The construction industry is facing a growing labour shortage, with tens of thousands of skilled jobs – including those in deep foundations – projected to open in the coming years. However, construction companies can strategically respond to this challenge by investing in employee career development. This is not only a tool for employee retention and leadership growth, but also a competitive differentiator for attracting talent and a long-term investment in operational strength, safety and reputation.
Worksite Careers was founded in early 2025 by Victoria Morneau and her business partner, Steph Gillies, both of whom spent more than a decade working in the career development field. Morneau personally spent more than a decade at a polytechnic institution known for its trades. Over the years, she and Gillies kept noticing a persistent gap.
“Workers in construction and other heavy industries often seemed overlooked when it came to career support,” said Morneau. “While tech, finance and creative industries dominate career conversations, we wanted to shine a light on the industries that build.” Based both in Calgary, Alta., and Kelowna, B.C., she says this gives them a strong understanding of Western Canada’s unique work culture. “That said, our team is spread out across Canada, and we serve clients across the country, thanks to our virtual services. We offer everything from individual coaching to group workshops, and right now we’re working on a career development course that we’re really excited about.”
Morneau says from the start, they saw how many people were interested in these careers but didn’t know where to begin. “Helping people see their potential and map out meaningful paths is something I found really rewarding. Steph, an award-winning career coach, brings invaluable experience and heart to everything we do. Together we’ve built something that blends expertise with genuine care.”
Services offered
Worksite Careers offers one-on-one coaching, resume and LinkedIn support and career development workshops. “For organizations, we provide career development consulting to support talent growth in ways that align with business goals. We also offer outplacement services during layoffs or transitions, helping employers care for their teams through change. Our outplacement services include resume and cover letter packages, LinkedIn profile creation and job search coaching. Leaders are busy keeping operations running, so we step in to ease the load and support employees with guidance and planning.”
Hiring and retention challenges
One of the key hiring and retention challenges currently facing the construction industry is labour shortages. However, these challenges extend far beyond mere numbers. One of the biggest issues is the lack of a clear path forward for workers. “Many people enter the trades by chance rather than intention, and once they’re in, they’re often left asking, ‘what’s next?’” said Morneau. “Without structured career development, even the most capable workers can feel stuck, and that’s when companies start losing great people.”
Another challenge is retaining quality talent. While it may be relatively easy to get an entry-level job in construction, she says this can lead to a revolving door of workers who aren’t invested in the long term. “Employers often default to promoting from within, but even that can fall short if there’s no clear path or training to support career progression. For example, a foreperson may have the drive and skills to move into management, but if they don’t see an opportunity or roadmap, they might leave the industry altogether, and that’s a major loss.”
There is also a broader perception problem. In our digital world, trades careers are often overlooked in favour of white-collar roles. Construction is sometimes seen as “just a job” rather than the skilled profession it truly is. Changing this mindset is key to attracting and retaining the next generation of talent.
Career development and recruitment
Morneau says offering career development can transform how construction companies attract and retain talent. Key takeaway: public commitment to employee growth positions companies as attractive, long-term employers. “It shows that the company cares about its human capital. In recruitment, highlighting career development programs – such as mentorship opportunities, leadership training or advancement pathways – helps differentiate the company from competitors.”
For workers in labour-intensive roles, knowing that the job they’re in today could lead to something more – like a supervisor or management position – makes all the difference. It shows that the company doesn’t just see them as a pair of hands, but as someone with potential and a future. Effective career development programs tailored to construction employers – such as leadership pipelines, succession planning and field-to-office mobility – can often be successful in helping employers develop their people and build long-term strength.
“Without structured career development, even the most capable workers can feel stuck and that’s when companies start losing great people.”
Victoria Morneau, Worksite Careers
“Leadership pipelines work best when they’re approached holistically,” said Morneau. “This means identifying employees who are interested in leadership and giving them structured opportunities to grow. This could include rotating them through different projects or departments, pairing them with mentors and offering exposure to areas like estimating, field supervision or business development. In-house training programs, paired with regular mentorship check-ins, can also help future leaders gain both the technical knowledge and soft skills they’ll need in higher-level roles.”
There are, however, misconceptions with one of the most common ones being that if a company invests in developing their employees, they’ll become overqualified and leave. This fear is especially prevalent in the construction industry, where work can fluctuate and employers worry that well-trained workers might jump ship during slower periods. “If you want great employees to stay, you have to be willing to invest in them, even if it means accepting that a few might eventually move on,” said Moreau. “The alternative is losing people because they don’t see a future with you.”
Succession planning
When it comes to succession planning, communication is key. Clearly defining roles, including the skills, strengths and competencies needed to thrive in them, gives employees a clear goal to work toward. Morneau says a useful approach is to interview someone who is currently excelling in the role to capture not only what they do, but also why they enjoy it and what makes them successful. This information serves as a coaching tool for those who may eventually assume that position. Simply opening the conversation around succession is powerful. “There is also the misconception that a large human resources department is needed. For smaller construction companies, it is helpful to start simple, stay consistent and lean on external support when needed.”
One approach is to bring in outside career development consultants or coaches. These professionals can help design and deliver development programs tailored to your team, without requiring a full-time internal hire. “Mentorship or buddy systems are another cost-effective or even free tool,” she added. “Not only does this encourage social learning and connection, but it also gives leaders insight into what’s working and what could be improved.” Career development programs can also yield numerous benefits, such as positively impacting company culture, morale and employee engagement. “When employees know their growth is a priority, it creates a culture of respect and support. This kind of environment encourages trust and loyalty, which boosts morale,” Morneau said.
Career development can be integrated into touchpoints such as onboarding, performance reviews and even health and safety programs. In onboarding, it sets the tone from the start. When new hires see that there’s a path to grow within the company, it increases engagement. It sends the message that you’re not just here to fill a role, you’re here to build a career.
At the end of the day, it’s not about having all the answers right away. It’s about showing your team that you care about their growth and consistently checking in with them. “Being proactive is a must,” said Morneau.
“Growth isn’t always visible from the front lines, so leaders need to start the conversation, not wait for employees to ask. When companies make that commitment, they not only build stronger teams, but they also build a reputation as a place where people want to stay.”