The UK has an ambitious Infrastructure Pipeline, with highways playing an important role in improving connectivity, supporting economic growth and maintaining the roads people and businesses rely on.
But, according to Blayne Cahill (pictued), a Director at national recruitment consultancy Carrington West and a specialist recruiter in the highways, rail and transmission and distribution industries, while funding and procurement frameworks can create opportunities to get projects moving, does it have the people, skills and experience to deliver them?
“For all the attention given to investment and project announcements, delivery ultimately depends on engineers, technical specialists, project managers and skilled professionals – the people doing the work. Without enough of the right people in place, major projects risk falling behind schedule,” he says.
“This is something we’re seeing in recruitment across the built environment. Our 2026 culture survey into the specialist contract workforce found that 70% of hiring managers said staff shortages are causing significant delays. Our experience in highways also points to continued pressure on roles including site engineers and quantity surveyors. These are positions that projects depend on, but which can be difficult to fill when several schemes are competing for the same people.”
A growing pipeline means growing demand
Writing exclusively for Highways News, Mr Cahill argues that experience and technical know-how are paramount.
The recent announcement of Pagabo’s £5 billion National Framework for Civil Engineering, Infrastructure and Enabling Works is one example of the opportunities ahead. With 111 suppliers appointed across 13 lots, the four-year framework covers highways alongside other areas of infrastructure, giving public sector organisations routes to procure a wide range of projects.
For appointed contractors, this could mean new work and opportunities to grow. But winning work and having the capacity to deliver it are two different things.
As more projects are ready to start, contractors will need to make sure they can resource them properly. That means having the right technical specialists, but also people who can manage budgets, co-ordinate teams, oversee contract workers and keep programmes on track.
There is also a wider question about where those people will come from. Highways, water, energy, rail and major construction projects all need people with overlapping skills. When several projects progress at the same time, employers can find themselves competing for the same experienced people.
The challenge is to make sure the sector has the right mix of skills and experience in the places they are needed, when projects are ready to start.
Experience cannot be built overnight
One of the less visible workforce challenges is the gap between recruiting people into the industry and developing the experience needed to lead complex projects.
Technical knowledge is essential, but so is the judgement that comes with years of working on site, dealing with unexpected problems and making decisions under pressure. Experienced professionals also pass on knowledge to colleagues earlier in their careers, helping them develop the confidence to take on more responsibility.
If employers focus only on filling immediate vacancies, they risk overlooking what happens next. Highways has an ageing workforce and a limited pipeline of people ready to move into senior and middle management positions could leave gaps that are difficult to fill.
Developing future talent needs to be part of workforce planning now, this includes creating opportunities for graduates and early-career professionals, giving people the right training and making sure they have access to experienced colleagues who can transfer knowledge and support their development through mentoring. Graduate recruitment should be a long-term strategy, otherwise we’re storing up even bigger problems for five or 10 years’ time.
Planning for people as well as projects
There is no single answer to the workforce challenge, and recruitment alone will not solve it. Employers need to look at how they attract and retain people, how they develop skills internally and how they plan for future demand.
Employers also need to understand what candidates value. As we found in our contractor survey, pay remains important, particularly in a competitive market, but the wider offer matters too. Clear career progression, good management, meaningful work and flexibility can all help organisations attract and retain people.
The government’s ambitions create an opportunity for the highways sector, but successful delivery will depend on what happens after contracts are awarded. If we want to make the most of the pipeline ahead, workforce planning needs to be treated as an essential part of infrastructure planning. And with the certainty of the pipeline giving businesses a clearer view of upcoming projects, there is time to put this in place.
(Picture: Carrington West)
