The Value of Graduates

The construction industry across all sectors is experiencing significant growth. As the economy strives to meet the ever-increasing demand for housing, jobs, and new infrastructure, cities like London are clear evidence of this surge. The skyline is dotted with cranes and scaffolding, while the roads are busy with not just cars but a constant stream of concrete lorries heading to the latest construction projects. This scene is mirrored in major cities throughout the UK.

For this growth to be sustainable, there’s an ongoing need to build the best teams to manage and deliver these projects. This sparks a competitive talent search, where recruiters, referrals, and networking are all utilised to secure top-tier professionals. While it’s common to focus on finding people with decades of experience, it's crucial to remember that those seasoned experts also started somewhere. Investing in the next generation—those just entering the industry—can be incredibly rewarding both for individuals and for the companies that nurture them.

I’ve never been fond of the term “millennials.” It often carries a negative connotation, suggesting that younger generations are somehow unprepared for the real world. However, beneath this stereotype lies a group of highly educated and motivated individuals, eager to step into their careers and prove their worth. I strongly believe in giving people the chance to demonstrate what they can do.

This belief naturally extends to the value of hiring graduates. Richard Branson once said, “Train people well enough so they can leave; treat them well enough so they don't want to.” This philosophy applies directly to the next generation of engineers, project managers, and other industry professionals. In my experience, graduates bring a hunger to learn and a readiness to work hard. At Transport for London (TFL), for example, I’ve seen how effective it can be to rotate graduates through different projects, giving them a broad base of experience and knowledge. TFL has done a commendable job focusing on development, preparing the next generation for success.

Development in construction is akin to nurturing the next Leo Messi in a football academy; some will excel, while others may realise the industry isn’t for them. Sometimes, people make that decision for you. It’s easy to feel disheartened when a mentee leaves after just six months, but it’s important to remember that during that time, you might also be mentoring the next superstar of the industry.

Balancing experience with youth is essential. It can be a recipe for success, but only if opportunities are genuinely available. Additionally, the right attitude is crucial. Regardless of their title or experience level, a poor attitude can be detrimental to long-term success. When looking to support a seasoned team member, some might think of bringing in someone with similar experience, but this can create friction. By introducing a graduate to shadow and support, not only does the graduate benefit from hands-on learning, but the mentor also gains a sense of accomplishment as they watch their mentee grow into a valuable industry asset.

Everyone’s views are subjective, and one bad experience with a candidate can be off-putting. However, those who see the value in giving someone a chance will often find themselves rewarded by the success of those few who rise through the ranks of a graduate scheme.

What are your thoughts?