Employee Retention: The High Cost of No Career Path

Introduction

“The paperwork was ready – it just wasn’t on time.”

The same day Roger turned in his two weeks’ notice, he was offered an opportunity to buy the very business he was leaving. He had once been the company’s rising star: arriving before sunrise, staying late, mastering the work, and pouring everything into the job he believed would open doors for him. Over time, though, the excitement faded. Promises of opportunity were replaced with silence. Doubt crept in. And when another company offered him a path forward — with clear advancement and greater financial rewards — he took it.

Roger’s story isn’t unique. In fact, it’s playing out across the construction industry every day. Talented employees are walking out the door, not because they want to, but because they can’t see a future where they are.

The good news? You can change the story.

By building clear paths for career growth and advancement, companies can retain top talent, boost engagement, and build the kind of teams that want to stay and grow with you. Here’s how to get started.

Step 1: Map Out Career Progression Paths

The first step is simple but crucial: define clear career paths. Employees need to see a tangible route forward. Without a plan, people like Roger feel trapped in a cycle of repetitive work with no clear next step.

• Identify key roles within your company (e.g., laborer, operator, foreman, superintendent, project manager, estimator, safety officer).
• Define how employees can advance within your company—vertically into leadership roles or laterally into specialized positions.
• Develop a Career Pathway Chart that shows employees what steps they can take to grow.

When Roger’s supervisor shared a printed career progression chart with him, outlining how laborers could move into crew leadership or specialize in areas like safety or project management, Roger’s mindset changed. “I had no idea these were options for me,” he admitted.

Step 2: Define the Skills and Training for Each Role

Growth isn’t just about time served; it’s about skill development. Employees need to know what they must learn to move up. A well-defined growth path should include:

• Technical skills: These are the hands-on, job-specific abilities required for the role, such as operating equipment, reading blueprints, or obtaining OSHA certifications. Mastering these skills ensures employees can perform their tasks safely and efficiently.
• Leadership skills: As employees move into supervisory roles, they must learn how to manage crews, resolve conflicts, and make decisions under pressure. Leadership training helps them transition from individual contributors to team leaders.
• Soft skills: The ability to communicate effectively, solve problems, and work well with others is just as critical as technical expertise. Strong soft skills lead to better teamwork, higher productivity, and a more positive jobsite culture.

For Roger, seeing a list of skills needed for a foreman role gave him direction. “If I need to learn crew management, where do I start?” he asked. His supervisor pointed him to an internal training program.

Step 3: Provide On-the-Job Training and Learning Opportunities

Once employees understand what they need to learn, the company must provide avenues to build those skills.

• Set up mentorship programs where experienced employees coach those looking to advance. This helps to grow the leadership potential of your more experienced talent and offers opportunities for less experienced employees to grow.
• Offer hands-on training opportunities by allowing workers to shadow experienced foremen or project managers.
• Encourage industry certifications that align with career progression (e.g., OSHA, NCCER, PMP).

Roger’s company paired him with a seasoned foreman, allowing him to gradually take on leadership tasks. Within a few months, Roger was leading small teams under supervision.

Step 4: Create a Development Roadmap for Employees

Without a plan, growth feels vague. A structured roadmap provides clarity on expectations and timelines.

• Define milestones employees need to reach before being promoted.
• Offer training resources that help workers develop the necessary skills.
• Establish check-ins with supervisors to assess progress and adjust development plans as needed.

Roger and his supervisor set up a development plan that included scheduled training, experience goals, and a projected promotion timeline.

Step 5: Establish Career Conversations as a Regular Practice

Career discussions shouldn’t just happen when an employee is thinking of leaving. Supervisors should engage in ongoing conversations about growth.

• Encourage managers to hold quarterly career check-ins with their teams.
• Use Individual Development Plans (IDPs) to document and track progress.
• Provide feedback on strengths and areas for improvement.

Roger’s supervisor now meets with his team regularly, ensuring that employees always have clarity about their career trajectory.

Step 6: Recognize and Reward Development

Employees who work hard to grow should feel valued. Recognition fosters motivation and loyalty.

• Celebrate training milestones publicly.
• Offer raises or new responsibilities tied to skill development.
• Create incentive programs for those who complete certifications or additional training.

When Roger completed his training and took on a foreman role, his company made a big deal about it—announcing his promotion at a company-wide meeting. His coworkers saw that growth was possible, and morale improved across the team.

Step 7: Measure Success and Improve the Program

A development plan is only as good as its results. Continually assess whether your career pathways are effective.

• Track key metrics: internal promotions, employee retention, and training participation.
• Gather feedback from employees on what’s working and what’s missing.
• Adjust training programs and pathways based on workforce needs.

After implementing these changes, Roger’s company saw a noticeable difference—not just in retention but in overall employee engagement. Workers felt invested in and were more likely to stay and grow within the organization.

The Bottom Line: Build Careers, Not Just Jobs

Roger’s story is one of thousands in the construction industry. Talented workers leave when they don’t see a future. But when companies invest in career development, they don’t just keep employees, they build a skilled, engaged, and committed workforce.

By mapping out clear career pathways, providing structured learning opportunities, and recognizing growth, construction companies can transform their teams. The key is simple: show employees like Roger that there’s a future worth staying for.

Is your company ready to build careers, not just jobs? Start today by outlining your career development program and investing in your workforce’s future.

Author Bio

Mary Ivon Montgomery is a manager within HORNE’s Construction team, specializing in facilitation, employee development, and people-focused solutions. She partners with clients to strengthen leadership capabilities, enhance team performance, and align people strategies with business goals. As a trained facilitator, employee development specialist, and ICF-certified coach, Mary Ivon brings a relational, strengths-based approach to her work — helping organizations navigate change, develop emerging leaders, and build thriving, high-performing teams. Since joining HORNE in 2021, she has designed and led leadership development programs, facilitated strategic planning and team-building sessions, and provided individual coaching to drive meaningful growth at both the individual and organizational levels. She holds a Bachelor of Arts in Liberal Studies from the University of Mississippi and a Master of Arts in Marriage and Family Therapy from Richmont Graduate University.

Company Bio

HORNE is a professional services firm founded on the cornerstone of public accounting. Our CPA heritage forged our commitment to trust and discipline. Our dedication to serving clients meant cultivating the talent, skills and mindset to solve our clients’ biggest issues – wherever they arise. We specialize in serving clients in construction, healthcare, financial institutions, franchise, government, and publicly traded and privately held companies. Our 1,000+ team members serve clients in all 50 states, Washington, D.C. and Puerto Rico. Learn more at HORNE.com.