At the FIS Conference, a panel of four industry experts shared their insightful and passionate views on the systemic challenges the construction sector faces in recruiting and training enough people to meet demand and seize the opportunities presented by the Construction Skills Mission Board (CSMB).

The session consisted of some framed questions put to the panel members from the Chair Iain McIlwee, Chief Executive at FIS.

Opening the discussion, Iain asked Jade, “When we look at the current skills landscape and the large numbers of people we need to recruit, where do you see the key challenges?”

Jade said: “The UK construction industry has long relied on migrant labour, but tighter migration rules, coupled with an ageing workforce, mean we must urgently focus on attracting and retaining domestic talent. One of our biggest challenges is encouraging people to choose — and stay in — roles that often involve early starts, travel to site, and demanding working conditions.

“To make construction a genuinely attractive option, we need to reset how the industry is perceived by young people and, crucially, by the parents and teachers who influence their choices. One of the key ways to do this is through setting out clear, long-term career pathways. For example, a Level 2 Interior Systems apprentice currently has no structured Level 3 or Level 4 progression route, despite the increasing skill and competence required across their career. Without visible progression through formal qualifications, we make it harder to outwardly demonstrate the value and importance of our trades.

“Fundamentally, we must showcase the skill involved, articulate progression routes and shift perceptions at a family level, so they understand that construction apprenticeships offer credible, rewarding careers. This is key to widening our talent pool and improving diversity.”

The next question was posed to Sam, “I’ve heard it said by Mark Reynolds, who chairs the Construction Skills Mission Board (CSMB), that we don’t have a recruitment problem, we have an absorption problem. Sam, you’re on the front line of this, do you think that’s a fair assessment?”

“Yeah, I do think that’s fair. From what we see every day, there’s definitely no shortage of people interested in construction or signing up for courses. Plenty of candidates come through training wanting to get into the industry, so the appetite is absolutely there. The problem is what happens afterwards. Too many people gain a qualification but never actually make it into
proper site work, or they don’t stay long once they get there. A lot of that comes down to the way training is delivered.

“Too much of it is still classroom-based and doesn’t reflect what a live site is really like. So, people complete a course, then walk onto a site and feel unprepared, overwhelmed, or unsure whether the job is really for them. On top of that, the system is still far too focused on churning out qualifications rather than ensuring people are genuinely work-ready. So yes, we can
attract people, but absorbing them into real jobs — and supporting them to stay there — is where the industry is struggling.” said Sam.

Jade was asked, “Measom are certainly a leading light in the drylining sector when it comes to taking on apprentices. Why do you think more employers aren’t following suit, and what needs to change?” Jade responded: “At Measom, apprenticeships are part of our culture — we see them as the only sustainable way to grow our future workforce. Many employers don’t follow suit because the true cost and resource demands of running a high-quality apprenticeship programme are far higher than the current support available.

“Using the Level 2 Interior Systems apprenticeship as an example, employers receive £10,500 over two years, yet delivery costs far exceed this when you factor in wages, tools, materials, training managers, on-site mentoring and so on. Almost half of that funding is only released at the end of the programme, despite a 47% drop-out rate, which makes the financial risk even
higher and reduces the incentive to recruit.

“Quality delivery also requires daily supervision, structured mentoring and an internal training capability — far more than simply sending apprentices to a training provider a few days a month. Employers must also maintain a steady pipeline of work and manage the inevitable productivity dips while apprentices learn. “In short, the barriers are delivery costs, funding distribution, and the significant resource required. To increase employer engagement, we need funding that reflects the real cost of delivery and is structured in a way that supports employers.” The Chair put the question to Mark, “Can you give us some insight into where and how the CSMB can help, and the progress made so far?” Mark shared his thoughts and said: “The CSMB has been established as a strategic collaboration between industry and Government to create a demand-led skills system that delivers more workers into the construction workforce by the end of this parliamentary term.

“The current skills system isn’t bridging the gap between training and employment meaning a significant number of learners are missing out on sustained jobs in construction each year.

“The CSMB’s aim is to develop a responsive, demand-led skills model that connects education and training with real labour market needs and employer investment. This means better job outcomes, stronger partnerships, and a future-ready workforce.

“To deliver this the CSMB is focusing on four strategic objectives:
• Skills intelligence: Creating a data driven view of construction skills demand across England.
• Employment-led training: Reshaping training to align with employer needs and prioritising job outcomes.
• Strategic and local coordination: Connecting national programmes with local initiatives to meet workforce demand.
• Employment investment and delivery: Encouraging more employers to invest in training and recruit new talent.

“John, you are on the CSMB, how are you feeling about it all? Do you think it’s going to help?” asked Iain. John responded by saying: “The CSMB is still relatively new, but the encouraging
aspect is that all sectors of the construction industry are represented. Alongside industry, it includes training providers, local authorities, and Government.

“So, we have all the pieces of the jigsaw. Our challenge now is to fit them together to help solve the problem. It is still early days, but there are very positive signs. The will is there, which is half the battle. The next step is ensuring that good intent doesn’t get lost. We’ve got the right people around the table, and now we need to turn that into action.”

Iain put the question to Sam, “Is training provision evolving to meet the challenge? How are you structuring journeys into the industry and supporting both individuals and employers?”

