Exploring the Key to Solving Labor Shortages in the Civil Engineering and Construction Industry: A Comprehensive Guide to the Latest Strategies for Securing and Developing Human Resources

Japan’s civil engineering and construction industry is currently facing an unprecedented and severe labor shortage. At its peak in 1997, the number of construction workers reached 6.85 million, but by 2025 this figure is expected to fall to about 4.77 million—a loss of roughly 30% over 28 years. At the same time, construction demand is on the rise due to national resilience plans and disaster recovery needs, creating a widening gap between increasing demand and declining labor supply. In fact, the job-to-applicant ratio reached an extremely high level of around 5 times as of 2025, and for specialized skilled trades such as formwork carpenters and rebar workers it exceeds 7 times. This labor shortage has caused project delays, contract refusals, and cost increases across the sector, inflicting serious damage on corporate management. The workforce is also aging—over 35% are aged 55 or older, while those 29 and under constitute only about 12%, a skewed age structure that raises concerns about future skills transfer.

This article comprehensively explains the latest strategies companies and government bodies are implementing to secure and develop talent in the civil engineering and construction industry, taking into account the background and challenges of the current labor shortage. For each theme—securing and developing young talent, promoting the participation of older workers and women, accepting foreign workers, workstyle reform, labor-saving and efficiency through ICT/DX, and optimizing skills transfer and training—we present “Background & Challenges,” “Field Examples,” “Technologies & Systems Used,” “Observed Effects,” and “Future Outlook.” At the end of the article, as a notable example of leveraging cutting-edge technology, we touch on how the introduction of simple surveying using a smartphone plus a high-precision GNSS receiver (LRTK) can help alleviate labor shortages. From executives to site managers, we hope this serves as a useful guide for building a sustainable future for the construction industry.

Securing and Developing Young Talent

Background & Challenges

The industry faces major issues in recruiting young people and preventing early turnover. Long working hours, harsh workplace conditions, and the “3K” image (difficult, dirty, dangerous) have driven young people away from construction jobs. As a result, fewer new entrants are joining, accelerating on-site aging. For companies, how to secure the “next generation” is an urgent management issue—without retention of young staff, business continuity is at risk. The mismatch between what young people seek in a job (work-life balance, opportunities for growth, etc.) and the traditional realities of construction sites is pointed out, and resolving this mismatch is essential.

Field Examples

A mid-sized construction company in Tokyo, fearing that “there will be no young workers in five years,” overhauled its recruitment methods. Previously it hired via recruitment agencies and prioritized skills, which led to poor cultural fit and poor retention among young hires. The company switched to direct recruitment using social media. Specifically, it revamped its recruitment site to communicate its values and mission and introduced tools to target audiences on social media likely to resonate with the company. As a result, within just one month the company successfully hired young staff who matched the company’s values, and retention after joining is expected to improve significantly. Because applicants joined with a deep understanding of the company’s mission and culture, on-site seniors praised them as “proactive and promising.” This is an example of how modern, digital-era recruiting strategies can reduce mismatches and enable companies to secure talented young people.

Technologies & Systems Used

Technologies and systems used to attract young talent emphasize digital marketing–based recruitment. As in the example above, companies are sharing their mission and appeal via websites and social media to directly recruit people who identify with their values. Increasingly, firms are also using recruitment platforms and AI matching to reach candidates who would not be encountered through traditional job boards. On the training side, e-learning and online training are being introduced. Companies provide video materials that allow young employees to learn basic knowledge at convenient times and VR-based virtual construction experiences so they can acquire skills efficiently using digital technologies. In addition, ministries such as the Ministry of Health, Labour and Welfare and the Ministry of Land, Infrastructure, Transport and Tourism are supporting projects in which industry associations provide vocational training curricula for inexperienced entrants. By leveraging such public support, companies are assisting young employees in becoming effective quickly and building career paths.

Observed Effects

Digital-era recruitment and training strategies are beginning to yield increased applicant numbers and improved retention of young employees. Social-media–based recruitment tends to attract high-quality candidates who resonate with the company culture, reducing the risk of early turnover. Online training allows new hires to learn basic safety and operational procedures before they enter the field, reducing the burden of OJT and promoting earlier readiness for on-site work. Introducing attractive modern technologies (ICT and DX) can also refresh the image of construction, softening the perception that “construction is old-fashioned” and thereby increasing interest in joining. On sites that actively use digital tools, young employees report positive experiences such as “I can use my IT skills” and “work is more efficient,” contributing to higher job satisfaction.

Future Outlook

With a declining youth population, how to attract a limited number of young people to construction will remain a critical issue. Companies will need to continue diversifying recruitment channels and strengthening branding to communicate construction’s appeal to students and inexperienced candidates. Coupling recruitment with creating a comfortable workplace (via the workstyle reforms and remuneration improvements discussed later) will help new hires stay and grow. The government is also intensifying publicity and collaboration with educational institutions to create an “appealing construction industry,” including enhancing civil engineering and construction education in high schools and vocational schools and promoting internships to broaden the talent pipeline. Incorporating the ideas and IT skills of the digital-native generation into the industry can create virtuous cycles that improve productivity. Ultimately, transforming the industry into one young people aspire to join will be a fundamental key to solving labor shortages.

