The industry’s skills shortage is often framed as a problem of training pipelines and recruitment. But construction’s labour model and the pressure it places on workers is just as significant. Nicola Hodkinson argues that mental health, self-employment and procurement structures must be part of any serious conversation about the future workforce.
If construction is serious about closing the skills gap, it must look beyond recruitment targets and career development pathways and confront a deeper structural issue: mental health is not a separate wellbeing agenda; it sits at the centre of how the industry works, how people experience it, and whether they choose to stay.
The scale of the challenge is well known. Construction continues to experience high levels of ill-health, burnout and suicide compared with many other sectors, while forecasts from bodies such as the Construction Industry Training Board show sustained workforce demand across housing, healthcare and infrastructure. Despite years of policy attention on apprenticeships and immigration, the industry is still struggling to retain experienced people.
The reasons are complex, but one theme appears consistently across research and lived experience: the way construction is structured places significant pressure on individuals, particularly those working on a self-employed basis.
The structural issues behind poor mental health
Recent research from the University of Warwick examining the experiences of “on-the-tools” construction workers identified long working hours, programme pressure, financial insecurity and social isolation as recurring themes affecting wellbeing. Self-employment emerged as a major factor, with workers highlighting inconsistent workloads, income uncertainty and limited access to formal support networks.
For many tradespeople, self-employment is not simply a preference but a reflection of industry economics. Construction is a low-margin, high-risk sector. When projects are delivered in environments where cost becomes the dominant driver, it inevitably squeezes the ability of businesses to invest in training, workforce development, innovation and long-term employment.
Financial pressure and fear of losing future work can discourage individuals from taking time off, even when unwell
This ultimately leads to subcontracting becoming the most viable option for contractors operating within tight margins. But, while this model offers flexibility, it can also create instability for individuals.
Self-employed workers may lack sick pay, holiday pay or pension provision, and frequently move between projects, limiting opportunities to build peer support networks or access structured wellbeing initiatives. Warwick’s focus groups noted that financial pressure and fear of losing future work can discourage individuals from taking time off, even when unwell.
The key shift the industry must make is for procurement approaches to focus on whole-life value, social value and long-term partnerships. Doing this ultimately leads to greater stability, increased investment in people, and better project delivery and community outcomes.
A system that affects skills as much as wellbeing
Labour structures also shape how skills are developed. Where fewer trades are directly employed, progression routes can become less visible. Workers may remain in the same roles for extended periods without access to structured development pathways or clear routes into management.
This has implications for apprenticeships. Training relies on stable employment environments and experienced mentors. SMEs and micro-businesses, which employ a large proportion of skilled trades, often face administrative and financial barriers that limit their ability to invest in training at scale.
The result is a cycle where pressure on programmes drives reliance on flexible labour, and flexible labour makes long-term workforce development more difficult.
Stigma and silence on site
Alongside structural pressures sits an enduring cultural challenge. Construction remains a male-dominated sector where conversations about mental health can still feel uncomfortable. Warwick’s research highlighted stigma, pride and concern about future opportunities as barriers to speaking openly about mental health.
While industry initiatives have helped raise awareness, many workers still experience mental health as a topic separate from day-to-day site life. Without addressing the underlying conditions that create pressure, awareness campaigns alone are unlikely to change outcomes.
Procurement as the starting point for change
If the industry wants to address both the skills shortage and mental health challenges, it must look upstream. Procurement and contract structures shape how projects are delivered and how risk is distributed.
When programmes are compressed and risk is pushed down supply chains, the burden often falls on individuals working at the sharp end of delivery. Unrealistic timelines and fragmented planning contribute to long hours and sustained pressure.
Rebalancing risk across contracts, creating more predictable pipelines of work and encouraging direct employment where appropriate could help foster more stable environments for training and wellbeing. Public sector clients, in particular, have an opportunity to lead by setting expectations around programme realism and workforce development.
Moving from awareness to systemic change
Mental health initiatives remain essential, but they cannot operate in isolation from wider industry reform. Mental health champions, toolbox talks and access to confidential support services all play a role in reducing stigma and helping individuals seek support. However, meaningful progress will depend on addressing the conditions that create stress in the first place.
Mental health is shaped by employment models, financial pressures, career pathways and procurement practices. Recognising that reality allows the industry to move beyond awareness and towards structural change.
Construction does not need more discussion about the problem. It needs a more coherent strategy that aligns skills policy, employment structures and procurement. Creating environments where people feel secure, supported and able to progress will strengthen both wellbeing and workforce resilience.
Without that shift, the skills shortage will remain a persistent challenge, regardless of how many new entrants the system produces.
Nicola Hodkinson is owner and director at Seddon. If you or someone you know is struggling, reach out for support. Organisations such as Mates in Mind, Lighthouse or Mind offer confidential help and resources for anyone in need
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