Exploring the Key to Solving the Labor Shortage in the Civil Engineering and Construction Industry: A Comprehensive Guide to the Latest Talent Acquisition and Development Strategies

Japan’s civil engineering and construction industry is currently facing an unprecedentedly severe labor shortage. At its peak in 1997 there were 6.85 million construction workers, but by 2025 that number is expected to fall to about 4.77 million—meaning approximately 30% of the workforce has been lost over 28 years. Meanwhile, due to the National Resilience Plan and post-disaster reconstruction demand, construction demand is on the rise, widening the gap between “increasing demand” and “decreasing labor supply.” In fact, the ratio of job openings to applicants has reached an extremely high level of about five times as of 2025, and for specialized skilled trades such as formwork carpenters and rebar workers it exceeds seven times. This shortage of workers has caused project delays, contract declines, and cost increases across the board, dealing a major blow to corporate management. Construction skilled workers are also aging: those aged 55 and over account for more than 35% of the workforce, while those aged 29 and under make up only about 12%, an unbalanced age composition that raises concerns about future skills transfer.

This article comprehensively explains the latest talent acquisition and development strategies being pursued by industry companies and government bodies, taking into account the background and challenges of the construction industry’s labor shortage. We cover themes such as securing and developing young talent, promoting the active participation of older workers and women, acceptance of foreign workers, workstyle reforms, labor-saving and efficiency through ICT/DX, and optimizing skills transfer and training, presenting each theme in the order of “background and challenges,” “field examples,” “technologies and systems used,” “obtained effects,” and “future outlook.” At the end of the article we also touch on how the latest technology example—simple surveying using a smartphone plus a high-precision GNSS receiver (LRTK)—can contribute to alleviating labor shortages. From executives to site managers, please read this as a source of ideas to help open the way to a sustainable future for the construction industry.

Securing and Developing Young Talent

Background and Challenges

The construction industry faces major challenges in declining numbers of young entrants and early turnover. Long working hours, harsh work environments, and the “3K” image—physically demanding, dirty, and dangerous—have driven young people away from construction. As a result, new hires have declined and site aging has accelerated. For companies, how to secure “future successors” is an urgent management issue, and unless young people are retained the sustainability of business operations is at risk. A gap has also been identified between what young people seek in a job (work-life balance, growth opportunities, etc.) and the traditional realities of construction sites, and resolving this mismatch is needed.

Field Example

One mid-sized construction company in Tokyo, driven by the urgency that “we will have no young workers in five years,” fundamentally reviewed its recruitment methods. The company had traditionally hired through recruitment agencies, but skill-first hires often did not fit the corporate culture and failed to stay, so they switched to direct hiring using social media. Specifically, they revamped their recruitment website to convey their company’s appeal and philosophy and adopted tools that allow them to target and reach audiences on social media who may sympathize with the company. As a result, in just one month they successfully hired young workers who matched the company’s values, and employee retention after joining is expected to improve significantly. Because applicants joined after deeply understanding the company’s philosophy and culture, on-site seniors have praised them as “proactive and promising.” Such new recruitment strategies suited to the digital era are emerging, reducing mismatches and enabling companies to secure talented young workers.

Technologies and Systems Used

Technologies and systems used to secure young talent include recruitment methods applying digital marketing. As in the example above, attempts to convey a company’s philosophy and appeal via web and social media and hire directly among those who empathize with it are one approach. In recent years there has also been increased use of recruitment platforms and AI matching to reach candidate segments that would not be accessible through traditional job media. On the training side, e-learning and online training have been introduced. Companies are providing video materials that young employees can study at their convenience and VR-based virtual construction experiences so that digital technologies enable efficient skills acquisition. Additionally, as support measures from the Ministry of Health, Labour and Welfare and the Ministry of Land, Infrastructure, Transport and Tourism, industry associations provide vocational training curricula for inexperienced people. Utilizing such public support, companies are helping young hires become productive early in their careers and supporting career formation.

