In a recent episode of The SiteVisit construction podcast, host James Faulkner, CEO of SiteMax, sat down with Ryan Englin, CEO of Core Matters, for an eye-opening conversation about the critical challenges facing the construction industry today. With nearly 15 years of experience consulting in the trades and over 100 podcast episodes under his belt through “Titans of the Trades,” Englin brings a unique outsider-insider perspective to construction leadership and workforce development.
The Hidden Crisis in Construction
The conversation began with a stark reality check about mental health in construction. As Englin pointed out, “In the trades, the suicide rate is five times the national average.” This sobering statistic sets the stage for a deeper discussion about why the construction industry is struggling to attract and retain talent.
The root of the problem, according to Englin, lies in how the industry approaches its workforce. “People in the trades, especially construction, they just want to know that their boss cares about them,” he explained. Yet the industry continues to perpetuate outdated attitudes that prevent meaningful connections from forming between leadership and workers.
Breaking Down the Masculinity Myth
One of the most compelling aspects of the discussion centered on the role of traditional masculinity in construction culture. Faulkner noted that 57% of men don’t have a best friend – a statistic that becomes even more troubling when considered alongside the isolation many construction workers experience.
“We live in a society right now where we are more connected than we’ve ever been, yet we are more lonely than we’ve ever been,” Englin observed. This paradox is particularly acute in construction, where the “tough guy” mentality often prevents workers from seeking help or forming meaningful relationships at work.
The solution isn’t to “feminize the trades,” as Englin was careful to clarify, but rather to create opportunities for genuine human connection. Simple initiatives like fantasy football leagues, golf outings, or even just giving workers 15 minutes at lunch to socialize can make a profound difference in workplace culture.
The Economic Reality Behind Worker Dissatisfaction
The conversation took an interesting turn when discussing the economic factors driving construction’s workforce challenges. Englin shared a powerful anecdote about an HVAC technician who left his job for just $2 more per hour and an extra week of PTO, but admitted there were also issues with his boss.
“People don’t leave jobs, people leave people,” Englin emphasized. This insight challenges the common narrative that workers are simply chasing higher wages. Instead, it suggests that the real issue is leadership and workplace culture.
The economic discussion expanded to address a fundamental question about value in society. “It’s so interesting to me that we live in a world where we value the attorney more than we value the plumber or the framer or the excavator operator,” Englin noted, highlighting how society has created a hierarchy that devalues the very people who build our infrastructure.
The Rise of Remote Work and Its Impact on Construction
One of the most insightful parts of the conversation addressed how construction has failed to adapt to the rise of remote work and the knowledge economy. Englin argued that construction “turned a blind eye to the rise of the knowledge worker” and ignored how remote work opportunities would impact their talent pool.
“I can go work from home and make $22 an hour answering customer service phones for Amazon,” he pointed out, contrasting this with entry-level construction wages that often start at $17-18 per hour. This wage gap, combined with the ability to work from home, has created significant competition for workers that the construction industry has largely ignored.
Innovative Solutions: Marketplace Chaplains
Perhaps one of the most innovative solutions discussed was the introduction of marketplace chaplains to construction sites. These are trained professionals who visit job sites twice monthly, offering workers someone to talk to who doesn’t work for the company.
“They don’t work for the company, so it’s a lot easier to confide in them,” Englin explained. The program, which extends benefits to immediate family members, represents a concrete step toward addressing mental health in construction while recognizing the unique challenges workers face.
The Parent Problem: Changing Perceptions
A significant portion of the discussion focused on changing parental attitudes toward construction careers. Faulkner shared a striking example of a mother who sent an angry email asking “how dare you provide and influence my kid to think that they would go into construction?”
This reaction reflects deep-seated societal perceptions about construction work. As Englin noted, parents want to brag about their children working for Google or Apple, not for a construction company “that no one’s ever heard of.”
The challenge is compounded by marketing that reinforces negative stereotypes. Even well-intentioned efforts like Mike Rowe’s “Dirty Jobs” inadvertently send the message that construction work is, well, dirty – something no parent wants for their child.
Recruiting as a Marketing Activity
One of the most practical insights from the conversation was Englin’s perspective on recruiting. “Recruiting is not an HR activity,” he argued. “Recruiting is a marketing activity.”
This reframing suggests that companies should approach hiring more like they approach customer acquisition – with compelling messaging, strong brand positioning, and skilled communicators leading the effort. Too often, companies assign recruiting to HR professionals who lack the charisma and marketing mindset needed to attract top talent.
