T.J. Klubek, Manager at The Bonadio Group, discusses attracting the next generation of construction workers
To begin with, could you share details of your career history and how you came to be in your current role?
My career is centered around helping clients in construction and real estate navigate complex financial and operational challenges. After becoming a CPA, I joined The Bonadio Group and had the opportunity to work with contractors across the region. Over time, I developed a focus on the unique issues facing this industry, from workforce development and succession planning to compliance. Today I lead teams dedicated to supporting contractors in building stronger, more resilient businesses.
The construction industry is facing both an aging workforce and growing labor shortages. From your perspective, what are the biggest risks contractors face if they don’t act now to address this talent gap?
If the industry doesn’t act quickly, labor shortages could have ripple effects far beyond just delayed projects: contractors will face higher costs, narrower margins, and increased pressure on existing teams. Long term, a lack of planning around talent puts firms at risk of losing their ability to maintain competition in bidding and struggling with succession, ultimately limiting growth potential.
What misconceptions do younger workers have about construction
careers, and how can contractors shift that perception?
A common misconception is that construction offers limited career advancement. In reality, the industry provides diverse opportunities in project management, technology, and sustainability with ample chances for career growth. Contractors need to communicate that the demands of the construction industry, like problem-solving, collaboration, and community shaping, resonate strongly with younger generations.
“Earn-while-you-learn” models are gaining traction. What makes these apprenticeship programs so effective, and how can smaller contractors implement them successfully?
Apprenticeships work because they remove barriers. They enable hands-on experience while earning a paycheck, which appeals to younger people who want to avoid student debt. Smaller contractors can partner with trade associations or local workforce programs that provide the infrastructure necessary to make these models accessible and effective.
What role do schools, trade programs, and workforce development groups play in shaping the next generation of construction professionals?
The next generation of workers needs to be connected with the industry at the right time. Schools can expose younger audiences to construction careers earlier, and trade programs provide practical skills. Workforce development organizations can tailor trade programs to focus on industry needs and connect contractors directly to talent.
You’ve talked about rethinking job descriptions. What should contractors be emphasizing in job postings to resonate with Gen Z and millennial candidates?
Job postings should do more than list technical skills that can be acquired. To truly connect with younger generations, they should also emphasize the impact of construction projects, whether it’s improving infrastructure, supporting sustainable development, or contributing to marginalized communities.
Once contractors attract young talent, what strategies are most effective for keeping them engaged, motivated, and committed long-term?
I mentioned limited career advancement as a major misconception about the construction industry. Talent retention depends on showing younger employees a clear career ladder with opportunities for professional development, leadership, and collaborative, invested workplace culture.
How can mentorship programs be structured in a way that both supports new workers and empowers experienced employees to share their knowledge?
Mentorship should be structured to benefit both new and existing employees, sharing support and direction to new hires and recognizing the expertise of those with more experience. Defined goals, clear communication, and formal recognition can improve the impact of mentorship programs.
Younger generations are drawn to technology-driven fields. How can construction companies better showcase the role of innovation, digital tools, and sustainability in the industry?
Technology and sustainability are integral to today’s construction environment (think of digital modeling, drones, or energy-efficient buildings). Contractors should showcase these technological aspects of their work to attract younger candidates, reinforcing that construction is a forward-looking industry with opportunities to make a lasting impact.
Looking ahead, what do you see as the most important steps contractors must take today to build a resilient, future-ready workforce?
Contractors need to be intentional about recruiting and maintaining talent. Through mentorship, educational partnerships, and a culture of growth and impact, contractors can better manage labor shortages and position their businesses to thrive.