16 tips for recruiters who are hiring early career, construction and skilled tradespeople

As difficult as it can be to recruit candidates for construction and skilled trades positions, it can be even harder to recruit those early in their careers into these roles. The wants and needs of a candidate early in their career differ from those who are in the middle or even towards the ends of their careers, and good recruiters understand that, yet understanding that a problem exists is not the same as knowing what the solution is for that problem.

We reached out to 16 hiring experts to get suggestions for how best to recruit candidates for construction and skilled trades jobs when those candidates are early in their careers.

• Introduce Mentorship from Day One
• Focus on Potential Beyond Technical Skills
• Showcase Public Sector Benefits
• Offer Internship and Mentorship Programs
• Engage with Educational Institutions
• Prioritize Skills Over Formal Credentials
• Create Pre-Hire Boot Camps
• Implement Clear Career Progression Paths
• Match Candidates to the Right Role
• Utilize Industry Certifications
• Make Safety a Core Value
• Build Strong Community Presence
• Highlight Growth Potential in Job Postings
• Streamline the Application Process
• Implement Paid Skills Assessment Program
• Prioritize Diversity in Hiring Process

Introduce Mentorship from Day One

I’ve noticed that about 40% of young candidates overlook skilled labor positions because they don’t see a clear path forward. One thing that has worked really well for me is introducing mentorship right from the start. For instance, pairing new hires with experienced professionals from day one creates an immediate sense of belonging and direction. It’s a great way to show them how the trade can be a long-term career rather than just a job.

When someone walks onto a site for the first time, they need more than just basic instructions. They need a mentor who can guide them through the small but important details of the work. It’s not just about learning the trade, it’s about seeing what a career in construction can become. Watching someone who started in the same position grow and share their knowledge is a powerful way to build confidence and ambition.

On top of that, the thing about mentorship is that it really shifts the focus. It moves the conversation from simply filling a position to investing in someone’s long-term growth. New hires who feel valued and supported are far more likely to stay, thrive, and contribute meaningfully to the team.

Dan Davidson, Founder & CEO, Build Team

Focus on Potential Beyond Technical Skills

As someone who’s worked across the full construction value stream, from client brief to asset maintenance, I’ve seen firsthand how important it is to get early career hiring right. My one key suggestion to employers is to look beyond technical skills and focus on potential—especially in attitude and a willingness to learn. While it’s essential to find candidates with the right technical qualifications, it’s equally important to identify those who demonstrate a genuine curiosity and eagerness to grow within the industry.

For employers, this means developing a hiring process that assesses technical proficiency and gives room to evaluate problem-solving abilities, adaptability, and communication skills. These qualities are often overlooked in favor of hard skills, but in my experience, they play a huge role in someone’s ability to thrive in a fast-paced, constantly evolving environment like construction.

One practical way to integrate this approach is to implement structured interviews or work trials that challenge candidates to demonstrate how they approach real-world problems—something common in construction. It’s not just about ticking boxes but seeing how candidates think on their feet, work with others, and adapt to unexpected challenges.

Lastly, fostering a culture of mentorship within your company is critical. Early career hires will flourish if they feel supported by experienced colleagues who can help them navigate the complexities of the job. Building this type of nurturing environment boosts retention and helps develop the next generation of skilled workers committed to long-term growth within the industry.

Andrew Moore, Director, Rubicon Wigzell Limited

Showcase Public Sector Benefits

In government construction and skilled labor roles, candidates often prioritize job security, opportunities for growth, and alignment with community impact. Employers can enhance their hiring process by showcasing the benefits of public sector employment, such as pension plans, professional training programs, and the opportunity to contribute to meaningful infrastructure projects. Integrating hands-on assessments, such as practical skills tests or work simulations, can help identify capable candidates while providing them with a clearer understanding of the role.

For example, one local government employer introduced a pre-apprenticeship program where candidates participated in supervised, real-world tasks. This initiative led to a 15% increase in successful placements and reduced early attrition rates. Candidates appreciated the clarity and preparedness the program provided, fostering greater confidence in their decision to pursue public sector roles.

Actionable takeaway: Collaborate with vocational schools, trade organizations, and unions to build talent pipelines. Emphasize mentorship programs and career progression during the recruitment process to attract motivated individuals who view public sector roles as a long-term career opportunity. By doing so, employers can secure a skilled workforce committed to strengthening their communities.

Michael Hurwitz, President/Co-Founder, Careers in Government

Offer Internship and Mentorship Programs

Employers who want to improve their early career hiring process for construction or skilled labor positions should offer internship and mentorship programs. Internship programs give candidates the chance to step into real-world job sites and learn practical skills under the supervision of experienced professionals. In construction and trades, learning by doing is the most effective way to build confidence and competence. Internships allow potential employees to see what the work entails while helping employers assess their abilities, attitudes, and potential to grow.

Mentorship programs take this a step further. Pairing less experienced workers with seasoned professionals bridges the gap between theory and practice. A mentor can guide them through challenges, teach them the finer details of the trade, and provide advice that comes from years of experience. This accelerates the learning process, supporting new hires as they develop their skills.

