By Allan McGill, Wallace Whittle MD
LAST year’s Autumn Budget announced a raft of measures to strengthen pathways for new construction recruits; free training for under-25s, funding allocations and tax breaks, were among the positive steps taken. More recently, there have been further announcements of higher education reforms, that would support more apprenticeships and T-Level courses. And involve schools earlier on in the process to ensure more young people have a clear idea of their future.
While these recent government measures are welcome, solving construction’s skills gap requires more than funding; it demands a co-ordinated, long-term shift in perception, capacity and progression.
To understand the scale of the mountain we have to climb, we must look at the data. Despite the government’s push, CITB (Construction Industry Training Board) figures suggest that the UK needs an additional 251,500 extra workers by 2028 to meet demand. Yet, the perception of the ‘muddy boots’ trade persists and the amount of support for apprenticeships is lacking.
Race for a space
In recent years, apprenticeships have become highly competitive. It is not unusual for our teams at Wallace Whittle to receive sometimes over 100 applications for just a couple of opportunities.
So, the challenge certainly isn’t in the interest for these roles – in actual fact, with an increasing concern for what universities can offer as further education, apprenticeships are becoming incredibly popular. UCAS data has previously shown that more than 50% of students in Years 9-12 now say they would consider an apprenticeship, valuing the ‘earn while you learn’ model and the guarantee of practical experience. But more recently, more than 60% of applicants ended up not progressing with an apprenticeship as they could not find one in their preferred location.
The challenge is, when there is this level of interest, particularly in construction, the sector needs to respond with more capacity and a long-term commitment rather than risk losing that momentum. The next generation needs to see construction as a route into a modern, tech-driven, sustainable career; if they don’t, then uptake will be flat. However, for this to be feasible, more resource does have to be offered to all sizes of businesses, and in a wide choice of geographical areas.
Changing perceptions
Crucially, we need to move away from the narrative that construction is simply learning ‘a trade’ and instead highlight that the next generation is shaping the future of the built environment, through:
- Digital engineering and BIM: Building the world in a virtual space before a single brick is laid.
- Smart buildings: Integrating AI and IoT to ensure buildings breathe and react to their occupants.
- Low-carbon design: Leading the charge in decarbonising the UK’s aging building stock.
For a generation motivated by climate action and digital innovation, construction is not a fallback career – it’s leading the charge.
At Wallace Whittle, we see first-hand the value apprentices bring. They are ‘digital natives’ who often pick up complex modeling software faster than those who have been in the industry for decades. By investing in mentoring and structured development, we aren’t just filling a vacancy; we are future-proofing our leadership. That investment also means ensuring apprentices earn a real living wage and have protected, fully funded time to attend college or university, making sure that the next generation is genuinely valued from day one.
Cross sector collaboration
Fundamentally, what drives successful education, training and career pathways, is a joined-up approach. Not only does this make the process clearer to candidates, but it reinforces the strength of the construction sector and shows the longevity of this industry.
While there are small pockets of construction career guidance given in schools, there arguably needs to be a more substantial and consistent message across the board. There are even discussions around whether there should be a space for construction-based learning on the curriculum.
Financial incentives can support employers to take on apprentices, but lasting impact comes from sustained commitment and cultural change. Our sector should reinforce that responsibility across the industry and encourage more businesses to play their part in developing the future workforce. A big part of this involves instilling a workplace culture that means everyone is involved in apprenticeship support and helping to drive success. This may require additional resources or training provided by businesses, to ensure that teams can and want to be involved in these schemes. For example, at Wallace Whittle when an office hires one apprentice through its own budget allocation, we centrally fund the placement of two additional apprentices at that location.
If we fail to act collectively, we risk losing a generation of motivated, digitally skilled talent. But if we seize this moment, construction can position itself as one of the UK’s most future-facing industries.
