For construction companies, an ongoing labor shortage presents significant challenges in attracting and retaining top talent, especially amid tight project deadlines and increasing market demand. As of 2024, the market size of the U.S. construction industry is valued at approximately US$2.1 trillion, and is predicted to reach US$2.2 trillion. The Canadian construction market was valued at CA$351 billion in 2023, and is predicted to reach CA$562 billion by 2030.

But there’s a problem: Companies are finding that otherwise well-suited professionals lack key skills for vacant roles.

One skills gap, in particular, is in the so-called “soft skills,” such as the uniquely human ability to think creatively, anticipate and solve problems, build consensus, manage difficult conversations or work effectively as teams.

Forbes cites a 2024 study from BusinessNameGenerator that found 84% of employees and managers believe new employees must possess soft skills and demonstrate this in the hiring process. A Deloitte study said 92% of surveyed companies reported that human capabilities matter as much or more than hard skills in today’s business world.

With pressures on both employees and employers to meet that growing demand, in-house professional development programs, like the PCL College of Construction, are emerging as a key tool to fill the gap. 

PCL addresses soft skill gaps by developing employees’ leadership and behavioral skills through the College of Construction. These type of development programs should be at the top of the industry’s priority list, according to Mike Olsson, vice president of learning and leadership development at PCL Construction.

“The more you understand who you are, why you’re here, what you’re doing and where you’re going, the better you can be for yourself and those around you. Professional development, especially leadership development, creates a ripple effect of opportunities for projects, the business and the industry,” says Olsson.

Leadership development becomes the gateway to more fulfilling careers, ultimately building better communities, increasing productivity and bolstering economic growth. The PCL College of Construction, which has been around for 35 years, is purpose-built to meet those objectives.

“The College of Construction provides the vehicle and resources employees need if they are looking to grow in their careers,” says Olsson.

“The college is not an isolated component. It’s fully integrated into career management and our human resources strategy at the corporate and project level. Professional development is intrinsic to our company culture.” 

One of the programs offered through the College of Construction’s Leadership Faculty is the E3 Leadership Certification Program. The program combines education, exposure and experience (E3) to deliver leadership development to all PCL employees, regardless of their role. The program is celebrating a major milestone this year with more than 1,000 successful graduates who have completed the program since its inception in 2017.

“The program is an opportunity for personal development that supports our employees to be better leaders in their professional and personal lives,” Olsson says.

Among the November 2024 graduates is Blair Trigg, district building systems manager. Since joining PCL in 2009, Trigg and his team have worked on projects such as Rogers Place, Stantec Tower and the Metro Line LRT, all signature projects in Edmonton. He first enrolled in an E3 course in 2020 to support his move to a leadership role in his department. 

“The timing was perfect for me to learn and apply the necessary skills to find success as a team manager and leader,” Trigg says.

Trigg attributes much of his drive to the example set by his father Gary Trigg, who enjoyed a 28-year career with PCL. 

“I consider myself lucky to have grown up and observed firsthand a challenging and rewarding career, watching dad retire at his pinnacle. I believe he left behind a profound legacy and had a positive impact on many people throughout his career.”

Through the E3 program, Trigg has been able to streamline his personal values and areas of focus to three pillars: work, family and mountain biking.

“Identifying these three pillars has helped me to find more balance. The coursework amounts to bringing your best self to work and to your family at home, while ensuring you’re recharged enough to find the space to be creative and innovative,” Trigg says.

According to statistics from PwC, 74% of workers report wanting to acquire new skills in their training. After spending time at other construction companies, two PCL employees agree that professional development is not necessarily an industry priority, however.

“Prior to enrolling in the E3 program, I attended a PCL leadership mixer in Edmonton. I had a conversation with another construction manager. He explained to me his purpose. It impressed me that a leader understood themselves so well and could articulate a crafted vision of their leadership style,” says E3 graduate and PCL construction manager John McCully.

“When the E3 program launched with a focus on self-awareness, I jumped at the opportunity. I've been a huge advocate ever since and always have a few people from my team enrolled at any given time.”

Joining PCL operations for the massive LAX Consolidated Rent-A-Car (ConRAC) Facility in 2022, project manager Simone Date appreciates the opportunity to grow in her career.

“There is no comparison to my last role in construction. There was no professional or soft skill development. PCL is years ahead of other organizations I’ve had exposure to in the industry,” Date says.

Read feedback from other past E3 participants below: 

"Participating in E3 has deepened my confidence and understanding of leadership, empowering me to lead with passion, purpose and authenticity. This shift has inspired those I work with to embrace their strengths while sharing their insights, fostering a culture of collaboration and growth," Kris Kucher, Superintendent, Edmonton.

PCL is 100% employee owned and more than 90% of salaried staff choose to become shareholders. The ownership mindset carries over into development, in the spirit of shared success.

“The company is willing to invest in its employees because its employees are owners. Every other owner is supportive of, and willing to help other employees in their development because it leads to the overall success of the entire organization,” Olsson says.

“Hitting this graduate milestone isn’t a result of the E3 program, it’s the result of an organization that believes in learning, development and caring about its people.”

PCL is looking for experienced professionals who are ready to build their careers with our team. Find out more and explore openings in your area here.