Sam stated: “Yes, training is starting to evolve, which is encouraging. Bootcamps have shifted the focus toward actual job outcomes rather than just qualifications. Candidates are now assessed on interviews, work experience, and job starts, which pushes providers to focus on what really matters. The CITB Onsite Experience Fund is also significant, as it allows people to train safely on live projects, which improves retention.

We’re also looking beyond entry level. In areas like interior systems, pathways currently stop at Level 2. Working with Measom and FIS, we’re developing a Level 3 to create progression, raise standards, and give people clear goals. It’s early days, but it’s the direction the industry needs.” The Chair looked to John, as a manufacturer, for insight on how their problems differ and what role manufacturers play in supporting contractor training.

John explained: “From a manufacturer’s perspective, it varies by the type of role. For example, it is relatively easy to recruit for office based or sales roles at almost all levels.

However, when you move into plant based roles, especially engineering, it becomes much more difficult. Recruitment and retention are two very different challenges. Getting people through the door is one thing, keeping them developing is another. What we’re seeing in manufacturing is not far off what is happening on site. The pressures are similar: skills gaps, competition from
other industries, and the need to show that construction is a viable career.”

John continued: “We almost always have open engineering positions. Both recruitment and retention in this area are difficult, and I hear the same from other manufacturers. When it comes to our
role in contractor training, there is a wide range of involvement. It starts with the simple but important support of providing materials to colleges for students to use in classroom sessions. From there, it extends to supporting colleges with presentations and CPD seminars, all the way to putting people through training at manufacturers’ own facilities. Generally, across building
materials manufacturing, we take this type of support very seriously.

“We should also not forget the merchants and distributors who play a part in providing materials and training. At the end of the day, the industry — whether manufacturers or merchants and distributors — needs skilled, well-trained operatives on site to install our products. We have to make people feel part of something they can grow with.

“If we want more young people trained and employed in construction, we must start by supporting the employers who take them on.”

The next wave of talent gives us the opportunity to build competency into the foundations of the industry from day one, and manufacturers have a real stake in making that happen.”

The Chair said to Sam and Jade, “You have heard what John has to say. What message would you like him to take back on behalf of the FIS Community?”

“The key message is that qualifications need to be outcome-driven and genuinely shaped around employer needs. We also need more funding going directly to employers, not just providers, so they can mentor, support, and properly invest in new entrants. The hidden costs of taking on apprentices are real: time, pastoral support, supervision, and mentoring. If we want employers to play
their part, we have to back them. Give them the tools and the funding, and they will take people on, train them properly, and help fix the retention problem,” responded Sam.

Jade said: “If we want more young people trained and employed in construction, we must start by supporting the employers who take them on. High drop-out rates mean employers lose significant time, ➜ money and resource — and without better structured funding, many simply can’t afford to keep recruiting. That’s why millions spent on bootcamps and training initiatives risk leading nowhere if employers aren’t in a position to offer real jobs at the end.

“With 71% of contractors saying they want to invest in apprenticeships but can’t afford to, funding distribution needs urgent review. We also need stronger support to get formal apprenticeship pathways approved.

At Measom, we’ve invested heavily in creating a Level 3 programme, yet face unnecessary barriers in getting it recognised as a formal qualification.

“If the industry is serious about solving the labour crisis, we must make it easier — not harder — for employers to train, retain and progress the next generation.” Mark, was asked to share his thoughts with the audience on how the CITB should evolve to effectively support this work.

Mark said: “CITB fully supports the aims and objectives of the CSMB. We are already strategically aligned with their vision. Our 2025–2029 strategic plan recognises the challenges within the skills system and sets out how we will develop training and skills to meet both current and future needs.

Mark explained that, to support the CSMB, CITB has been developing skills forecasting, modelling, and analysis to ensure workforce planning reflects the needs of construction employers as
accurately as possible. He said: “We’ve also been working with Mayoral Strategic Authorities to shape local collaborative action, bringing together partners, aligning interventions and directing funding based on workforce demand.

“The CITB New Entrant Support Team (NEST) will support CSMB and industry to find, train, and retain more apprentices and new entrants. NEST will work with employers to remove the barriers to
employing and retaining these individuals.

“In addition, we are supporting industry in developing sector-specific skills plans to address the distinct needs of various segments within the construction sector. Plans for homebuilding and infrastructure have been launched with Repair, Maintenance, and Improvement (RM&I), and commercial sector plans are currently in development.” Completing the framed questions, Iain asked
John,“What would be your ask on behalf of the Construction Skills Mission Board of the FIS Community?” John remarked: “This one is really simple to answer! My ask is that you get involved,
challenge the status quo, and even demand what you believe the industry needs to change and how we can attract more people into our sector.

“Work with the FIS to feed into the CSMB what you, the people on the ground, believe is genuinely needed. Challenge us on how we approach training, and make sure we create somewhere for people to land once that training is complete.

“And let’s not dodge the harder parts of the conversation, particularly around diversity. Some of this won’t be comfortable, but progress rarely is — think of it as growing pains before the next step forward. Ours is a proud industry — in what we make, in how we build, and in who we bring along on the journey — and the more we share that pride the more the wider world sees of why
it’s earned that status.”

In conclusion, Mark said: “This is about more than just putting shoes in boots, the challenge is about shaping a workforce to reflect the world it’s building.