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A Monday webinar marking Construction Inclusion Week 2026 showcased trade careers as a high-earning 'Plan A' for young workers. Moderated by Erin Bibo of Hire Local DC, panelists including carpenter apprentice Mysoun Patrick and journeyman electrician Toni Casey discussed financial benefits, early career advancement, and the importance of humility and hard work. The conversation aligned with CIW's evolved focus on workforce development.
The construction industry needs to attract 349,000 net new workers this year alone, and 87% of contractors have openings for hourly craft workers. While recruiting is crucial, David Grandstaff, Midwest president for Adolfson & Peterson Construction, emphasizes that the industry must focus on developing and retaining new hires. He advocates for looking within existing ranks to fill leadership roles, providing hands-on mentorship and coaching, and creating clear career paths. As technology and AI reshape construction, the human skills of judgment, experience, and collaboration remain essential. Grandstaff concludes that long-term success depends on what employers do with employees' potential after they are hired.
Tutor Perini subsidiary Fisk Electric won a $24 million contract to provide electrical services for a confidential data center customer in Houston. Fisk's scope focuses on prefabrication and assembly of modular containment systems, including liquid-cooled components and piping, for a new ground-up data center. Fisk will construct the components at its new 75,000-square-foot manufacturing facility in Houston. The prefabrication market has seen increased demand due to the shortage of electricians nationally, particularly in data center construction. Tutor Perini, historically focused on large civil infrastructure projects, has been exploring opportunities in the data center construction space. Fisk's electrical construction work is expected to begin this year, with substantial completion anticipated in the first quarter of 2027.
In this opinion piece, DeAnna Thomas, VP of HR at Associated Builders and Contractors, argues that the opioid overdose epidemic is a workforce issue requiring workplace preparedness. Citing CDC data of over 70,000 drug overdose deaths in 2025 and National Library of Medicine statistics that over 70% of adults with substance use disorder are employed, she calls for employers to stock naloxone, share the 988 lifeline, pursue Recovery Friendly Workplace certification, review policies, and expand benefits. She outlines five practical steps and stresses that leadership culture determines whether employees feel safe seeking help.
Elliot Powell, director of data and AI at Pacific Pile & Marine, shares how implementing an AI platform exposed underlying data inconsistencies rather than fixing them. The real challenge was agreeing on basic data definitions like file naming and folder structure. Powell advocates piloting standards on a single project, defining authoritative data, and training for adaptability over technical skills.
The U.S. Department of Labor's Occupational Safety and Health Administration (OSHA) issued a fact sheet providing practical information for workplaces to recognize and respond to opioid overdoses. The guidance is part of the Trump Administration's Great American Recovery Initiative. White House Drug Czar Sara Carter emphasized the importance of overdose recognition and reversal, thanking DOL for informing employers about life-saving treatments like naloxone. The fact sheet recommends keeping reversal medications on hand, treating overdose kits like first aid, educating workers on symptoms, and training them to administer medication safely. This comes as nearly 1 in 5 workers tested positive for drug use in 2025, according to Quest Diagnostics, with opiate use highest among healthcare workers. Employers also face legal risks, as shown by an $80,000 EEOC settlement with a software company that allegedly fired an employee for opioid addiction treatment.
In an article for construction firms, consultant Matt Verderamo outlines three leadership tiers: stabilization, where teams struggle to work on the business without significant support; optimization, where leaders can advance initiatives but struggle to see the future beyond one to five years; and maximization, where executive teams consistently turn long-term vision into reality. Using examples from contractors ranging from $17 million to $350 million, Verderamo shows how companies can progress through tiers and even regress depending on market conditions. He advises leaders to assess their team's ability to advance initiatives, see the future, and tackle complex problems to determine their tier and start developing skills to move up.
A Maryland contractor, Comer Construction, is partnering with North Carolina State University and the Job-Site Safety Institute to pilot Type II safety helmets on active jobsites. The program aims to understand the practical considerations, effectiveness, and feasibility of transitioning from traditional hard hats to Type II helmets, which offer better protection against falls and struck-bys. The initiative builds on previous research showing workers were largely unaware of the distinction between Type I and Type II helmets. While Type II helmets cost significantly more, early adopters see the safety benefits as worth the investment. The study seeks to create an authentic industry example of how to move from hard hats to Type II safety helmets.
In this interview, John Gaal Sr., director of worker wellness at the Missouri Works Initiative, discusses suicide postvention—the immediate support for friends, family, and coworkers after a suicide death. Gaal, who lost his son to suicide, shares his experience fielding calls from those in crisis and outlines key steps for workplaces: coordination, notification, communication, and support. He emphasizes the importance of the first hours to prevent contagion and offers guidance on language and protocols.
