Dr Florence Phua (School of Construction Management and Engineering) discusses how construction firms can use brand appeal to draw new workers in at a time when thousands are needed to meet government targets.
The UK construction industry is grappling with an unprecedented skills crisis. According to the latest ONS figures, more than 35,000 vacancies remain unfilled, making construction the hardest-hit sector. With ambitious national targets to deliver 1.5 million new homes and major infrastructure projects by 2029, demand for skilled workers is set to soar. Yet, the challenge persists – three in four UK students aged 18–24 say they would not consider a career in construction.
Government initiatives, including this last week’s creation of 50,000 new apprenticeships and the scheme to train 60,000 additional workers by 2029 through the Plan for Change programme mark a welcome policy shift. But top-down solutions often move slowly and tend to get tangled up in bureaucracy. This leaves construction companies searching for practical, immediate strategies they can put into action themselves.
New research by Phua and Bilal (2025) suggests that the answer lies in employer branding – how companies present their values, culture, and career opportunities to current and prospective employees. The study explores whether branding strategies align with real employee experiences, offering insights into how authentic messaging can transform recruitment and retention.
What we found
Our research highlights authentic employer branding as a powerful strategy for addressing construction’s talent and skills shortage. Using real-world data from Glassdoor reviews and company websites, we compared branding promises with employee experiences across construction, finance, and IT sectors. We found leading construction firms show strong alignment in areas employees value like inclusive cultures, clear career pathways, and effective leadership. However, many firms still fall short, with gaps in workload, progression, and leadership quality. IT companies lead in consistency, while finance and construction lag behind.
Our findings reveal an encouraging trend in that construction companies are making stronger progress than finance or IT in aligning their employer branding with the reality of employee experiences. In practical terms, this means that the promises companies make about culture, values, and career development are increasingly reflected in the workplace, a positive sign for the sector’s future.
Why it matters
To build on this momentum, construction companies should take a closer look at how their branding stacks up against employee feedback. Online platforms like Glassdoor now shape how companies are perceived, making authentic employee voices more influential than ever. Investing in leadership development and clear career pathways will be critical to closing any remaining gaps between brand messaging and employees’ lived experience. Ultimately, authenticity isn’t just good PR. It is the basis for attracting and retaining the talent the industry urgently needs.
Wider Impact
As competition for talent intensifies, the real differentiator is not just flashy branding. Rather, it is authenticity. Companies that deliver on their promises about culture, values, and career growth stand out, while those that fall short risk losing credibility fast. Our research shows that the best employers in construction are closing the gap between what they say and what employees experience, but others still have work to do.
In today’s job market, reviews from platforms like Glassdoor are central to job seekers’ decision-making, influencing how companies are perceived long before the application letter is sent and an interview takes place. For construction firms, the message is clear: aligning branding with reality, invest in leadership and career pathways, and let authentic voices shape their reputation. Those who get it right are not only able to attract talent, they will keep it.
Research by Phua, F.T.T. and Bilal, U. (2025).