18 tips for employers who want to hire a large number of construction and skilled labor candidates

When hiring dozens or even hundreds of candidates for construction and skilled labor roles, employers need a recruitment strategy that efficiently manages volume while maintaining quality standards. These roles often require specific certifications, physical capability, and hands-on experience. Employers can start by crafting clear job descriptions that outline the required skills, certifications (e.g., OSHA, trade-specific licenses), and physical demands of the roles. Utilizing applicant tracking systems (ATS) and job boards like College Recruiter, which connects early career talent with meaningful opportunities, can help attract a broad pool of candidates. Pre-employment assessments, including practical skills tests and physical capability evaluations, can streamline the screening process and quickly identify qualified candidates.

To efficiently process a high volume of candidates, employers can hold job fairs, on-site hiring events, or even open houses at project locations. Group interviews, practical assessments, and scenario-based evaluations can help assess candidates’ ability to perform tasks such as equipment operation, carpentry, electrical work, or plumbing. Structured interviews with technical and safety-focused questions can gauge how candidates handle typical challenges on a construction site, such as working under tight deadlines or maintaining safety protocols. Once candidates are hired, an organized onboarding process with clear safety training and role-specific instruction ensures new employees are ready to contribute effectively from day one.

We reached out to 18 hiring experts to ask them for their suggestions for how employers can best hire a high volume of candidates for construction and skilled labor roles:

• Never Prioritize Speed Over Quality
• View Workers as Essential Team Members
• Always Be Hiring
• Prioritize Hands-On Assessments
• Ensure Stability for Consistent Productivity
• Focus on Culture and Fit
• Avoid Offering Low Pay for High-Demand Jobs
• Structure Contracts Properly for Flexibility
• Hire Crews with Shared Experience
• Implement Structured Onboarding
• Plan for Seasonal Demand
• Offer Clear Paths for Advancement
• Develop a Robust Screening Process
• Streamline Screening While Maintaining Quality
• Use Paid Working Interviews
• Train Team to Become Recruiters
• Simplify the Application Process
• Prioritize Safety Training from the Start

Never Prioritize Speed Over Quality

Employers should never prioritize speed over quality when hiring high-volume candidates for construction and skilled labor jobs. As a civil engineer and project manager on major infrastructure and energy projects, I’ve been involved in recruiting thousands of skilled workers-carpenters, electricians, bricklayers, and specialized roles like wind turbine assembly professionals. 

Striking the right balance between efficiency and thoroughness is critical. A rushed hiring process typically leads to high turnover, safety risks, and costly rework. Instead, a structured yet adaptable approach makes all the difference. In my opinion, it starts with tapping into pre-vetted talent-building relationships with trade schools, unions, and training programs ensures a steady stream of qualified candidates, and minimizes delays. But sourcing talent is just the first step. 

Standardized skill assessments help maintain quality by quickly filtering out underqualified applicants and ensuring consistency across the workforce. Clear communication about job expectations is equally essential-workers should understand shift patterns, physical demands, and project timelines up front to avoid mismatched expectations that lead to high turnover. 

Beyond hiring, retention matters just as much as recruitment. High turnover disrupts productivity and drives up costs. Competitive wages, clear career pathways, and on-site training programs keep workers engaged and reduce the need for constant rehiring. Hiring at scale doesn’t mean lowering standards. With a well-planned process, employers can secure a skilled, stable workforce without compromising safety, productivity, or quality.

Denys Schwartz, Director, constructionfront.com

View Workers as Essential Team Members

When recruiting large numbers of employees for construction or skilled trade roles, it’s crucial to view workers as essential members of the team. Start by providing competitive wages that acknowledge their expertise and dedication—this is key to drawing dependable professionals. Ensure fair treatment by cultivating a respectful, secure workplace. Supply them with appropriate equipment and materials to streamline their responsibilities and make tasks more manageable. 

