By James Rotimi, Professor of Construction Economics and Management, Te Kunenga ki Pūrehuroa Massey University
The construction sector in New Zealand is at a pivotal point, facing extraordinary challenges that necessitate a strategic approach to developing its workforce. As our country tackles intricate infrastructure demands, ambitious sustainability objectives, and technological changes, the urgent need for a strong, flexible and highly skilled construction workforce has never been clearer.
The existing skills framework highlights gaps that need to support our capacity to execute innovative, efficient and sustainable infrastructure initiatives. Traditional apprenticeship systems need to keep up with rapidly changing technologies. The integration of digital tools, sustainable construction methodologies and sophisticated project management strategies calls for a rethought approach to skill development.
A comprehensive upskilling strategy needs to move beyond standard training methods. We must establish an ecosystem that merges formal education with industry-led training, technology adoption and ongoing professional growth. This strategy should harness partnerships among tertiary institutions, industry organisations, government bodies and technology providers.
The integration of technology is a vital focus area. Construction professionals must become adept at applying digital technologies like generative artificial intelligence and other emerging solutions, advanced project management systems, and sustainability assessment technologies. This proficiency involves understanding how these technologies can fundamentally alter project design, delivery and management.
Sustainability constitutes an essential skill enhancement, too. As New Zealand commits to carbon reduction and environmental targets, the construction workforce must gain knowledge in sustainable design, circular economy strategies, and innovative green tools. This calls for not only technical education, but also a transformation in professional approach.
We must also tackle the demographic challenge. With an aging workforce and issues attracting younger talent, we must implement creative recruitment and retention strategies. This involves establishing clear career paths, providing competitive professional development opportunities, and presenting construction as an exciting, technologically advanced, and socially impactful career option.
How can we meet this challenge? Collaboration between government and industry is crucial. Targeted funding, supportive policy, and strategic investment in training can speed up the transformation of the construction workforce. Incorporating Indigenous knowledge and cultural understanding should also be part of our upskilling initiatives. Including Māori design concepts, recognising cultural factors, and fostering inclusive training environments will enhance both the workforce and the quality of our projects. From an operational perspective, improving strategic thinking and change management capabilities within small and medium‑sized construction enterprises via training will help mitigate possible business failures.
Short courses and adaptable learning models present promising methods for continuous skill enhancement. Short, targeted training modules that can be undertaken alongside work, combined with acknowledgment of prior learning and industry‑recognised certification programs, can provide more accessible and flexible upskilling pathways.
Massey University’s skill and expertise within the School of Built Environment can support the sector with its training needs. Massey is committed to strengthening the construction sector through education. We support our students to elevate their career with accredited qualifications – ranging from diplomas to our degree, an honours qualification, our master program, and beyond. Many students join us to retrain, upskill or extend their knowledge. As a Tiriti-led institution, we place strong emphasis on integrating construction technologies with a deep respect for the cultural context in which we operate.
The economic consequences are significant. A highly skilled and adaptable construction workforce is not just a goal for workforce development, but a vital national economic asset. By investing in our workforce, we produce more efficient projects, stimulate innovation, increase international competitiveness, and build infrastructure that genuinely benefits New Zealand communities. The way forward requires bold and coordinated efforts; it necessitates dedication from us all. The future we share relies on our capacity to evolve the construction workforce into a thriving, innovative, and sustainable ecosystem of skills and expertise.