The Path Forward: Building Employer of Choice Status
Englin’s approach to helping construction companies involves three key steps:
- Stop the bleeding – Address immediate issues like turnover and toxic leadership
- Become the employer of choice – Build a reputation that stands apart from industry stereotypes
- Get people performing – Create clear expectations and provide regular feedback
The goal is to create organizations where people actively want to work, not just places where they settle for employment. “When they see your website or they see your truck or they hear about you, they go, ‘That’s different. I want to be a part of that,'” Englin explained.
Technology and the Future of Construction
While much of the conversation focused on human factors, both speakers acknowledged how technology is transforming construction. From crane simulators that feel like video games to robotics that handle routine tasks, construction is becoming increasingly sophisticated and appealing to tech-savvy workers.
However, technology alone won’t solve the industry’s problems. As Englin noted about a client using robotic steel placement: “What it did was it allowed the men that knew how to do the iron work to go do the real iron work.”
A Call for Industry-Wide Change
The conversation concluded with a recognition that construction needs industry-wide cultural transformation. This isn’t just about individual companies making changes – it requires a fundamental shift in how society views and values construction work.
The industry needs leaders who can bridge the gap between traditional construction culture and modern workforce expectations. It needs new narratives that highlight the skill, technology, and career opportunities available in construction. Most importantly, it needs to genuinely care about the people who build our world.
Conclusion
This conversation between James Faulkner and Ryan Englin illuminates both the challenges and opportunities facing construction today. While the statistics around mental health and workforce shortages paint a sobering picture, the solutions discussed offer hope for meaningful change.
The path forward requires construction leaders to embrace vulnerability, invest in relationships, and recognize that their greatest asset isn’t equipment or technology – it’s people. By focusing on creating workplaces where people feel valued, supported, and excited to contribute, the industry can begin to address its workforce challenges while building a more sustainable and fulfilling future for everyone involved.
As Englin put it: “There are plenty of people out there that want to do this work if they just felt we cared about them just a little bit more.” The question isn’t whether talent exists – it’s whether the industry is ready to create the conditions that will attract and retain that talent.
To learn more about Ryan Englin’s work, visit corematters.com or connect with him on LinkedIn. His book “Hire Better People Faster” is available on Amazon, and readers can get an autographed copy by visiting corematters.com/free-book.
The SiteVisit podcast, hosted by James Faulkner, features conversations with construction industry leaders about the challenges and opportunities shaping the future of building. New episodes are available on all major podcast platforms.
Transforming Construction Culture: A Deep Dive into Mental Health, Leadership, and the Future of Construction
In a recent episode of The SiteVisit construction podcast, host James Faulkner, CEO of SiteMax, sat down with Ryan Englin, CEO of Core Matters, for an eye-opening conversation about the critical challenges facing the construction industry today. With nearly 15 years of experience consulting in the trades and over 100 podcast episodes under his belt through “Titans of the Trades,” Englin brings a unique outsider-insider perspective to construction leadership and workforce development.
The Hidden Crisis in Construction
The conversation began with a stark reality check about mental health in construction. As Englin pointed out, “In the trades, the suicide rate is five times the national average.” This sobering statistic sets the stage for a deeper discussion about why the construction industry is struggling to attract and retain talent.
The root of the problem, according to Englin, lies in how the industry approaches its workforce. “People in the trades, especially construction, they just want to know that their boss cares about them,” he explained. Yet the industry continues to perpetuate outdated attitudes that prevent meaningful connections from forming between leadership and workers.
Breaking Down the Masculinity Myth
One of the most compelling aspects of the discussion centered on the role of traditional masculinity in construction culture. Faulkner noted that 57% of men don’t have a best friend – a statistic that becomes even more troubling when considered alongside the isolation many construction workers experience.
“We live in a society right now where we are more connected than we’ve ever been, yet we are more lonely than we’ve ever been,” Englin observed. This paradox is particularly acute in construction, where the “tough guy” mentality often prevents workers from seeking help or forming meaningful relationships at work.
The solution isn’t to “feminize the trades,” as Englin was careful to clarify, but rather to create opportunities for genuine human connection. Simple initiatives like fantasy football leagues, golf outings, or even just giving workers 15 minutes at lunch to socialize can make a profound difference in workplace culture.
The Economic Reality Behind Worker Dissatisfaction
The conversation took an interesting turn when discussing the economic factors driving construction’s workforce challenges. Englin shared a powerful anecdote about an HVAC technician who left his job for just $2 more per hour and an extra week of PTO, but admitted there were also issues with his boss.
“People don’t leave jobs, people leave people,” Englin emphasized. This insight challenges the common narrative that workers are simply chasing higher wages. Instead, it suggests that the real issue is leadership and workplace culture.