Obtained Effects

Digital-era recruitment and training strategies are beginning to yield results in increased numbers of young applicants and improved retention rates. Hiring via social media connects companies with high-quality candidates who share corporate culture, reducing the risk of early turnover. Furthermore, online training allows newcomers to learn basic safety knowledge and work procedures before joining the site, leading to reduced OJT burden and earlier productivity of new hires. Introducing attractive modern technologies (ICT and DX) also refreshes the site image and can ease the impression that “construction is old-fashioned,” thereby encouraging increased willingness to join. In practice, on sites that make extensive use of digital tools, young employees have said positively that “my IT skills can be used and it’s interesting” and “I can work efficiently,” contributing to higher job satisfaction.

Future Outlook

With a declining birthrate shrinking the domestic young labor pool, how to attract the limited number of young people to construction will remain a pressing issue. Companies should continue to diversify recruitment channels and strengthen branding to communicate the value of construction to students and inexperienced candidates. Combined with creating more worker-friendly workplaces (workstyle reforms and improved compensation, discussed later), this will help young hires stay longer and grow. The government is also strengthening publicity and cooperation with educational institutions toward a “more attractive construction industry,” and efforts to expand the base—such as enhancing civil engineering and construction education in high schools and vocational schools and promoting internships—are expected. Incorporating the ideas and IT skills of digital-native young people into the industry can generate a virtuous cycle leading to productivity gains. Transforming the industry into one young people admire and choose to enter will be a fundamental key to solving the labor shortage.

Promoting the Active Participation of Older Workers and Women

Background and Challenges

Many of the skilled workers who have shouldered frontline construction work are now in their 50s and 60s, and a mass retirement era is imminent. Centered on the baby-boom generation, many veterans are expected to retire in the next decade, making skills and know-how transfer an urgent issue. Meanwhile, the percentage of women working in construction is around 17%, relatively low compared to other industries, meaning a potential talent pool is not being fully utilized. Reasons for the low female participation include the heavy physical work and long hours, and site environments that are not friendly to women (for example, lack of portable toilets or changing rooms). To address the twin challenges of declining capabilities among older workers and insufficient female participation, the industry must create environments where older workers and women can work comfortably and contribute effectively.

Field Example

A comprehensive construction company expanded its system to re-employ retirees as contract staff after retirement, enabling healthy and motivated craftsmen over 65 to continue working as on-site instructors. Placing long-experienced craftsmen as mentors for young workers has markedly smoothed skill acquisition for newcomers, and the veterans themselves feel energized, saying they “can still be useful to younger generations.” Attention is also being paid to female engineers. For example, a regional general contractor actively promoted female site supervisors and improved workplace environments by installing women-only rest rooms and toilets in site offices, enabling female staff to work with peace of mind. As a result, there are reports that female supervisors contributed to shortened schedules and improved safety management. Even in areas once considered unsuitable for women, such as heavy machinery operation, the introduction of power steering and automatic controls in modern equipment has reduced operational burdens and enabled female operators to emerge—signaling a fresh breeze. These examples show that when opportunities and environments are provided for older workers and women to fully demonstrate their abilities, they can significantly contribute to on-site performance improvements.

Technologies and Systems Used

To promote the active participation of older workers and women, institutional measures are advancing. More companies are extending retirement ages and expanding re-employment systems so older employees who wish to continue working can do so. At the same time, shorter working hours and selection of work content (e.g., focusing on mentoring or inspection tasks) are being introduced so older workers can work without excessive strain. To support women, the Ministry of Land, Infrastructure, Transport and Tourism and industry organizations have launched the “Kensetsu Komachi” campaign to support female engineers, and companies share manuals for improving site environments. Specific measures include:

• Installing women-only portable toilets and changing rooms

• Thorough harassment prevention measures and establishment of consultation systems

• Enhanced systems for maternity/paternity leave and support for returning to work

Additionally, measures to reduce heavy physical workloads, such as power assist suits and lighter tools, and ICT-enabled remote operation construction (operating heavy equipment from a distance) are promising. If heavy manual tasks can be handled by machines through remote operation or mechanization, people who lack physical strength can more easily participate. Thus, both technological and institutional measures are building environments in which diverse personnel can work.

