For all the talk of planning reform and land availability, the real test of the UK’s housebuilding ambition lies in its workforce. The government's goal of delivering 1.5 million homes by 2030 isn’t just a construction challenge, it’s a people challenge.
Projects are ready to go. Capital is in place. Demand is off the charts. But the people to deliver it all? Critically short.
There’s growing consensus across real estate that we’re at a tipping point. For every 10,000 homes built, around 30,000 new workers are needed across trades, technical disciplines, and support functions. Yet:
- Apprenticeship pathways remain limited, especially for SMEs who form the backbone of the industry.
- Retirement rates are accelerating across construction, surveying, and property management.
- Brexit and immigration reform have reshaped labour availability, particularly for manual and on-site roles.
- And critically, real estate still struggles to sell itself as a dynamic, future-facing career path, particularly to young people.
These aren't minor issues. They threaten to stall progress on one of the UK’s biggest economic priorities.
At GKR, we believe the sector needs to take accountability for shaping its own future. That starts by modernising the narrative around property and construction careers.
This isn’t just hard hats and heavy lifting. It’s a sector where:
- Digital transformation is reshaping every workflow, from BIM to modular build systems.
- Sustainability and ESG priorities are opening new specialisms, from net-zero planning to green building design.
- Cross-sector mobility is on the rise, with skills from energy, logistics, finance, and even tech becoming highly transferable.
We need to stop selling jobs and start promoting purposeful, long-term careers. Real estate isn’t just where you work; it’s where you live, grow, and shape the future of entire communities.
Many housebuilders are still treating recruitment as a reactive process. That won't work anymore. We're advising clients to:
- Build candidate pipelines ahead of project launches, not after.
- Position roles competitively, not just in terms of pay, but in purpose, progression, and flexibility.
- Partner with recruiters early, to shape job design, scope, and succession plans that align with long-term delivery goals.
- Leverage their supply chains - many high-potential candidates sit within contractor networks, housing associations, or adjacent sectors.
The future of housing delivery depends not just on getting homes built, but on creating the careers that will build them.
The opportunity is vast. So is the challenge. The employers who act now, who partner smartly, think creatively, and communicate clearly, will be the ones who win.
If you're scaling a team or exploring the market, we can help. If you're a professional in the built environment wondering what's next, let’s talk.