Delegate assignments that are purposeful and stimulating, as this boosts motivation and demonstrates the significance of their contributions. Effective communication is equally important; make sure they understand expectations clearly and feel comfortable sharing feedback or raising issues. By taking these steps, you foster an environment that not only attracts trained professionals but also keeps them engaged. A workforce that feels appreciated will consistently deliver quality results and drive the success of your project.

Billy Rhyne, CEO & Founder | Entrepreneur, Travel expert | Land Developer and Merchant Builder, Horseshoe Ridge RV Resort

Always Be Hiring

Career contractor here, now running a roofing business.

I’d say the single most important thing I’ve learned is to never, ever hire only when you need someone right at that moment.

Instead, you need to always be hiring and treating recruitment as an ongoing process, even when you’re fully staffed.

Why?

When urgently needing new hires, what you’ll probably end up doing is hiring whoever is available rather than finding the right person for the job. This leads to a lot of turnover from people who aren’t a great fit.

Maintain a continuous recruiting pipeline and budget for it, even during slower periods (like winter is for roofing).

This allows you to be much more selective and thorough. Have multiple interviews and really assess both their skills and fit with the rest of the team.

A side effect of this approach is that it also helps you build a reputation as a professional business that values quality over just filling seats. Customers hear about this stuff over time.

Michael Green, Owner, Alternative Roofing

Prioritize Hands-On Assessments

When hiring for high-volume construction or skilled labor roles, employers should always prioritize hands-on assessments over just looking at resumes. It’s easy to be impressed by qualifications on paper, but when it comes to this industry, practical experience is what truly matters. I have found that assessing skills directly through practical trials, rather than relying too heavily on formal credentials, saves time and ensures the team is getting someone who can hit the ground running.

Adam Bushell, Director, AB Electrical & Communications

Ensure Stability for Consistent Productivity

Hiring in high volumes demands stability. Skilled labor thrives on consistency, yet many employers treat workers as disposable. Rotating crews disrupt productivity, slows down projects, and weakens team cohesion.

I’ve seen companies bring in dozens of workers only to lose half within a month due to poor planning and uncertain job security. When workers don’t know if they’ll have a job next week, they move on before the company even realizes there’s a retention problem. A steady, reliable workforce starts with clear commitments and structured employment cycles.

Rick Newman, CEO and Founder, UCON Exhibitions

Focus on Culture and Fit

Treating the process like a numbers game rather than a people game. Yes, you need to fill positions quickly. Still, if you’re just churning through applicants without a clear strategy, you’re setting yourself up for high turnover, wasted resources, and ultimately, delays on the job site.

The key is to focus on culture and fit just as much as skill. Technical ability is important in construction, but reliability, teamwork, and adaptability are just as critical. A candidate with all the right certifications but a poor attitude can be far more damaging to a project than someone who might need a little training but has the right mindset. That means screening for more than just experience—look for people who align with your company’s values and work ethic.

One practical way to do this is through structured working interviews or trial shifts, especially for large-scale hiring. This lets you see how candidates handle real-world tasks, interact with others, and respond to pressure. It also gives them a taste of the work environment, reducing the chances of early dropouts.

The worst thing you can do? Hire in desperation and ignore red flags just to get bodies on-site. It might seem like you’re solving an immediate problem, but you’re only creating bigger ones down the line. A bad hire can impact safety, morale, and productivity. Instead, invest in a process that brings in people who will stick around, contribute to the team, and help move projects forward efficiently.

Andrew Moore, Director, Rubicon Wigzell Limited

Avoid Offering Low Pay for High-Demand Jobs

Employers hiring large numbers of skilled workers in construction should avoid offering low pay for high-demand positions. A licensed electrician who earns $45 per hour elsewhere will not accept $35 just because a company is hiring in bulk. Paying below-market rates leads to high turnover, forcing businesses to repeat the hiring process every few months. Offering $2 to $5 more per hour than competitors helps retain workers and reduces hiring costs in the long term.

