Construction courses must build skills by offering onsite experience

The huge skills gap in the UK construction industry is having a direct effect on many aspects of the sector, from rising labour costs to low housebuilding levels. The Chartered Institute of Building recently reported that 170,000 new recruits are needed by 2021 to keep up with demand. As Brexit looms, if the sector doesn’t respond proactively, it risks fuelling a perfect storm that will limit our construction capacity even further.

We need to change our approach to higher education if we are to attract the best talent. In particular, we need a new generation of site and contract managers with the knowledge, practical skills and autonomy to get things done.

Construction courses place far too much emphasis on academic achievement, rather than practical experience. To address this, the government has allocated £22m to practical construction training.

While this goes some way to help improve onsite skills, it is vital to make changes to the structure of university courses, many of which do not provide training for dealing with real onsite scenarios. By focusing too heavily on theory, the industry risks producing a new generation of future leaders who struggle to work proactively and pragmatically.

Of course, students need to learn the theory for working on construction sites, but without rigorous practical sessions and application of knowledge they will never build the right skills. Closer collaboration between universities, contractors and companies is crucial. We need a dialogue that positions construction as a desirable, professional career and showcases the variety of roles available.

The large responsibility for initial professional development is passed on to the construction firms hiring new talent. It is soon evident when someone has little or no onsite experience, and bringing them up to standard is costly and time-consuming.

A fundamental change to the structure of construction higher education is one answer. Four-year courses present a much stronger learning path, incorporating three-year academic learning and a one-year placement. Spending six months industry training as a site manager and another as a contracts manager would ensure a comprehensive level of understanding and produce a higher quality of future leaders. As with law courses, where a mix of theoretical work and hands-on experience determines success, this will help to redress the balance in construction education and attract higher-calibre applicants.

Many young site and contract managers have the enthusiasm and passion for the job, but are let down by academia. It is time to get them on site as early as possible and tackle the issue head on.