「英中对照」Adolfson & Peterson Construction中西部总裁David Grandstaff撰文称建筑技工队伍未来取决于雇主下一步行动

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David Grandstaff is Midwest president for Adolfson & Peterson Construction. Opinions are the author’s own.David Grandstaff 是 Adolfson & Peterson Construction 的中西部地区总裁。观点仅代表作者本人。

The construction industry needs more people.建筑行业需要更多人员。

Associated Builders and Contractors estimates construction must attract 349,000 net new workers this year alone. A recent Associated General Contractors of America and National Center for Construction Education and Research survey also found that 87% of contractors have openings for hourly craft workers. Among those trying to fill craft positions, 88% say those jobs are as hard or harder to fill than they were a year ago.Associated Builders and Contractors 估计，仅今年一年，建筑业就必须净吸引349,000名新工人。Associated General Contractors of America 与 National Center for Construction Education and Research 最近的一项调查也发现，87%的承包商有小时制工艺工人的职位空缺。在试图填补工艺岗位的承包商中，88%表示这些岗位与一年前相比同样难填补，甚至更难填补。

Creating more pathways into the trades is an important part of the solution. Earlier exposure can help young people understand the range of careers available to them and what they offer. But as a commercial construction leader, my responsibility — and the responsibility of my colleagues — doesn’t end when someone new is hired.创造更多进入建筑工种的渠道是解决方案的重要组成部分。更早接触行业可以帮助年轻人了解可供他们选择的职业范围以及这些职业能提供什么。但作为一名商业建筑领域的领导者，我的责任——也是我同事的责任——并不会在新员工被聘用时终止。

As an industry, we must develop and retain the people we recruit. In a tight labor market, getting someone in the door solves an immediate need. What happens next determines whether that person develops the skills to build a career and ultimately a future in our industry.作为一个行业，我们必须培养并留住我们招聘的人员。在劳动力市场紧张时，把人招进来只能解决即时需求。接下来发生的事情将决定这个人能否培养出在我们行业成就事业并最终构筑未来的技能。

That responsibility matters even more as technology and artificial intelligence reshape the work we do. Construction will continue adopting tools that make planning, estimating, communication and project delivery more efficient. Yet, the work still depends on our judgment, experience, collaboration and hands-on skills. Developing that level of expertise takes time and attention.随着技术和人工智能重塑我们的工作，这份责任愈发重要。建筑业将继续采用能提升规划、估算、沟通和项目交付效率的工具。然而，这项工作仍然依赖我们的判断力、经验、协作和动手技能。培养这种水平的专业能力需要时间和投入。

Finding the next jobsite leaders寻找未来的工地领导者

As leaders, we know what our business needs next — another superintendent, a strong foreman or someone ready to manage a larger project. When these needs arise, start by looking within your own ranks. Who is ready for the next challenge? Who is looking for more experience? How can I support the advancement of our existing workforce?作为领导者，我们清楚业务下一步需要什么——再一名现场主管、一名能力出众的领班，或是一位准备好管理更大型项目的人。当这些需求出现时，先从自己的团队内部寻找。谁已准备好迎接下一个挑战？谁希望积累更多经验？我该如何支持现有员工队伍的发展晋升？

Some people want to lead teams. Others want to deepen their technical expertise or learn a different part of the business. Understanding those goals helps us put the right opportunities in front of the right people. Sound simple? It’s not.有些人想带领团队。另一些人则想深化自身的技术专长，或了解业务的其他领域。了解这些目标有助于我们把合适的机会放到合适的人面前。听起来简单？并非如此。

When a schedule is tight and the stakes are high, bringing in a seasoned leader is often the natural choice. Yet, the better long-term decision may be to give someone else the opportunity to try.当工期紧张、利害攸关时，引入一位经验丰富的领导者往往是自然而然的选择。然而，更有利于长期的决定或许是把机会给其他人去尝试。

That might mean assigning a new responsibility, asking an employee to lead part of a project or giving someone room to make a big decision with a leader nearby for support. The work may take longer at first, but that real-time experience is how capability grows and talent is retained.这可能意味着安排一项新的职责，让员工主导项目的一部分，或者给某人空间做出重大决策，同时有领导者在旁提供支持。工作起初可能耗时更久，但正是这种实时实战经验让能力得以成长、人才得以留住。

This mentorship mindset becomes even more important when hiring the next generation of our workforce. A new employee may not arrive with every technical skill required for the job. Employers can look for qualities that are much harder to teach — reliability, curiosity, willingness to learn and the ability to work with others. Technical capability can grow from there with experience and coaching.在招聘下一代劳动力时，这种指导心态变得更为重要。新员工入职时未必具备该岗位所需的每一项技术技能。雇主可以寻找那些更难教会的品质——可靠、好奇心、学习意愿以及与他人协作的能力。技术能力可以在此基础上通过经验积累和教练辅导得到提升。

Hands-on mentorship and coaching实操指导与教练辅导

Construction leaders play an essential role in that process. Their value extends beyond their own productivity. They carry knowledge that the next generation needs to succeed.建筑行业的领导者在这一过程中发挥着至关重要的作用。他们的价值不止于自身的生产力。他们掌握着下一代取得成功所需的知识。

Formal apprenticeships, training programs and continuing education provide important structure, but a lot of professional growth also happens during ordinary work. A superintendent explaining why a decision was made, a foreman walking through a more efficient way to complete a task or a manager having a candid conversation about what someone should work on next. Over time, those experiences shape careers.正规学徒制、培训项目和继续教育提供了重要的体系框架，但许多职业成长也发生在日常工作中。施工主管解释为何做出某项决策，工长演示完成任务更高效的方式，或者经理与员工坦诚沟通下一步应在哪些方面努力。久而久之，这些经历会塑造职业生涯。

I've seen many people begin in the field and eventually take on significant leadership responsibilities. Rarely does that progression come from a single training program or mentor. It comes from a series of opportunities, conversations, challenges and people willing to invest their time in someone’s career.我见过许多人从现场基层做起，最终承担重要的领导职责。这种成长很少来自单一的培训项目或导师。它来自一系列机会、对话、挑战，以及那些愿意为他人职业发展投入时间的人。

That is where retention and development intersect.这正是人才留任与发展的交汇点。

Employees are more likely to see a long-term future with an organization when they can see opportunities ahead of them. Clear feedback, meaningful responsibility and visible career paths give people reasons to keep building their skills and taking the next step.当员工能看到前方的机会时，他们更有可能认为自己能在一个组织中长期发展。清晰的反馈、有意义的职责和可见的职业路径，让人们有理由继续提升技能并迈出下一步。

Workforce programs help bring more people into the trades and build a stronger pipeline into construction. That matters. But it's up to leaders in construction to carry that effort forward and make the opportunity a meaningful one, for those employees and for where our industry is headed.劳动力项目有助于吸引更多人进入技术工种，并为建筑行业构建更强大的人才输送管道。这一点很重要。但要将这项工作推进下去，让机会对这些员工、对行业未来的发展都具有真正意义，则取决于建筑行业的领导者。

Solving the industry's workforce challenge requires bringing more people into industry. Our long-term success depends on what we do with their potential once they arrive.解决行业的劳动力挑战，需要吸引更多人进入本行业。我们的长期成功，取决于在他们入行后如何发挥其潜力。