In a competitive market where skilled professionals are in high demand, understanding what makes people leave a job is just as important as knowing how to attract them.
To get real insight into what drives movement across the construction industry, we asked over 300 construction professionals one question: “What makes you most likely to move jobs besides pay?”
Here’s what they told us:
- Lack of career path – 41%
- Poor site or office culture – 30%
- Lack of stability – 18%
- Long travel or commute – 11%
These results reveal that money isn’t the only motivator. What really matters is growth, culture, and security – three things that build lasting loyalty in construction.
1. Career growth: the biggest driver of change
With 41% of professionals citing a lack of career path as their main reason to move, the message is clear: people want progress.
In construction, it’s easy for employees to feel stuck when promotion paths aren’t visible or development plans are unclear. The most successful employers are those who:
- Regularly review career progression opportunities.
- Provide structured training and mentoring.
- Communicate long-term goals with their teams.
When people can see their next step, they’re far more likely to stay and grow with your business.
2. Culture: where people choose to stay (or go)
30% of respondents said that poor site or office culture would push them to leave.
A strong workplace culture is about more than team lunches or social events – it’s about respect, communication, and trust on every level. In a high-pressure environment like construction, poor management, lack of recognition, or toxic dynamics can drive good people away fast.
Employers who prioritise wellbeing and open communication don’t just reduce turnover – they attract talent that wants to stay.
3. Stability: The foundation employees rely on
Construction is known for project cycles and changing workloads, but that doesn’t mean people accept uncertainty easily.
Nearly 1 in 5 professionals (18%) said lack of stability makes them consider leaving. Job security, consistent workloads, and clear communication about future projects can all help reduce that anxiety and build trust within teams.
Employers who keep their people informed about upcoming work – and follow through – are seen as dependable and worth staying with.
4. Commute: small factor, growing impact
While only 11% of respondents said long travel or commute was their biggest reason for moving, it still matters. With more construction professionals seeking hybrid or flexible working arrangements, location and travel time can make a significant difference to job satisfaction.
Even small steps – such as flexible site start times or regional project assignments – can make a positive impact on retention.
The takeaway: retention starts before recruitment
The results make one thing clear: career development, culture, and stability are the real foundations of retention in construction.
For businesses, this means rethinking how you present opportunities – not just in job descriptions, but throughout the employee experience. When people can grow, feel valued, and trust their employer, they’re less likely to look elsewhere – even when pay isn’t the highest.
Building stronger construction teams with Humres
At Humres, we specialise in helping construction companies find and retain the right people – professionals who not only fit the job but also strengthen the culture. If you’re looking to reduce turnover, improve engagement, or attract long-term talent, we can help. Get in touch to learn more about how we connect businesses with people who stay, succeed, and make an impact.