Twenty-five years ago, the construction industry was completing takeoffs on paper, filing cabinets filled job trailers, and cell phones were just being introduced. Today, jobsites are run from tablets, equipment operators navigate using GPS, and AI identifies issues in massive point clouds in minutes rather than hours.
The transformation isn't just changing how construction gets done — it's changing who wants to do it.
When young people are exposed to modern solutions like robotic total stations or augmented reality, they actually outperform some seasoned journeymen who don't have the same technology familiarity. Modern construction interfaces are beginning to resemble gaming controls more than traditional heavy equipment, and the digital culture that people grow up in today lends itself toward picking up these technologies quickly.
The construction industry has a workforce problem, but perhaps not the one most people think. The challenge isn't convincing young people to work with their hands — it's showing them that construction can be a technology career.
Technology as Talent Magnet
According to numerous estimates, the construction industry will need to attract nearly half a million new workers in 2026 alone. Trimble's 2025 Geospatial Industry Report found that 69% of professionals are struggling to find qualified workers.
The urgency for workers cannot be overstated. A comprehensive workforce analysis by Lightcast labeled construction as facing a metaphorical "Category 5" hurricane, a storm that has already hit the mainland. The report identifies immigration reform and increasing female participation as critical workforce solutions, but technology adoption emerges as the most immediate lever contractors can pull. While policy changes take years, technology investments can transform workforce dynamics within days, weeks or a few months.
But here's what the numbers don't capture: companies investing in advanced technology are discovering that digital tools can fundamentally reshape workforce dynamics, from operator satisfaction to training timelines to competitive positioning in a brutally tight labor market.
Technology's impact begins with retention. When workers have the best tools and training, they become more engaged and motivated. Manual data entry and repetitive tasks correlate with higher turnover rates. By adopting digital technology, contractors attract higher-level talent and increase retention. It's simply a more rewarding job when it's digital.
Building the Pipeline
Building a technology-literate workforce requires collaboration between industry, equipment manufacturers and educational institutions.
For instance, the first Trimble Technology Lab was launched at the University of Massachusetts Amherst in 2015. Since then, the program has expanded to 30-plus labs across 14 countries with roughly 12,000 students. Young people gain hands-on experience with equipment and technology that prepares them for seamless workforce transitions. They don't just learn the technology — they embrace it in ways that often surpass experienced workers without digital exposure.
At Fresno State University — home to the nation's first four-year, nationally accredited geomatics engineering program — a collaboration between California Surveying & Drafting Supply (CSDS, a Cansel company) and Trimble, has delivered advanced geospatial equipment, enabling the program to align its curriculum with California's dominant technology standards. This initiative not only enhances hands-on learning but also underscores a shared commitment to perpetuating the land surveying and geospatial industries through education. Access to technology is transforming how students prepare for careers in surveying and geospatial industries. With enrollment approaching 90 students and plans to double that figure in the coming decade, the program serves as a critical talent pipeline for major employers in the area like Caltrans and PG&E.
The equipment includes RTK GNSS receivers, robotic total stations, 3D scanners and comprehensive software — ensuring students work with the same technology they'll encounter at their future employers.
The technology enabled impact extends beyond four-year degree programs. Skilled trades organizations are equally aggressive in integrating technology into apprenticeship and certification programs — creating clear career pathways that appeal to workers who prefer hands-on learning. Carpenters, electricians, plumbers, sheet metal workers, ironworkers, cement masons, and trade training programs are all incorporating robotic total stations, laser scanning, augmented reality and even 3D modeling into their apprenticeship programs. These technologies not only help attract the next generation of workers, they give everyone an understanding of the tools available and provide upward career mobility to those who embrace them fully. Rather than replacing traditional skills, these digital tools enhance precision and efficiency while making the trades more appealing to tech-savvy younger workers.
