Why the Construction Skills Shortage Is Costing Projects Time

Does it feel like projects are always running behind schedule, costs are always creeping upward, and finding the right people is getting harder by the year? If so, you are not alone, and unfortunately, it is not your imagination.

The construction skills shortage is not a new problem, but it is a deepening one. In this article, we take a closer look at where the gaps are, why they are widening, and what it means for project timelines in practice.

How bad is the skills shortage right now?

As of 2026, the picture is significant. Skills England is predicting that by 2035, the construction industry will need an additional 493,000 workers, which is a growth of 26% on the current workforce. Driving much of this is a demographic challenge: an estimated 595,000 workers are expected to retire or leave the industry entirely between now and 2035, while the pipeline of new entrants coming through simply is not keeping pace. (Construction News) 

This creates a compounding problem. It is not just that there are not enough workers today; it is that the gap is set to widen considerably over the next decade if the structural issues are not addressed.

Which trades and roles are most affected?

The CITB’s Industry Picture 2026 gives a useful breakdown of where the pressure points are. While shortages are felt broadly across the industry, some roles are particularly acute:

Carpenters and joiners are in high demand, driven largely by ongoing housebuilding targets that show no signs of slowing down.

Bricklayers represent one of the starker demographic challenges, with an ageing workforce and very few new entrants choosing to enter the trade.

Plumbers and heating installers are under increasing pressure as the push for low-carbon domestic heating, including heat pump installation, accelerates demand for specialist skills.

Groundworkers are stretched across major housebuilding and civil infrastructure projects, both of which are high on the government’s agenda.

Site managers are perhaps the least visible but most impactful shortage. Experienced site leadership takes years to develop, and as that generation retires, it is not easily or quickly replaced.

How does this translate to project delays?

The key thing to understand is that construction operates on tightly sequenced timelines. Each trade depends on the one before it. When one stage is delayed due to labour shortages, the knock-on effect ripples through the entire programme.

With fewer workers entering the industry, lead times for sourcing labour are getting longer. This pushes more projects towards subcontracting, which brings its own cost pressures and scheduling uncertainties. When subcontractors are juggling multiple sites and commitments, your project may not always be the priority.

There is also a quality risk that comes with an overstretched workforce. When tradespeople are under time pressure and overcommitted, the chances of errors increase, and any rework required does not just cost money; it costs time that most projects simply do not have in their programmes.

How smart procurement can help offset the impact

When labour is already a pressure point, the last thing a project needs is avoidable delays elsewhere. That is where efficient plant procurement becomes more important than ever.

Having the right equipment on site, in good working condition, exactly when it is needed removes one variable from an already complex equation. Poor procurement, such as delayed deliveries, unsuitable machinery, or last-minute sourcing, adds pressure to a programme that is already stretched. Working with an experienced procurement partner means that side of your project runs smoothly, even when other things are less predictable.

What is the industry doing about it?

The industry is undergoing a significant structural shift in how it approaches recruitment and training, and there are some genuinely encouraging developments worth knowing about.

Funding is increasingly being directed towards shorter, high-demand courses rather than lengthy qualification programmes. Skills England is working alongside the CITB to coordinate fast-tracked adult skills training that can be tailored to regional infrastructure pipelines. Meaning certain certifications that once took 2-3 years can now be achieved in 14-18 months. (CITB)

Attracting new entrants into the industry remains a challenge, and it starts early. Research from the Chartered Institute of Building (CIOB) found that 45% of young people had not received any information about construction careers from their school careers advisers. A striking figure that helps explain why so few young people consider the industry as a first choice. In response, a new foundation apprenticeship has been introduced, giving school leavers the opportunity to experience working in construction before committing to a full-time career path.

Efforts to diversify the workforce are also gathering momentum. The CITB has been funding experience hubs offering women taster courses and supported pathways into paid site roles. Alongside this, stricter enforcement around female-specific PPE and welfare facilities on site is helping to address some of the cultural and practical barriers that have historically made construction an unwelcoming environment for women.

The road ahead

The construction skills shortage is a genuine and growing challenge, and there is no quick fix. But understanding where the pressures lie and making smart decisions around the things you can control puts you in a much stronger position.

Working with reliable, experienced partners across every aspect of your project matters more than ever in this environment. From ensuring your plant procurement runs without a hitch to keeping your programme moving when other variables are less certain, the right support makes a real difference.

If you would like to find out more about how Rockthorn can support your next project, get in touch with the team today.