Obtained Effects

Companies that continued to employ experienced older workers have seen smoother skills transfer and maintenance of on-site quality. Using veterans’ knowledge to mentor younger workers tends to reduce mistakes and stabilize safety and technical aspects compared with sites staffed only by younger workers. Companies that hired and promoted female engineers not only secured a new source of personnel for previously understaffed occupations, but also reported that the workplace atmosphere became brighter and communication smoother. Collaboration between men and women brings multifaceted perspectives, improving problem-solving and client response quality in some cases. Moreover, improving workplace environments so that everyone can work comfortably has led to higher satisfaction and lower turnover among existing employees. Workplaces where older workers and women can work with confidence ultimately become better for all employees, creating a virtuous cycle that boosts retention and recruitment.

Future Outlook

As Japan as a whole ages, the construction industry will likely consider ensuring employment opportunities up to age 70 and further utilizing older workers’ skills. National policies such as raising the retirement age and promoting employment of older people are under discussion, and in the future the construction industry could play a role in a lifetime active society. For women, the government is prioritizing raising female employment ratios, and the construction sector may aim to exceed 20% female participation in the coming years. With the evolution of machinery and advancement of DX, sites where gender and age no longer determine one’s ability to contribute will become easier to realize. For example, the spread of AI-equipped construction robots and autonomous heavy equipment could supplement differences in strength and experience with technology. Creating environments where diverse personnel can work long and securely will not only solve labor shortages but also drive the evolution of a creative and resilient construction industry.

Acceptance of Foreign Workers

Background and Challenges

As a realistic option to compensate for severe domestic labor shortages, the acceptance of foreign workers has expanded in recent years. The construction industry has long accepted trainees from countries such as Vietnam and China through the Technical Intern Training Program, and in 2019 a new residence status called “Specified Skilled Worker” was created to allow foreign nationals with a certain level of skills and Japanese ability to work in Japan. According to the Ministry of Health, Labour and Welfare, the number of foreign workers in construction is at a record high, and their use is particularly pronounced in small and medium-sized construction companies facing severe shortages. However, accepting foreign workers brings challenges such as language and cultural barriers, differences in skill levels, and the need for companies to set up adequate support systems. Without sufficient preparation, employment can lead to communication breakdowns and early turnover. How to make foreign workers an immediate asset, integrate them, and retain them is the key.

Field Example

A construction company in the Tokyo metropolitan area has continuously accepted technical intern trainees since the 2010s, training and employing dozens of foreign workers. Although they initially struggled with retention due to cultural and language differences, the growth of senior foreign staff within the company has created a supportive environment where new foreign workers feel comfortable seeking advice. The company holds study sessions where Japanese staff teach basic site Japanese, and Vietnamese staff lead in their native language to follow up on work procedures—creating a team-based support system. As a result, many trainees transition from the Technical Intern Training Program to the Specified Skilled Worker status and continue working, producing foreign technical workers who remain long-term as assets. In another regional company, they partnered with recruitment agencies to directly hire qualified foreign specialists from overseas. They provided company housing and assigned staff to support daily life so the newcomers could quickly adapt to life in Japan. Consequently, several foreign specialists became core members of regional sites and now provide valuable skills in trades like rebar work and formwork where local recruitment is difficult. Such company-specific ingenuity in accepting foreign staff is increasingly filling on-site gaps.

Technologies and Systems Used

Successful utilization of foreign workers requires both institutional frameworks and support systems. On the institutional side, employing Specified Skilled Workers requires approval of a “Construction Specified Skills Acceptance Plan” and smooth stepping-stone pathways from technical intern training to specified skilled status. The Japan Construction Skills and Human Resources Corporation (JAC), a general incorporated foundation under the Ministry of Land, Infrastructure, Transport and Tourism, serves as a contact point; companies join JAC and obtain plan approval to accept foreign workers. Properly following procedures ensures a system where foreign workers can work with the same wages and conditions as Japanese workers. On-site support systems emphasize the following points:

• Japanese language education and communication support: training to teach job-related Japanese and the placement of interpreters to smooth communication.