Daniel Vasilevski, Director & Owner, Bright Force Electrical

Engage with Educational Institutions

If employers want to improve their early career hiring process for construction or skilled labor positions, they should engage with educational institutions. Building partnerships with trade schools, community colleges, and vocational programs creates a direct pipeline of candidates who already have foundational skills and are interested in the field.

These partnerships may include setting up internships, apprenticeship programs, or offering guest lectures to give students hands-on experience and insight into the industry. It’s a chance to show them what a career in construction looks like beyond just the job description. Employers can work closely with instructors to tailor training programs with the specific skills needed in their businesses, ensuring graduates are prepared to step into roles confidently.

Gal Cohen, Business Development Leader & Field Area Manager, JDM Sliding Doors

Prioritize Skills Over Formal Credentials

Skills are far more important than degrees or other formal credentials when it comes to construction and skilled labor talent, and that’s particularly true when you’re hiring for early career roles. Your hiring process should reflect this to ensure you’re hiring the right people for the role without overly limiting your talent pool.

One way you can make sure you’re focusing on skills is to use practical, hands-on assessments in your hiring process instead of only relying on the candidates’ resumes. Focus these on the core skills that are required for the job, and aim to design the assessments to imitate the day-to-day work the individual will do if hired into the role. If you have a lot of candidates that you’re interviewing, it can be useful to do these assessments in a group interview setting. This also gives you the opportunity to assess candidates’ teamwork and collaboration, which are also critical in these kinds of roles.

Granted, soft skills matter for construction and skilled labor roles, too, and your assessment process should also include an interview round of behavioral or situational questions to assess these. Starting with the skills assessment is often a smart move, though, because this ensures you’re focusing your attention on those candidates who are most likely to thrive in the role.

David Case, President, Advastar

Create Pre-Hire Boot Camps

I suggest creating pre-hire boot camps for early-career applicants with limited experience. Focus on fundamental construction skills, safety protocols, and workplace expectations. Completing the camp can serve as an assessment of readiness and commitment. It also provides an opportunity to mentor and develop new talent, aligning with the values of many construction companies.

In my experience, this approach has helped identify individuals with potential and a strong work ethic, even if they lacked prior experience in the industry. It also allows for early identification of any gaps in knowledge or skills that can be addressed before starting on the job. According to a survey by McKinsey, 87% of employers say that skills gaps are a barrier to economic growth, making it crucial to invest in training and development for future talent.

You see, pre-hire boot camps help promote diversity and inclusion by providing opportunities for underrepresented groups to learn and showcase their skills in a supportive environment. This aligns with the values of many construction companies, as 72% say they actively prioritize diversity and inclusion efforts. This way, you will fill immediate hiring needs that contribute to the long-term success and growth of your company.

John Gill, Operations Director, easy Concrete Supply

Implement Clear Career Progression Paths

One of the most transformative approaches I’ve implemented is creating clear career progression paths for our employees. Historically, the roofing business has suffered from the idea of being a “dead-end job,” but I have seen how a well-organized advancement system can change this story.

Our tiered certification program begins with entry-level technicians learning the principles of roof assessment and our sustainable soy-based treatment application. From there, they can work toward certification as applicators, then advance to master applicators supervising difficult projects and teaching others. The chance to become a Roof Maxx dealer—basically running their own business under our brand—represents the height of this journey.

The openness of this career ladder has been especially powerful. Every level features well-defined, reasonable standards, necessary certifications, and matching pay raises. Rather than waiting for arbitrary promotions, employees can see exactly what they need to accomplish to advance. This disciplined approach not only inspires our staff but also enables them to see a long-term future in the roofing sector.

Making this work has mostly depended on keeping consistent standards and offering sufficient support at every level. For those hoping to be dealership owners, we have heavily committed to training materials, mentoring programs, and business development assistance. This all-encompassing approach has turned what would have been seen as a job into a real career path with almost endless possibilities.

Michael Feazel, CEO and Co-Founder, Roof Maxx

Match Candidates to the Right Role

With over 15 years of experience in the infrastructure/engineering sector and having managed multiple teams, I’d suggest that employers focus on understanding the unique strengths of each candidate and matching them to the right role from the start. Instead of just offering general training, it’s important to identify the specific skills a candidate brings and direct them toward the area where they’ll thrive. 

For example, someone entering an engineering or design role should have strong technical skills and problem-solving abilities, while those in commercial roles should be good with numbers and analysis. If you’re hiring for project management, look for leadership and organizational skills. 

To effectively identify these strengths, I recommend using a combination of assessments. The DISC Personality Test can help match candidates with roles based on their behavioral traits, while skills assessments and job simulations/trials provide insights into their technical and problem-solving abilities. Cognitive ability tests measure critical thinking and learning capacity, and situational judgment tests gauge decision-making and adaptability. This approach ensures a tailored hiring process, aligning candidates with roles where they can thrive and contribute most effectively.