Nathan Mathews, CEO and Founder, Roofer

Structure Contracts Properly for Flexibility

A big issue is failing to structure contracts properly for high-volume hires. Instead of bringing on 100 workers as direct employees, using a mix of full-time staff and subcontractors can provide flexibility. A company hiring 50 subcontractors at $50 per hour for a 6-month project may save more than hiring 50 full-time employees with benefits. Employers should always evaluate whether temporary labor agreements, project-based contracts, or full-time hires work best for their financial situation.

Michael Benoit, Founder and Insurance Expert, ContractorBond

Hire Crews with Shared Experience

I have seen hiring managers rush to fill skilled labor roles, treating it like a numbers game. A stack of applications, a quick scan, and before you know it, a crew is on-site. That approach might get bodies on the ground, but it does little for long-term reliability. A better way? Hire crews in pairs or small groups who have already worked together. Construction runs smoother when people trust each other, and nothing builds trust like a shared experience. A crew that has already spent years working side by side will move like a well-oiled machine, cutting down on mistakes and wasted time.

I once had a team walk onto a site and, within minutes, they had split tasks without a word—one measuring, another setting, the third cutting, as if they had rehearsed it a hundred times. That level of coordination does not come from training alone; it comes from working together day in and day out. Bringing in teams rather than individuals turns hiring from a gamble into a sure bet. It keeps productivity high, reduces turnover, and makes the job site run like clockwork.

Dan Davidson, Founder & CEO, Build Team

Implement Structured Onboarding

One mistake employers make when hiring at scale in construction is skipping structured onboarding. Bringing in 50 workers for an installation project without proper orientation leads to delays, miscommunication, and safety violations. A single misplaced bolt on a tension structure can lead to a system failure, costing up to $100,000 in damage. Every new hire should go through at least 4 hours of site-specific training before starting work to ensure they understand project requirements.

A better strategy is pairing new hires with experienced team leads. Assigning 5 new employees to each senior technician for the first two weeks improves efficiency. A structured mentorship system reduces errors by up to 30% and ensures workers are familiar with installation standards. Hiring large groups of employees makes sense for fast-moving projects, but without proper oversight, even the most skilled teams can struggle to keep up with demand.

Caleb John, Director, Exceed Plumbing

Plan for Seasonal Demand

Planning for seasonal demand is crucial when hiring a large number of workers in construction and skilled labor jobs. Looking at past trends helps predict when extra workers will be needed, allowing businesses to start hiring early and avoid last-minute shortages. Staying connected with past seasonal workers can make re-hiring easier since they already have experience. Offering flexible contracts and staggered hiring helps balance workload across different projects and prevents overstaffing during slower periods.

Without proper planning, businesses risk being short-staffed, which can lead to project delays and dissatisfied clients. Training should also be scheduled in advance so new hires are ready to work when demand peaks. Good planning keeps operations running smoothly, reduces stress, and helps control labor costs.

Gregory Hair, Founder & Landscaper, SLIDE Living

Offer Clear Paths for Advancement

Giving experienced workers a clear path to advance keeps hiring strong. Many skilled laborers want long-term stability but feel stuck doing the same tasks for years. Offering a structured way to move from installer to crew lead or from laborer to site supervisor keeps workers engaged. A roofing technician who installs shingles for five years can be trained to oversee a crew of 10, reducing turnover and improving job quality. 

A clear promotion path tied to skill milestones, like mastering a new installation method or managing a small project, encourages workers to stay. Making career growth part of the hiring pitch attracts better candidates. Workers looking for a trade career pay attention to job postings that mention advancement. A company that promotes from within can cut down hiring needs by 20% or more because experienced workers stick around. A laborer who starts at $18 an hour and knows they can reach $30 an hour within three years will take the job more seriously.

Victor Hernandez, COO and Property Safety Expert, Hurricane Safety Program

Develop a Robust Screening Process

When hiring high-volume candidates for construction or skilled labor jobs, taking the time to develop a robust screening process is essential. By assessing not only technical qualifications but also ensuring candidates align with the company’s values and team dynamics, you create a stronger, more cohesive workforce. Cutting corners to meet recruitment quotas may seem efficient initially, but it often results in hiring individuals who may not stay long-term or struggle to integrate, leading to additional training costs, project delays, and potential safety risks. A well-thought-out approach upfront saves time and resources, paving the way for a more stable and productive team.