• Proper working conditions: ensuring working hours and safety management are equivalent to those for Japanese employees to eliminate unfairness and anxiety.

• Provision of training opportunities for skill improvement: supporting qualification acquisition and participation in skill training to provide career advancement paths.

• Promotion of intercultural understanding: offering cross-cultural training for Japanese staff and holding exchange events to foster a workplace culture of mutual respect.

For example, some companies distribute simple on-site phrase books or prepare multilingual safety manuals. Recently, digital support such as translation apps and chat tools for real-time communication has become common. Companies are also increasingly offering comprehensive support—housing, life consultation, and assistance with Japanese social insurance procedures—to help foreign staff settle.

Obtained Effects

On sites where foreign workers are active under appropriate acceptance systems, chronic labor shortages have been greatly alleviated. Particularly in regional areas and among small and medium-sized enterprises, there are voices saying “we couldn’t operate the site without foreign workers,” underscoring their indispensability. Deploying them as immediate contributors helps resolve schedule delays and reduce overwork burdens on employees, which in turn improves retention among Japanese staff. The emergence of multinational teams brings international perspectives and vitality to the workplace as a side effect. For example, sharing home-country practices for safety and work procedures can lead to improvements and innovations through collaboration among people with different backgrounds. Moreover, as more foreign workers move from technical intern training to Specified Skilled Worker status and stay long-term, some may become on-site leaders who teach Japanese workers, contributing not only to alleviating shortages but also to the internationalization and sophistication of construction sites.

Future Outlook

Given the inevitable decline in Japan’s working population, the use of foreign workers in construction will become even more important. The government may expand the Specified Skilled Worker system and extend periods of stay, potentially widening acceptance quotas so more foreign workers can support domestic infrastructure development. At the same time, public subsidies for Japanese language education and qualification support are likely to expand. Companies should position foreign workers not merely as gap-fillers but as strategic human resources, cultivating them as future on-site leaders. Building workplaces where cultural and national barriers are overcome and everyone can work comfortably will also improve working conditions for Japanese employees. Working alongside global talent provides young Japanese workers with stimulation and learning opportunities, contributing to industry revitalization. A diverse and inclusive construction industry will have the flexibility to adopt new ideas and technologies and pave the way for sustainable development.

Improving Workplace Environment through Workstyle Reform

Background and Challenges

Long working hours and few holidays have long been normalized in the construction industry, and these factors have contributed to employee outflow. Compared with other industries, construction tends to have longer working hours and makes it difficult to secure private time, which is a major complaint and a reason for turnover even among mid-career staff. To address this, from April 2024 the construction industry became subject to overtime regulations with penalties (the so-called “2024 problem”). This marks a legal turning point making long working hours correction unavoidable, and industry-wide workstyle reform is urgently needed. Specific issues include lack of implementation of a two-day weekend, overcrowded schedules with no slack, and reliance on overtime as a labor-intensive tactic, all of which must be resolved to protect workers’ health and improve work-life balance. Because dissatisfaction with wages and promotion opportunities also affects workstyles, comprehensive reforms including improved compensation are required.

Field Example

One civil engineering company proactively pursued a full two-day weekend before the law was revised. Initially, there were complaints such as “we can’t take time off when we’re short-staffed,” but they addressed this by reviewing project schedules and leveling workloads. Specifically, they negotiated with clients to rework schedules to allow more realistic timelines, securing planned holidays that considered weather risks, and used ICT to streamline some tasks to aim for operation without overtime. As a result, the company significantly reduced site staff monthly overtime hours and achieved weekend closures. Site staff commented that “we have more time with family” and “we are less fatigued and can concentrate on work,” and employee turnover plummeted. Another construction firm reviewed its pay system to ensure younger workers could receive raises based on skill and performance. Providing wages commensurate with ability and qualifications increased employee motivation and fostered a mindset of “I want to build a long career here.” As companies experiment, cases that balance improved work environments with maintained productivity are gradually increasing.