The economic discussion expanded to address a fundamental question about value in society. “It’s so interesting to me that we live in a world where we value the attorney more than we value the plumber or the framer or the excavator operator,” Englin noted, highlighting how society has created a hierarchy that devalues the very people who build our infrastructure.
The Rise of Remote Work and Its Impact on Construction
One of the most insightful parts of the conversation addressed how construction has failed to adapt to the rise of remote work and the knowledge economy. Englin argued that construction “turned a blind eye to the rise of the knowledge worker” and ignored how remote work opportunities would impact their talent pool.
“I can go work from home and make $22 an hour answering customer service phones for Amazon,” he pointed out, contrasting this with entry-level construction wages that often start at $17-18 per hour. This wage gap, combined with the ability to work from home, has created significant competition for workers that the construction industry has largely ignored.
Innovative Solutions: Marketplace Chaplains
Perhaps one of the most innovative solutions discussed was the introduction of marketplace chaplains to construction sites. These are trained professionals who visit job sites twice monthly, offering workers someone to talk to who doesn’t work for the company.
“They don’t work for the company, so it’s a lot easier to confide in them,” Englin explained. The program, which extends benefits to immediate family members, represents a concrete step toward addressing mental health in construction while recognizing the unique challenges workers face.
The Parent Problem: Changing Perceptions
A significant portion of the discussion focused on changing parental attitudes toward construction careers. Faulkner shared a striking example of a mother who sent an angry email asking “how dare you provide and influence my kid to think that they would go into construction?”
This reaction reflects deep-seated societal perceptions about construction work. As Englin noted, parents want to brag about their children working for Google or Apple, not for a construction company “that no one’s ever heard of.”
The challenge is compounded by marketing that reinforces negative stereotypes. Even well-intentioned efforts like Mike Rowe’s “Dirty Jobs” inadvertently send the message that construction work is, well, dirty – something no parent wants for their child.
Recruiting as a Marketing Activity
One of the most practical insights from the conversation was Englin’s perspective on recruiting. “Recruiting is not an HR activity,” he argued. “Recruiting is a marketing activity.”
This reframing suggests that companies should approach hiring more like they approach customer acquisition – with compelling messaging, strong brand positioning, and skilled communicators leading the effort. Too often, companies assign recruiting to HR professionals who lack the charisma and marketing mindset needed to attract top talent.
The Path Forward: Building Employer of Choice Status
Englin’s approach to helping construction companies involves three key steps:
The goal is to create organizations where people actively want to work, not just places where they settle for employment. “When they see your website or they see your truck or they hear about you, they go, ‘That’s different. I want to be a part of that,'” Englin explained.
Technology and the Future of Construction
While much of the conversation focused on human factors, both speakers acknowledged how technology is transforming construction. From crane simulators that feel like video games to robotics that handle routine tasks, construction is becoming increasingly sophisticated and appealing to tech-savvy workers.
However, technology alone won’t solve the industry’s problems. As Englin noted about a client using robotic steel placement: “What it did was it allowed the men that knew how to do the iron work to go do the real iron work.”
A Call for Industry-Wide Change
The conversation concluded with a recognition that construction needs industry-wide cultural transformation. This isn’t just about individual companies making changes – it requires a fundamental shift in how society views and values construction work.
The industry needs leaders who can bridge the gap between traditional construction culture and modern workforce expectations. It needs new narratives that highlight the skill, technology, and career opportunities available in construction. Most importantly, it needs to genuinely care about the people who build our world.
Conclusion
This conversation between James Faulkner and Ryan Englin illuminates both the challenges and opportunities facing construction today. While the statistics around mental health and workforce shortages paint a sobering picture, the solutions discussed offer hope for meaningful change.
The path forward requires construction leaders to embrace vulnerability, invest in relationships, and recognize that their greatest asset isn’t equipment or technology – it’s people. By focusing on creating workplaces where people feel valued, supported, and excited to contribute, the industry can begin to address its workforce challenges while building a more sustainable and fulfilling future for everyone involved.
As Englin put it: “There are plenty of people out there that want to do this work if they just felt we cared about them just a little bit more.” The question isn’t whether talent exists – it’s whether the industry is ready to create the conditions that will attract and retain that talent.
To learn more about Ryan Englin’s work, visit corematters.com or connect with him on LinkedIn. His book “Hire Better People Faster” is available on Amazon, and readers can get an autographed copy by visiting corematters.com/free-book.
The SiteVisit podcast, hosted by James Faulkner, features conversations with construction industry leaders about the challenges and opportunities shaping the future of building. New episodes are available on all major podcast platforms.
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