Construction industry needs to cultivate future leaders

By Bruce D’Agostino

Bruce D’Agostino

With baby boomers reaching retirement age, there is a question of who will step up to fill key leadership roles in construction.

We, as an industry, need to help students by delivering basic knowledge consistently and quickly to reinforce and expand on what they’ve learned in school. We also need to help newcomers by matching them up with senior mentors who can guide them as they select career paths.

The construction industry faces a perfect storm of events that will create challenges, particularly in regard to the industry’s future work force.

According to industry experts, the future will bring an increased need to replace aging infrastructure and a rising emphasis on global construction. Both will require a bigger work force and, more importantly, a knowledgeable group of professionals trained to manage ever-more-complex projects.

Unfortunately though, the average age of the work force hovers around 40, in part because younger generations of workers shied away from the construction industry.

The good news for young professionals and students entering the field of construction management is that this worker shortage creates a high demand for talented and well-trained individuals.

“This is a great time to be starting a career in construction management,” said Bill Van Wagenen, construction services director for Colorado-based CH2M HILL and chairman of the Construction Management Association of America. “It’s important that the industry take advantage of all these eager students coming out of school and help them transition into the work force.”

CMAA’s Construction Manager in Training program is finding a solution to the leadership shortage issue.

The program introduces and reinforces the basic principles of construction management to entry-level or new employees and helps professionals craft career goals that guide future leaders in the right direction.

The program assesses students to help them identify areas in which they need extra help and pairs them with a mentor to develop methods to strengthen weaknesses.

Larry Smith, of the U.S. Army Corps of Engineers, volunteers as a CMAA mentor. He said he finds helping someone understand the duty and responsibility of the profession rewarding.

“This process begins by listening to and developing the protégé’s career goals,” he said. “Once goals are set, you show individuals the path for their new career. A mentor showsexcitement and encouragement of the protégé’s progress through continuing education and appropriate work experiences.”

The CMIT program is just one way that CMAA is working to create a strong work force for tomorrow.

The industry as a whole should encourage young people to enter into construction management careers and help create opportunities for training and retention.

Bruce D’Agostino is president and chief executive officer of the Construction Management Association of America. CMAA is a Virginia-based organization that works to promote and enhance leadership, professionalism and excellence in managing the development and construction of projects and programs.