Technologies and Systems Used

Several measures and systems are effective for advancing workstyle reform. The Ministry of Land, Infrastructure, Transport and Tourism’s “Construction Workstyle Reform Acceleration Program” encourages the following points in the industry:

• Introduction of a two-day weekend: While only a portion of companies currently secure two days off per week, there is a growing push to plan public-sector projects to ensure regular weekend breaks. Each site sets a calendar so workers can always have two days off per week by adjusting the schedule.

• Promotion of appropriate scheduling: Setting project timelines with slack at the procurement stage to allow for weather and material delays is essential. Excessive schedule compression ultimately leads to early starts, overtime, or the need to bring in extra personnel, exacerbating long working hours.

• Ensuring compensation matches skills and experience: Using the Construction Career Up System (CCUS) to visualize workers’ experience and qualifications and assign pay and positions accordingly is gaining traction. Proper compensation tied to skills leads to higher job satisfaction and retention.

Tools supporting these measures include attendance management systems and schedule management software. Cloud-based real-time progress management across sites helps optimize personnel deployment and reduce unnecessary overtime. Remote site inspection systems (e.g., wearable cameras for remote verification) can allow one supervisor to manage multiple sites, making it possible to secure holidays even amid supervisor shortages. Additionally, IoT devices for health monitoring can detect anomalies early and prompt rest, enabling technology to prevent overwork.

Obtained Effects

Companies that earnestly pursued workstyle reform have shown a clear trend of improved retention proportional to better working conditions. Implementing a two-day weekend and reducing overtime has led to broader recognition that “you can take proper time off even in this industry,” and some companies report increased applicant numbers. Improved physical and mental health has resulted in fewer industrial accidents and productivity gains. Preventing fatigue reduces mistakes and creates a virtuous cycle of improved quality. Reforming pay systems to reward ability and ensure fair evaluation encourages young workers to envision a future in the company, significantly contributing to retention. Furthermore, companies actively addressing workstyle reform are more likely to be perceived as “white companies,” leading to enhanced corporate image and increased attractiveness to students, among other spillover effects. Overall, improving the previously “tough” image of construction sites positively impacts talent acquisition.

Future Outlook

The full enforcement of overtime regulations in 2024 is only the beginning; it is important to deepen workstyle reform in construction further. The government plans to expand mechanisms that evaluate public construction procurement based on securing two days off and leveling construction, which is expected to spill over into private projects. In the future, a complete two-day weekend may become the industry standard, and deeper measures such as reducing nighttime work and coordinated longer holiday periods (for example, extended year-end/New Year or summer vacations) could be considered. Although telework and remote work are often seen as difficult in construction, some design and construction management tasks can be done remotely; for instance, remoteizing site office administrative work and normalizing online meetings could reduce on-site presence time. Improved workability should gradually ease labor shortages, and the industry is shifting toward a sustainable model that creates high value with fewer personnel. Built on workstyle reform, combining these measures with ICT/DX (discussed next) is expected to further promote both productivity enhancement and talent acquisition.

Labor Saving and Efficiency through ICT/DX

Background and Challenges

The construction industry has long been criticized for stagnant productivity growth, and increasing per-capita productivity—i.e., improving work efficiency—is essential to overcoming chronic labor shortages. The industry has lagged behind others in IT adoption and automation in some respects, making digital transformation (DX) of sites an urgent necessity. The Ministry of Land, Infrastructure, Transport and Tourism aims to increase site productivity by 1.5 times by FY2040 and, in April 2024, formulated “i-Construction 2.0” as a concrete plan. This initiative aims to respond to worsening labor shortages by fundamentally automating the entire construction production process. Promoting DX so that small crews can perform safe, high-quality work is expected to improve working conditions and help attract young and diverse talent.

