As the construction workforce shortage intensifies across the U.S., architecture, engineering and construction firms are confronting growing pressure to refine how they attract and retain skilled employees. Industry talent pipelines remain strained, and according to recent data, job losses and slowdowns have persisted across multiple segments. This backdrop is prompting AEC leaders to ask a difficult question: why is securing qualified talent becoming increasingly challenging?
Ayme Zemke, chief client officer at Beehive Strategic Communication, argues that today’s labor market requires a far more intentional and transparent approach from employers. Job seekers are no longer motivated by pay alone — they want purpose, growth, flexibility and alignment with company values. As she notes, many employers now face a disconnect between what they believe they offer and how their culture is actually perceived by potential and current employees.
The result, she says, is sobering. Firms that cannot articulate what sets them apart will continue struggling to fill essential roles. And in an industry built on relationships, trust and consistent execution, these workforce gaps come at a high cost.
Recent Associated General Contractors of America survey data underscores the urgency: 92% of firms reported difficulty finding qualified workers, while nearly half said shortages caused project delays. And even when firms can bring on new employees, “57% of firms say new hires lack critical skills or credentials,” requiring significant investment in upskilling and orientation. These disruptions affect timelines, budgets and long-term reputation.
Zemke emphasizes that an employer brand — the perception of what it’s like to work at a firm — matters just as much as project portfolio or technical expertise.
An employer brand represents the culture, values and lived experience inside an organization. It influences how outsiders view the company and provides guidance on who will thrive there.
An accompanying employee value proposition (EVP) defines the concrete benefits the company provides: purpose-driven work, access to modern tools, mentorship, inclusive culture and more. Together, these provide a clear promise to prospective employees and help reduce costly turnover. As Zemke notes, the EVP represents what leaders intend to offer, while the employer brand reflects what employees actually believe to be true.
With nearly half a million new workers needed in the coming year, the firms that craft compelling employer brands and EVPs will have a clear competitive advantage.
Below is a deeper, expanded take on the four key actions AEC leaders should consider — each enhanced with additional context and examples while keeping the article’s original meaning intact.
AEC leaders should start with intentional listening. Surveys, exit interviews and focus groups are powerful tools for uncovering patterns in workforce expectations, generational differences and team dynamics. Understanding what truly matters to employees helps firms identify cultural strengths — and weaknesses — that directly influence recruiting and retention.
This discovery phase can reveal distinct selling points: maybe a firm excels at rapid career advancement, or perhaps it’s known for long-term stability. It can also uncover inconsistencies between the culture leaders aspire to create and the one employees actually experience.
Using this insight, firms can craft a value proposition that reflects genuine strengths rather than generic statements. For example, instead of saying “we support growth,” an authentic EVP might specify that the company offers structured mentorship, rotation across project types or leadership training. Specificity not only differentiates the firm but also provides clarity for new candidates evaluating their options.
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Zemke notes that employees are often the most credible and influential messengers. Encouraging them to speak at events, share posts on LinkedIn or tell stories about career development provides real-world proof that the EVP is being lived out. A superintendent’s account of advancing from apprentice to project leader, or a craft worker’s story about flagging a critical safety issue, becomes powerful recruiting material backed by authenticity.
Employer branding should be a living process. As business needs, workforce expectations and market factors shift, firms must revisit their messaging and cultural commitments. Regular check-ins, measuring retention trends and internal sentiment analysis ensure the employer brand remains aligned with reality and keeps pace with industry change.
The AEC industry faces a future defined by rapid technological change, modularization, digitization and increasing reliance on AI-enhanced tools. Younger workers entering the field expect employers to embrace these innovations — not only to streamline work but to create safer, more inclusive jobsites.
Firms that embrace employer branding also gain an edge in business development, Zemke notes. Clients want team stability, continuity and predictable project delivery. Workforce disruptions undermine confidence, while a strong culture and clear value proposition signal reliability.
Ultimately, Zemke stresses that workforce shortages “aren’t going away.” The firms that succeed will be those that treat employer branding as a strategic priority rather than a marketing exercise — using culture, communication and authenticity to attract talent that will stay and grow.
Originally reported by Ayme Zemke in Construction Dive.