We’ve seen the benefits of prioritizing a thorough screening process to find the best fit for our team and clients. By investing in hiring, we’ve built a strong team that delivers great service, works well together, and shares our values. My advice: take the time to hire with intention and the results will speak for themselves.

William Xiao, CEO and Founder, UrCleaner

Streamline Screening While Maintaining Quality

One key thing employers should do when hiring high-volume candidates for construction and skilled labor jobs is to streamline the screening process while maintaining quality. Implementing a structured, efficient system—such as pre-screening assessments, automated applicant tracking systems (ATS), and group interviews—helps quickly identify qualified candidates without slowing down hiring.

Conversely, one thing employers should not do is overcomplicate the application process. Requiring lengthy forms, multiple interviews, or excessive paperwork can deter skilled workers who prefer a straightforward hiring process. Keep it simple and focused on essential qualifications and experience.

Tim Darbe, COO, Toronto Wiring

Use Paid Working Interviews

Implementing paid working interviews transformed our high-volume hiring for cleaning staff—retention rates increased after we started having candidates work alongside experienced teams for a full paid day. The traditional interview process often missed critical hands-on abilities. When candidates actually cleaned with our teams, we could evaluate their attention to detail, physical stamina, and problem-solving skills in real situations. One recent hire who seemed quiet in the interview showed exceptional talent during her trial day, noticing issues even veteran cleaners missed. 

Most valuable was how this approach revealed leadership potential. During a test day, a candidate spontaneously started teaching efficient cleaning techniques to another team member. She’s now one of our crew leaders. These working interviews also help candidates truly understand the job demands—our 90-day turnover dropped dramatically since people know exactly what they’re signing up for. The investment in paid trial days 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

Train Team to Become Recruiters

When hiring for high-volume skilled labor, employers often overlook the power of investing in training the team to become their own recruiters. I’m not talking about just sending out job postings or interviewing candidates; what I mean is creating a culture where your current team actively participates in finding the next set of workers. 

For instance, I once worked with a company where they turned their top-performing employees into “talent scouts.” These scouts helped identify potential candidates from their networks and even assisted in the interview process. 

The results were striking: employee referrals jumped by 40%, and within six months, they had reduced hiring time by 25% while improving job satisfaction. It’s a method that taps into the trust and authenticity of existing team members, and it fundamentally shifts the approach to hiring.

Adam Klein, Certified Integral Coach® and Managing Director, New Ventures West

Simplify the Application Process

Employers who are hiring a high volume of candidates for construction and skilled labor jobs should streamline the application process to make it easier for qualified workers to apply. Many skilled workers are already balancing jobs, side projects, or certifications, so a complicated application process discourages them from completing it.

A long or overly detailed application does not always attract the best candidates. It usually just filters out the ones who do not have the time to go through unnecessary steps. Simplifying the process by reducing redundant fields, allowing mobile-friendly applications, and eliminating unnecessary paperwork helps businesses reach more qualified workers. Many skilled laborers prefer to apply quickly and get to work, so adding options like text-based applications, same-day interviews, or short initial screenings speeds up hiring while keeping the quality of candidates high.

Ann Monis, CEO & Co-Founder, Medical Anti-Aging

Prioritize Safety Training from the Start

Employers conducting high-volume hiring for construction and skilled labor jobs must prioritize safety training from the start. Bringing in a large number of workers means varying levels of experience, and assuming that everyone knows the same safety protocols is a costly mistake. Standardized safety training ensures that every worker, whether experienced or new, understands the specific hazards of the job site, the proper use of equipment, and emergency procedures. This reduces accidents, lowers workers’ compensation claims, and keeps projects running on schedule. A workforce that is well-trained in safety creates a job site where efficiency and accountability become the standard. When safety is built into the hiring process, it prevents costly delays, protects lives, and strengthens the overall reliability of a crew.

Daniel Roberts, Chief Executive Officer, Lava Roofing