Field Example

Sites that have advanced ICT and DX adoption report dramatic labor savings and efficiency gains. For example, the Ministry of Land, Infrastructure, Transport and Tourism reports sites where earthwork that previously required 10 people was completed with 6 people using ICT-equipped machinery, and where automated surveying with drones reduced work time by 60%. Projects using BIM/CIM (3D building and civil engineering information models) that integrated design and construction reported reducing rework due to design changes by 80%. In one factory construction project in Fukushima Prefecture, the team integrated a building BIM model with 3D site survey data and machine control for heavy equipment, resulting in significant labor savings and shorter construction schedules while stabilizing quality. Sites fully leveraging digital technologies are producing more results with fewer people and serve as examples of turning “we can’t do it because there aren’t enough people” into “we can do it with fewer people.”

Technologies and Systems Used

Various technologies and systems are being deployed to achieve labor savings and DX. Key examples include:

• ICT-equipped machinery & machine control: Hydraulic excavators and bulldozers controlled by GPS and sensors perform automatic grading and excavation. They allow high-precision work independent of operator skill, supplementing the shortage of heavy equipment operators.

• Drone surveying & 3D scanners: Surveying that used to take days can be performed quickly with drones and laser scanners. Terrain data can be automatically captured and immediately converted into 3D models for use in construction planning.

• BIM/CIM and digital twins: Creating digital models (BIM/CIM) of building and civil engineering assets and continuously synchronizing them with actual conditions enables real-time tracking of progress and deliverables. Clash detection and schedule simulation can be done digitally to eliminate waste and errors in advance.

• Cloud-based site management: Drawing plans, schedules, and daily reports are shared on the cloud so stakeholders can view and update them from tablets or PCs at any time. This reduces meeting and paperwork workload and expands the manageable scope for site supervisors.

• Remote monitoring & IoT: Cameras and sensors on sites enable remote confirmation of safety conditions and progress from the office. Veteran supervisors can remotely oversee multiple sites, and data can be collected by machines instead of sending people into hazardous areas.

• AI applications: AI-based image analysis can automatically inspect outcomes, and AI can propose optimal schedules based on past construction data. Delegating repetitive tasks and some decision-making to AI lets humans focus on more creative work.

To accelerate adoption, national and local governments provide subsidies, including programs that cover up to two-thirds of the cost of introducing ICT equipment. Lowering financial barriers helps small and medium-sized companies access these technologies and raises the industry’s overall DX level.

Obtained Effects

The common effects from ICT/DX adoption are remarkable productivity improvements and reduced human workload. Labor-saving measures enable a reduction in required personnel, increasing the probability of completing projects even with limited staff. Machine and digital technologies reduce human error and contribute to uniform, improved quality. For example, automatically controlled heavy machinery can perform error-free work, and surveying and as-built verification by data enable strict control, resulting in reduced rework and fewer complaints. Safety also benefits: performing hazardous tasks remotely or mechanizing heavy work can reduce occupational accident risks. Effects extend beyond sites—cloud management of administrative tasks directly leads to reduced overtime and more days off, and smarter workstyles via DX improve the industry’s image, attracting younger and IT-skilled talent and thereby promoting inflow of human resources.

Future Outlook

As DX advances, by around 2040 we can expect far more automated and labor-saving construction sites. If data linkage and operational automation become fully realized as envisioned by i-Construction 2.0, in an extreme scenario construction could proceed remotely with minimal on-site personnel. The evolution of robotics is also noteworthy. Rebar-tying robots and automated construction robots are currently in trial stages, and full-scale adoption could let machines take over labor-intensive tasks. This would make “labor shortage” less of an absolute brake on production. At the same time, advancing DX requires improving workers’ digital skills. Providing training so employees of all generations can use ICT is crucial. The government and industry bodies have begun plans to cultivate smart construction personnel, and increasing the number of workers who can handle DX will accelerate technology adoption. In short, both technological advancement and human resource development are needed to build the construction sites of the future. ICT/DX is a trump card for solving labor shortages and will be a key factor in the industry’s competitiveness going forward.

