Building a Brighter Future: Attracting Talent to the Construction Industry

In the face of ongoing labor shortages, the construction industry is at a critical juncture. “We need more people to come into our industry, but we have to make construction attractive for them to come,” says Abrar Sheriff, a seasoned executive who recently took on the role of president of a new construction services business line while continuing as president and CEO of Turner International. His insights highlight a pressing need for the industry to evolve and adapt to attract the next generation of skilled workers.

Sheriff emphasizes that investing in employee resources and development is essential for creating a welcoming environment. “Construction is hard as is,” he notes. “The biggest thing we feel as a company is creating the right environment where people feel respected.” This sentiment underscores the importance of fostering a culture that values collaboration and connection among employees. By creating more avenues for workers to engage with one another, companies can significantly enhance teamwork and morale.

The challenges of the construction industry are compounded by the realities of project timelines. “They are working, they are away from their families; a typical project lasts two years,” Sheriff explains. “So we feel we have to make our sites more attractive, our industry more attractive.” This perspective highlights the need for companies to not only focus on the work itself but also on the overall experience of their employees.

"Construction is hard as is. The biggest thing we feel as a company is creating the right environment where people feel respected.”

— Abrar Sheriff, Co-chair of Construction Inclusion Week 2025

Turner is a founding member of Construction Inclusion Week, an initiative launched in 2020 alongside industry leaders such as Mortenson, McCarthy Building Cos., Clark Construction Group, Gilbane Building Co., and DPR Construction. This annual event promotes diversity, equity, and inclusion across the architecture, engineering, and construction (AEC) sector, sharing strategies on workforce recruitment, retention, and the establishment of resource groups. Since its inception, more than 3,000 companies have participated, and Sheriff anticipates even greater involvement this year.

Looking ahead, Sheriff is optimistic about the future of the industry. “In the next three to five years, we feel workforce needs are only going to increase,” he states. “As long as people come into our industry—that’s what matters. It doesn’t matter who they are working for. Everybody works together.” This collaborative spirit is essential for building a robust and diverse workforce that can meet the demands of an evolving industry.

In conclusion, as the construction sector grapples with labor shortages, the call to action is clear: creating an attractive and inclusive environment is vital for drawing in new talent. By prioritizing respect, collaboration, and employee well-being, the industry can pave the way for a brighter future, ensuring that it remains a viable and appealing career choice for generations to come.