Denys Schwartz, Director, constructionfront.com

Utilize Industry Certifications

Utilizing industry certifications as a screening tool can help streamline the hiring process for skilled labor positions. Certifications like OSHA training or equipment operation licenses provide a clear benchmark for candidates’ technical skills and safety knowledge. This ensures that new hires are prepared to handle the demands of the job right from the start. It also shows potential candidates that your company values professionalism and industry standards, attracting more qualified applicants.

Nick Marshall, General Manager, Window Factory

Make Safety a Core Value

Making safety a core value in your hiring process is crucial for both the well-being of your employees and the success of your projects.

Highlighting safety standards during interviews helps attract candidates who prioritize their own safety and the safety of their teammates. It’s crucial to share the safety protocols you have in place, from proper equipment training to regular safety audits, so candidates know you are committed to maintaining a secure environment.

Focusing on safety tends to attract diligent and responsible workers. Candidates will also recognize the importance of adhering to safety regulations, which can reduce accidents and increase job satisfaction.

Encourage a culture of continuous learning with safety workshops and certifications. This ensures compliance and empowers employees to actively contribute to a safe workplace. Promoting safety from the start builds trust with new hires and creates a positive work environment.

Greg Arnold, General Manager, Kitchen Mania

Build Strong Community Presence

To improve early career hiring in construction or skilled labor positions, employers should prioritize building a strong presence in their communities through outreach programs. Engaging with local high schools, community colleges, and trade organizations can create awareness about career opportunities in the construction industry. Hosting workshops or open houses allows potential candidates to interact with current employees, gain insights into the work environment, and understand the skills required for roles such as custom cabinet makers or installation specialists. 

Highlighting pathways for growth within the company can attract ambitious individuals eager to develop their careers in areas like a kitchen renovation or cabinetry design. Fostering relationships with community organizations can also help identify diverse talent and ensure a more inclusive hiring process, eventually benefiting both the workforce and the company.

Josh Qian, COO and Co-Founder, Best Online Cabinets

Highlight Growth Potential in Job Postings

Relatively new career construction and candidates in skilled labor will likely appreciate a posting of growth potential. Many younger workers ask if they’re going to be certified down the line or a foreman or specialist. Therefore, an employer should acknowledge such growth potential in the job posting and during the interview state how someone can rise through the ranks from this position. 

For instance, are there lateral moves or workshops and training that would professionally set someone on a course? What about in-house promotions? The more specific, the better, along with offering how other employees have since done so from within. This gives the employer appeal to decent candidates with good intentions now and in the future and keeps them feeling they have a long-term plan.

Amy Mayer, Product Engineer, Shawood

Streamline the Application Process

Employers who want to improve their early career hiring process for construction or skilled labor positions should streamline the application process. A simplified and user-friendly process will attract candidates who might otherwise be discouraged by complicated procedures. 

Start by removing unnecessary steps and forms that don’t directly relate to the job requirements. Use clear language and instructions so applicants don’t get overwhelmed or confused. Digital tools can help here, such as having an online application that works well on mobile devices to ensure candidates can apply easily from wherever they are. A faster process means you’re reducing the time it takes to review applications and get in touch with candidates, which is essential in industries where skilled workers are often in high demand. A smooth, efficient system shows potential hires that you respect their time and are serious about filling the role, which sets the tone for a good working relationship right from the start.

Eli Itzhaki, CEO & Founder, Keyzoo

Implement Paid Skills Assessment Program

Drawing from our experience hiring cleaning technicians, implementing a paid skills assessment program revolutionized our hiring success—retention rates jumped 80% after we started having candidates work alongside experienced team members for a full paid day. The traditional interview process often missed practical abilities that matter most in hands-on work. By having candidates actually clean alongside our top performers, we could evaluate their attention to detail, physical stamina, and problem-solving skills in real situations. 

Last month, a candidate with no formal experience showed exceptional natural talent during their trial day, noticing issues that even some veterans missed. What surprised us most was how this approach revealed leadership potential. During a test day, one candidate spontaneously started teaching a more efficient cleaning technique to another team member. She’s now one of our crew leaders, training new hires herself. 

These working interviews also help candidates truly understand the job demands—our 90-day turnover dropped by 65% since people know exactly what they’re signing up for. The investment in paid trial days more than pays for itself by reducing the costs of hiring mistakes and quick turnovers. We’d rather spend money upfront finding the right fit than waste resources on constant rehiring and retraining.

Joseph Passalacqua, Owner & CEO, Maid Sailors

Prioritize Diversity in Hiring Process

Prioritizing diversity in your hiring process brings great value to your team. A diverse workforce sparks creativity, innovation, and new ways to solve problems, which can greatly enhance project outcomes. Partnering with organizations focused on promoting diversity in construction and skilled labor helps attract a wider pool of candidates. It’s also important to create a workplace where everyone feels respected and appreciated, no matter their background. 

Offering mentorship or support networks can help new hires feel comfortable and confident. When people from different backgrounds work together, they often bring fresh skills and perspectives that improve teamwork. This inclusive environment strengthens your team and sets a great example for the industry.

John Grant, Founder and CEO, Premier Bidets