Arizona’s industrial boom of semiconductor, manufacturing and data center megaprojects is reshaping the desert horizon as well as testing the limits of the workforce that built it.
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As seasoned tradesmen retire faster than new talent enters, contractors and developers are feeling the pressure to reach younger generations amid projections that construction will need more than 380,000 additional workers by 2033, according to the Bureau of Labor Statistics.
Companies must rethink what it means to build — not just structures, but cultures, training programs and career ladders. The strategies they implement now will determine who attracts and retains the next generation of construction talent needed to sustain this momentum.
Build diverse entry points that move talent forward
Recruitment today can’t rely on a single pipeline. To fill roles across every level — from the field to the office — employers need a strategy that develops talent across all levels of education and experience.
Companies gaining traction are offering multiple ways in, spanning high school, college and career transitions. And these pathways should connect the field and office, giving people room to move between them and helping build a stronger, more adaptable workforce.
Attracting and keeping the next generation of workers means building up every avenue that keeps the pipeline growing, including:
• Early outreach and awareness: Exposure at the high school level is vital for students who have never seen construction as a respected, high-earning option. The companies treating this stage as pipeline-building instead of basic promotion are the ones creating interest past graduation. Offering safe demonstrations, site tours or classroom workshops helps students picture a real future in the industry.
• Training that converts interest into experience: Partnering with or sponsoring free pre-apprenticeship programs gives students a chance to explore their aptitude and gain hands-on exposure. These initiatives often reach students in underserved communities and help transition them directly into full apprenticeships, building a stronger pipeline and readying recruits who’ve already experienced life on the job.
• College and professional entry points: Not every new hire enters through the field. Many young professionals come from college programs or related industries and discover the trades through internships or early career rotations. These pathways open doors for a different segment of talent that is drawn to technology, management or design — who might not have considered construction otherwise.
Companies that invest in these systems and expand routes for people to enter and grow maintain a steady flow of talent ready to shape the state’s next industrial chapter for years to come.
Leverage peer referrals to build trust and better fit
Referrals can be an effective strategy for bringing in younger workers who are more likely to stay. When someone already on the crew recommends a new hire, it usually means they believe that person can handle the work, match the pace and carry the right attitude to fit the culture.
That built-in trust works as an early filter, which matters for first-time entrants who often rely on friends or peers to help them decide whether a company is a good place to build a career.
Well-designed referral systems are still rare in the trades, but they’re proving their value. Some companies reward employees with hourly pay bumps once a referred apprentice reaches a milestone. Others use one-time bonuses, extra time off or other rewards.
Referred workers often arrive with a clearer understanding of the job because someone they trust has explained how it operates. That familiarity helps them settle in faster and stay longer — a key advantage for younger workers still deciding whether the trades are the right fit.
Open the door wider through tech and support roles
Many new entrants are starting through technology and operations rather than traditional fieldwork. Roles in prefabrication, virtual construction, modeling coordination and project support introduce them to the industry while giving them a clear view of how complex builds come together.
These pathways create options for people balancing different life stages or responsibilities and allow employees to cross-train between digital and field environments. That adaptability builds stronger teams, supports retention through high and low cycles, and gives workers a clear path to grow into operational or leadership roles over time.
Broadening entry routes beyond the traditional field helps contractors attract people with different strengths. It also solidifies long-term retention, giving new talent a way into the industry that aligns with how they learn, work and see themselves progressing over time.
Humanize culture for loyalty and retention to follow
A strong reputation has the ability to travel faster than any job posting. Younger workers talk, ask around and pay attention to which companies are known for developing people instead of burning them out. Culture plays a major role in that decision.
In fact, a 2025 Deloitte survey found that 44% of Gen Z workers cite toxic workplace culture as their top source of stress — a sign of how much this generation values a supportive environment.
And no, culture is neither slogans nor pizza Fridays. It’s built through leadership that’s direct, fair and invested in its people. They want mentors who teach, explain the vision, tell the truth about challenges and connect the work to something that matters to them.
They also expect to be heard. Construction hasn’t always made speaking up easy, and for a more reserved generation, that environment can feel intimidating. Field leaders who listen and give feedback build trust that inspires younger generations to keep showing up.
And to make that culture last even longer, it has to keep growing. Many contractors now bring continued learning directly to the field through mobile training trailers and onsite modules where crews can refine skills without leaving the jobsite.
Building the workforce that builds what’s next
Arizona’s industrial growth shows no signs of slowing — and neither can the effort to strengthen the skilled workforce behind it. The next generation is looking beyond a paycheck toward purpose, connection and growth. Companies that align their recruitment and retention strategies around those values will be the ones shaping what the state’s future looks like next.
Author: Jon-Paul (“JP”) Jaramillo is vice president of talent acquisition at Nox Group, an industrial construction company specializing in hyper-scale, mission-critical infrastructure like data centers and semiconductor facilities across the U.S.
