it does and doesn’t take to succeed here. Once again, we are our own best recruiters. It’s on us to help others understand and see themselves in this work. Megan Collins Vidal: We can include more people in construction by continuing to support growth and opportunities within the market and our organizations. This means connecting with clients who understand the industry and the need for experience and growth. Engaging experienced contractors working with trade partners and smaller general contractors to get their footing, gain experience and grow together. And finally, fostering community within the industry can be difficult when so much of it is based on competition, but relationships and being a resource for others can help bridge the gap. Zach Beck: When it comes to including more people in the construction industry and making them want to stay, I think we need to make people feel like they truly belong — make people feel like they are heard and show people that when mistakes are made, there are learning opportunities instead of acting like it’s the end of the world. My managers have asked what my goals are and when I’ve told them, we have created those paths as well as goals I need to accomplish in order to get me into an advantageous position. Those personalized paths have made me feel like I belong and that I’m heard. What keeps you motivated to stay in the construction industry? How can we better communicate those rewards to people outside the industry? Devin Hutton: Construction is an industry that is always growing. I’ve always liked the fact that there always seems to be new things to learn. New ideas on how to approach tasks or new material on how to do a task you’ve done for years. It’s a career where, day to day, you could be doing something completely different. Freehley Buster: I went to a four-year state college, earned a management degree and worked in hospitality before moving into construction. That outside experience helped me appreciate what this industry offers: endless opportunities, the ability to control your own path and real, tangible rewards for hard work. If we want to attract others, we need to highlight those elements — the autonomy, the impact and the clear connection between effort and reward. Megan Collins Vidal: I am motivated by all the facets that it takes to bring the pieces together and the role I play in that. I think that we can better communicate the rewards by continuing to prioritize recruiting and advertising career opportunities to younger individuals. The use of testimonials and shared experience goes a long way. Zach Beck: It’s actually really easy for me to feel motivated! I have an overwhelming sense of pride whenever I finish something. As long as I can physically see what I’ve accomplished at the end of the day, I’m happy. At the end of the job, I can drive by that building and show my family and friends. They don’t really understand it, but they weren’t the ones who worked on these sites. Really, I think the best way to communicate those things to people outside of the industry is mainly on a personal level. I often express that in our industry, we actually leave something behind. Buildings like schools, hotels and hospitals are used by people every single day. It’s a legacy. How does leadership today contrast with the past? Devin Hutton: I think the major difference between today and the past is how we are training our future leaders. I think we are being shown in better detail how to work and operate in the field. I think our leadership asks the question: “How can I help you?” more than “How can you help me?” Megan Collins Vidal: I believe that leadership today is more focused on the human element of the workforce and the need to continue to attract and retain talent. As companies have expanded and grown across regions, it is more important than ever that the brand they worked to build is maintained through expansion. In 20
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