In today’s housing and construction industry, workforce challenges aren’t looming — they’re here. Between staffing shortages, burnout, and a competitive labor market, leaders must ask: How do we truly take care of our people while growing our business?
The good news: A growing body of research shows that investing in your team’s experience isn’t just good for morale, it’s good for business. According to the 2025 Business Trends Report from SurveyMonkey, leaders who actively gather employee feedback and focus on workplace sentiment are significantly more likely to report higher productivity, stronger retention, and better organizational health.
Here’s what’s happening, and what your leadership and management team can do to stay ahead.
1. Lean Teams, Bigger Expectations = Real Burnout
Across industries, 62% of employees say they’re more stressed about work than they were six months ago, according to SurveyMonkey. In construction, that pressure is intensified by labor shortages and tight timelines. Over 70% of leaders report increased team workloads, and 73% of employees have taken on more responsibility without additional pay. This growing pattern is increasingly common.
But productivity gains won’t last long if people are stressed out or disengaged. According to Forbes, “The cost of replacing an employee can be up to twice their salary . . . Preventing burnout is far more cost-effective than replacing talent.”
2. Start Listening — Because Your Employees Are Already Talking
The data shows companies that regularly conduct employee surveys or quarterly reviews are likelier to adopt focus hours, asynchronous work, and clearer performance feedback loops. Those are direct actions that boost satisfaction.
For builders and owners, gaining this insight doesn’t require heavy HR systems:
- Hold one-on-ones to assess workload and stress levels
- Run quarterly anonymous pulse surveys across your crew
- Host open forums for discussing career growth and training needs
- Give managers and team leads a structured check-in system to assess employee sentiment and workloads each quarter
Need help getting started? We recommend this SurveyMonkey employee engagement template—it’s adaptable and easy to deploy.
3. Training and Mentorship Aren’t Perks—They’re Retention Strategies
With older tradespeople retiring, skill gaps are widening. Yet only a few in the housing trades offer structured learning paths.
According to Harvard Business Review, providing professional development opportunities can boost employee engagement by 15% and retention by 34%.
That’s where Housing First Minnesota’s Workforce Programs become vital. By arranging school presentations and job fair appearances through our Speaker’s Bureau, your company can showcase apprenticeships, mentor programs, or career roads to the next generation of talent. Tools like JobsToBuild.com and participation in our local career expos also strengthen your recruitment pipeline.
4. Compensation Still Matters, But It’s Not the Whole Story
Wages are important, but the data reveals a crucial truth: employees report significantly higher satisfaction when they feel heard and respected, even without a raise. As noted by Business Insider, toxic workplace environments — not just low pay — are a key reason employees quit.
So in addition to reviewing pay:
- Publicly recognize strong performance
- Offer flexibility where possible: extra time off, project bonuses, or flexible hours
- Create internal pathways for mentorship or role shifts
5. Gen Z Means Business: Culture, Purpose, and Flexibility Must Be on the Menu
Deloitte found that for Gen Z and millennials (who will make up 74% of the global workforce by 2030), true career happiness comes from a balance of financial security, a sense of purpose, and mental well-being. Employers who support all three pillars see better engagement and retention outcomes.
To attract and keep this emerging workforce, your company must:
- Publicly showcase your values and mission
- Promote flexibility (hybrid hours, time off)
- Offer real mentorship and growth paths
Only 6% of Gen Z respondents said their primary career goal is reaching a leadership position. This is a huge shift from older generations and should prompt companies to rethink their definitions of success and opportunity.
Final Word: Retention Is a Strategy, Not a Perk
In a tight labor market, culture and care are competitive advantages. Companies that invest in employee experience will lead in recruitment and results.
Start with:
- Listening: Ask your team how they’re doing
- Learning: Create training and development opportunities
- Showing up: Exhibit your culture at expos and on job boards like JobsToBuild.com
Remember, building homes is a people business; your team deserves the same care and planning you put into your projects.
Housing First Minnesota supports you every step of the way.
