Tackling mental health challenges in construction begins with an open mind 

Working in construction presents a wide range of risks and hazards. Whether working up high on a skyscraper or below ground in a subway tunnel, dealing with electricity, asbestos or heavy machinery in a limited space, these challenges are common on most construction sites. According to a 2021 study from business insurance analysis firm AdvisorSmith, 12 of the top 25 most dangerous jobs in the country fall within the construction industry. 

Not every danger, however, is one you can see. 

According to The Center for Construction Research and Training, 14.5 percent of construction workers shared that they had issues with anxiety and 6.2 percent reported incidents of depression. Researchers from the Harvard T.H. Chan School of Public Health found that both mental health struggles and heavy alcohol and illicit drug use are more prevalent among construction workers than in any other occupation. 

Mental health issues, substance abuse and even suicide have become prevalent throughout an industry that has long been too stoic and too single-minded to speak out.  

The notion that it’s better to tough it out, because saying you have a problem is a sign of weakness, is deeply ingrained in our industry. Changing that mindset is not something that happens overnight. With the right tools and a mindful approach, contracting firms can ensure their workers have the support and the resources they need. 

Learn your workers’ names 

Managing a team of over 150 workers can feel like trying to memorize a sea of faces, but every person on that crew deserves to be seen and valued. In construction, just like in any field, people want to know that they matter. Taking the time to learn each worker’s name and how they prefer to be addressed goes a long way in showing respect and building trust.  

This industry often has a tough exterior, but that shouldn’t get in the way of real connections. One of the most effective ways to break down those walls is through genuine, personal engagement—greeting workers by name, striking up conversations, and creating a space for open communication. When people feel recognized and heard, they become more open to feedback, more willing to voice concerns, and more invested in contributing their ideas.  

Find your team’s work-life balance  

This industry can often be unforgiving. Jobs can take place at odd hours and continue for long stretches at a clip, with tight timelines that can trigger stress responses. Additionally, the work is often inconsistent. Going to the hiring hall to wait for your next assignment means you don’t know what to expect from your next job, if there is going to be one at all, and it becomes hard to plan.  

Contractors must help alleviate some of the stress that comes from the unknown. It is important to maintain as much consistency as possible in workers’ schedules so they can stay at one jobsite longer, allowing them to get to know their coworkers and to find a rhythm in the gig. Consider each worker’s personal situation and, whenever possible, give them assignments that facilitate a healthy work-life balance.  

Many workers sacrifice their time and energy to provide for their families. But when those long hours start pulling them away from the very people they’re working to support, it can create strain at home and make the job feel less fulfilling.  

Logistics should always be factored in when assigning and scheduling jobs. Giving employees work on sites that are closer to their home reduces their commute and allows them more opportunities to be with their families.  

It’s important to create a flexible paid time-off policy that helps workers avoid missing the big moments, whether it be a child’s soccer game or a family beach vacation. Additionally, organizing company events that include families can help employees feel more connected to the organization. 

Make resources available on their terms 

Everyone processes information and asks for help in their own way, so it’s always important to keep avenues open across multiple channels.  

While some employees are open to being communicative about their problems, others will prefer to access resources on their own terms. Utilize break rooms and community bulletin boards to post information on ways to get help — not just QR codes but also phone numbers for those who are not as equipped to navigate resources digitally. 

Contractors should coordinate their HR and safety teams to communicate all the mental health benefits available so that all employees are aware of the resources at their disposal. Company benefits programs should be expanded to include therapy and rehab facilities, and supervisors should offer employees the flexibility to set up virtual appointments so they can discuss their issues in private. All these resources should be available in multiple languages to accommodate everyone’s needs.  

When workers arrive at the jobsite frustrated and irritated, changing their schedule and their behavior, those are warning signs that their mental health may be at risk. An attentive contractor will take steps now to establish lines of communication, equipping them with the necessary tools to tackle the stresses of the job and keep their mental health in check. 

By embracing this more open-minded approach, contractors are not just helping workers on their current jobsite; they are contributing to a broader change that will help generations of construction workers to come.   

www.fortecc.com  

Jaime M. Garcia, CHST, is Deputy Safety Director at Forte Construction Corp., a general contracting firm that collaborates with key government agencies on diverse projects across New York City and Long Island.