Optimizing Skills Transfer and Training

Background and Challenges

With labor shortages and aging progressing simultaneously, breaks in skills transfer pose a major risk. Long-cultivated expert skills could be lost as veterans retire, leading to concerns about quality degradation and increased accident risk—especially in trades that require artisan skills such as formwork, plastering, and piping. Traditional apprenticeship-style OJT is reaching its limits. Number of newcomers is shrinking, and busy sites often lack the capacity to provide one-on-one, hands-on instruction. Small and medium-sized companies frequently lack systematic training programs, meaning there is a shortage of know-how on how to teach. The industry continues to seek ways to efficiently develop human resources without relying on individual-dependent methods.

Field Example

An infrastructure construction company established an in-house training center to systematize skills transfer and new employee training. Veteran staff were assigned as full-time trainers and temporarily removed from site duties to focus on educating young workers, enabling planned skills transfer. For example, new hires spend the first six months at the training center learning basic surveying, reading drawings, and safe working procedures before being assigned to sites. VR materials and simulators are used to give virtual experiences of heavy equipment operation and high-altitude work so that safety awareness and basic actions are instilled. As a result, the speed at which new employees become productive after site assignment improved dramatically, and the burden on sites decreased. Another company recorded the techniques of near-retirement master craftsmen on video and turned them into teaching materials. High-definition videos of veteran hands and narrated procedural explanations allow juniors to learn at any time, and young workers who used the videos reported that they could understand rare techniques they seldom see in person—showing that visualizing tacit knowledge is gradually proving effective. At an industry-wide level, the Construction Career Up System (CCUS) is operating, and some companies link it to their training programs to present clear career paths, such as “level 2 CCUS in 3 years, level 3 in 5 years.”

Technologies and Systems Used

Optimizing skills transfer and training hinges on building a planned and efficient education system. Training support services and e-learning platforms for the construction industry have become more prevalent, and more companies are using them. Key systems include:

• Online training and e-learning: Providing materials accessible by PC or smartphone enables knowledge acquisition without constraints of time or place. Video-based instruction on site procedures and quizzes to assess understanding are possible. This is especially useful for small companies to continue training without stopping site work.

• VR and simulation training: Dangerous or costly practical exercises—such as high-altitude work, heavy equipment operation, and disaster response—can be simulated in VR for safe, repeated practice. New hires can acquire practical skills in virtual environments to become site-ready faster.

• Mentor systems: Assigning one-to-one senior mentors to young employees, but unlike traditional approaches, providing the mentors with teaching kits (textbooks and progress checklists) standardizes teaching methods. This reduces variance in instruction and ensures a consistent level of skill acquisition.

• Support for qualification acquisition and career paths: Companies provide support for various skill courses and certifications such as construction management licenses and give rewards or promotion opportunities upon acquisition. Having visible goals motivates employees and encourages autonomous learning. Using CCUS to visualize each worker’s experience and qualifications and reflecting that in personnel evaluations and assignments makes career paths fair and transparent.

National support includes subsidies for vocational training conducted by industry associations through collaboration between the Ministry of Health, Labour and Welfare and the Ministry of Land, Infrastructure, Transport and Tourism. Common teaching materials (safety education videos and skill texts) created by construction promotion funds are publicly available, and using such open resources can be effective.

Obtained Effects

Companies that optimized training have achieved clear results in improved retention of new employees and faster on-site productivity. New hires who receive structured training can enter site work calmly, reducing the burden on instructors. As a result, cases of newcomers quitting because they “couldn’t keep up” have decreased and turnover improved. Providing continuous opportunities for skill advancement raises employee motivation and fosters a culture that values skills. Young workers who learned artisan techniques from video materials have demonstrated performance in actual tasks, proving that visualized knowledge aids skills transfer. Moreover, CCUS visualization of skill levels and experience facilitates appropriate personnel allocation and better compensation, instilling the belief that “effort will be rewarded.” This strengthens company loyalty and helps prevent outflow, contributing to long-term mitigation of future labor shortage risks.