Heavy equipment operator training has similarly embraced advanced technology. The International Union of Operating Engineers (IUOE) has incorporated Trimble technology — including 3D surface modeling, layout with robotic total stations and GNSS and even semi-autonomous machine control systems — into their apprenticeship and upgrade courses across the country. These tools allow operators to work with the same digital workflows they'll encounter on actual job sites, building proficiency with grade control systems and GPS-guided equipment before operating machinery independently. The skills developed through this technology-integrated training transfer directly to real-world applications, dramatically reducing the learning curve while improving precision and safety outcomes.
These programs create multiple entry points and advancement paths — from high school graduates entering apprenticeships to experienced workers pursuing certifications. Technology makes this progression accessible, measurable and aligned with industry standards that enhance both employability and earning potential.
A Multi-Pronged Approach
The construction industry's workforce crisis won't be solved by a single solution. As major contractors have discovered, the challenge is so acute that companies are turning down multi-billion dollar data center projects because they simply can't staff them — from laborers and electricians all the way to executives and project managers.
Industry collaboration is emerging as a critical component of this multi-pronged strategy. Organizations are working together in unprecedented ways to develop and implement workforce solutions. The North American Building Trades Union (NABTU), through its subsidiary Trade Women Build Nations, is actively working to recruit and retain women in construction trades. Another NABTU subsidiary, Helmets to Hard Hats, helps transition existing military personnel into construction careers — and has expanded beyond traditional union trades to include executive management tracks.
Skills USA, heavily involved in construction trades education, now offers heavy equipment operator competitions in every state, each incorporating surveying and technology components. The organization also sponsors drone competitions and digital drafting events that expose students to modern construction technology while developing their competitive skills. These competitions serve as recruiting grounds for contractors seeking technology-savvy workers.
Association partnerships are equally vital. Organizations like the Associated General Contractors (AGC), Associated Builders and Contractors (ABC), and the Association of Equipment Manufacturers (AEM) are collaborating on workforce development initiatives, pooling resources and expertise to create more effective training programs and career pathways.
The efforts extend to breaking down traditional barriers to entry. Women represent one of construction's largest untapped talent pools. Programs across the country are working to change perceptions and create welcoming environments. Data shows progress: Colorado State University's construction management program now enrolls 20-25% women, while the Coast Guard Academy's engineering program has achieved 30-35% female enrollment. The tide is turning as young people recognize that modern construction offers genuine career opportunities rather than just manual labor.
For contractors, this means getting actively involved — not just writing checks. Consistent engagement with educational institutions, teaching classes on a quarterly basis, participating in Skills USA events, and providing internship opportunities all contribute to building the pipeline.
Major contractors are leading by example. Companies are partnering with schools, unions, and trade associations to create clear pathways from education to employment. They're offering technology training to current employees while simultaneously recruiting from programs that emphasize digital skills. Some are even developing internal training academies that combine traditional craftsmanship with advanced technology competencies.
The Path Forward
The construction industry stands at a decisive moment. The workforce crisis isn't going away — it's intensifying. But the tools to address it are more powerful and more accessible than ever before.
The evidence is clear: technology adoption isn't just about productivity or precision — it's about creating workplaces that attract and retain the talent needed to sustain growth. Companies that recognize this connection are building reputations as employers of choice, developing training systems that compress learning curves, and positioning themselves to pursue projects that competitors cannot handle.
Success requires contractors to embrace a comprehensive strategy:
- Invest in technology that makes work more engaging and less physically demanding
- Partner with educational institutions, from K-12 through university programs
- Collaborate with trade associations and unions on training initiatives
- Support programs that expand the talent pool, including women and veterans
- Commit to consistent, long-term engagement rather than one-time sponsorships
- Create clear career pathways that show progression from entry-level to leadership
The contractors who move decisively on all these fronts will find they're not just solving today's workforce problems — they're building the foundation for tomorrow's success. In the competition for construction's scarcest resource — skilled workers — those who invest in people, partnerships, and technology will increasingly win, while those who don't will struggle to survive.
The question is no longer whether to embrace this comprehensive approach, but how quickly firms can implement it to secure their competitive position in a labor market that shows no signs of easing.