Future Outlook

Training and skills transfer in construction are entering a period of transformation. Going forward, industry-wide sharing of training know-how and systems to train young workers across company boundaries—an “all-construction industry” approach—will be necessary. For example, multiple local companies may jointly operate regional training centers, or major general contractors might offer education programs to subcontractors. New skills for the DX era (ICT utilization skills, etc.) will also be incorporated into training menus to cultivate digital-era craftsmen. To appeal to younger sensibilities, game-like learning materials and SNS-based communities for information exchange among young employees may be adopted. The government may also expand budgets for construction human capital development under a “people development revolution,” and companies should fully utilize such schemes for human capital investment. Although training requires short-term costs, it is a sure investment in the future. Continuously optimizing skills transfer and training will raise the industry’s technical base and support sustainable development.

The Future of Site Innovation: Potential Opened by Simple Surveying with LRTK

As shown throughout this article, overcoming labor shortages requires advancing both human resource strategies and technological innovation. Finally, as an example that embodies this fusion, we touch on the simple surveying system LRTK. LRTK combines a smartphone or tablet with a high-precision GNSS receiver so that anyone can easily perform centimeter-level (0.4 in-level) surveying. By attaching a dedicated compact receiver to a device and pressing a button, latitude, longitude, and elevation data are obtained in real time and immediately shared on the cloud. Traditionally, surveying was a time-consuming task carried out by specialized surveyors using transits or GPS equipment. With the arrival of LRTK, however, an era is approaching in which anyone on site can take a smartphone out of their pocket and perform surveying immediately.

Here are the points on how this technology introduction can help solve staffing shortages.

First, it is easy for young and inexperienced workers to handle. Complex instrument operations and advanced calculations are unnecessary; following the smartphone app’s instructions automatically records survey points and reflects them in drawings. The UI is familiar to the digital-native generation, lowering training costs and enabling rapid productivity. This breaks down the barrier that “surveying must be done by specialists,” allowing young or female employees who previously had no surveying experience to actively participate in on-site measurement tasks. In sites equipped with one LRTK per person, young staff themselves have taken charge of tasks like setting out batter boards, and teams report that the scope of work has expanded.

Next is labor saving and creating slack. LRTK streamlines many surveying tasks such as marking out positions and measuring as-built conditions. One site reported that an as-built measurement that previously required two people working half a day was completed by one person in about one hour using LRTK. Such time reductions and cuts in manpower allow limited personnel to be allocated to other important tasks, contributing to overall productivity improvements. Consequently, LRTK can help reduce overtime and secure holidays at the site, supporting workstyle reforms.

From the perspective of skill supplementation and transfer, the system also offers advantages. Since LRTK handles complex surveying calculations and enables high-precision results even for novices, it mitigates the impact of veteran surveyors’ retirement. Newcomers can produce high-precision outputs relying on the device, meaning the areas once dependent on veterans’ intuition and experience can be supplemented with technology. LRTK stores all positioning data in the cloud, allowing veterans to check and guide results remotely. Remote supervision of surveying results and providing real-time advice is a new form of skills transfer.

Finally, it encourages participation from diverse personnel. LRTK devices weigh only a few hundred grams, so there is no need to carry heavy surveying equipment; people with physical limitations can handle them. Women and older workers can operate the device without undue strain, lowering the physical and psychological barriers to site tasks. If the machine handles complex calculations and staff can focus on fieldwork, even people from non-technical backgrounds or career changers can thrive on site. In short, technology can expand the talent pool.

In summary, the smartphone + high-precision GNSS simple surveying system LRTK is emblematic of the site innovation needed to solve labor shortages. By broadening the base of available workers, improving operational efficiency, and supporting skills transfer, LRTK aligns with the culmination of the “talent strategies” discussed in this article. The construction industry stands at a turning point: by training people, leveraging people, and supplementing people with technology, the future can be built. If a new era of civil engineering and construction emerges where young and experienced, Japanese and foreign, men and women all collaborate using cutting-edge technology, the challenge of labor shortages can surely be overcome. With rich ideas and the latest technology as our tools, let us collectively create a sustainable future for the construction industry.