Promoting the Participation of Older Workers and Women

Background & Challenges

Many skilled workers who have led the frontline on construction sites are in their 50s and 60s, and a wave of mass retirements is imminent. With the baby-boomer generation approaching retirement, many veterans are expected to leave over the next decade, making skills and know-how transfer an urgent issue. Meanwhile, the share of women engaged in construction is only about 17%, low compared with other industries, indicating that a potential pool of talent is underutilized. Barriers to women’s participation include physically demanding tasks, long working hours, and on-site environments that are difficult for women to work in (for example, a lack of proper temporary toilets or changing rooms). Addressing both the decline in older workers’ capacity and the underutilization of female talent requires industry-wide efforts to create workplace environments where older workers and women can work comfortably and contribute effectively.

Field Examples

A major general contractor expanded systems that allow for continued employment after retirement on a contract basis, enabling healthy and motivated skilled workers to continue working as on-site mentors past the age of 65. Placing long-experienced craftsmen as mentors for young workers significantly smoothed the skills acquisition process, and the veterans themselves reported feeling fulfilled because they could still “help the younger generation.” There is also growing attention to female engineers’ contributions. A regional general contractor actively promoted female site managers, improving site facilities by installing female-only break rooms and toilets in site offices so women could work with peace of mind. As a result, female supervisors contributed to shorter schedules and improved safety management in some projects. Even in areas once considered unsuitable for women, such as heavy equipment operation, newer models with power steering and automated controls have reduced physical strain and enabled the emergence of female operators. These examples show that if workplaces provide opportunities where older workers and women can fully demonstrate their abilities, they can significantly strengthen on-site capability.

Technologies & Systems Used

To promote participation by older workers and women, companies are advancing both institutional reforms and technological solutions. Many firms are extending retirement ages and expanding re-employment systems so older employees can continue working as desired. They are also adopting shorter working-hour systems and task reallocation (e.g., assigning older workers to instructional or inspection roles) to accommodate reduced physical capacity. For women’s participation, the Ministry of Land, Infrastructure, Transport and Tourism and industry bodies have launched the “Kensetsu Komachi” campaign to support female engineers and shared on-site environment improvement manuals. Specific measures include:

• Providing women-only temporary toilets and changing rooms

• Thorough harassment prevention measures and consultation frameworks

• Enhancement of maternity leave, childcare leave, and return-to-work support systems

In addition, measures to reduce heavy labor burdens—such as introducing power-assist suits and lighter tools—and ICT-enabled remote operation construction (operating heavy machinery from a distance) show promise. If heavy physical tasks can be handled by machines through remote operation or mechanization, people who are not confident in physical strength can more easily participate. Thus, by combining technology and institutional measures, the industry is building environments conducive to diverse workers.

Observed Effects

Companies that continued to employ experienced older workers reported smoother skills transfer and maintenance of on-site quality. With veterans coaching younger staff, error rates were lower and safety and technical stability improved compared with sites run solely by younger workers. Firms that increased hiring and promotion of female engineers not only gained new sources of labor for previously understaffed occupations but also reported that the workplace atmosphere brightened and communication improved. Mixed-gender teams brought multi-faceted perspectives that improved problem-solving and client responses. Furthermore, improving on-site environments to be more inclusive led to higher satisfaction and lower turnover among existing employees. Workplaces where older workers and women can work safely end up being better for all employees, creating a virtuous cycle that boosts overall retention and recruitment.

Future Outlook

As Japan’s population continues to age, the industry will consider securing employment opportunities up to age 70 and better leveraging elder workers’ skills. National policy discussions on raising retirement ages and promoting employment of older people are underway, and the construction sector could play a role in a future lifelong active-society. For women, the government is prioritizing higher female employment rates, and the industry may aim for female participation exceeding 20%. Advances in machinery and DX are likely to make sites where gender and age do not limit participation even more realistic. For example, widespread adoption of AI-equipped construction robots and autonomous heavy machinery could compensate for differences in strength and experience with technology. Building environments where diverse people can work safely and long-term will not only resolve labor shortages but also help evolve the construction industry into a creative, resilient sector.

Accepting Foreign Workers

Background & Challenges

Expanding acceptance of foreign workers has progressed in recent years as a realistic way to supplement the severe domestic shortfall. The construction sector has long accepted trainees from countries such as Vietnam and China through the Technical Intern Training Program, and in 2019 the Specified Skilled Worker residency status was introduced, allowing foreign nationals with certain skills and Japanese language ability to join the workforce. 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 notable among small and medium-sized enterprises facing acute shortages. However, accepting foreign workers introduces challenges such as language and cultural barriers, varying skill levels, and the need for support systems within host companies. Without adequate preparation, communication failures and early turnover can occur. How to turn foreign workers into immediate contributors and retain them is key.

Field Examples

A construction company in the Tokyo metropolitan area that began regularly accepting trainees in the 2010s has trained and employed dozens of foreign staff. Early on, retention was difficult due to cultural and language differences, but as more foreign staff became established, the company created an environment where new foreign workers feel comfortable seeking advice. They held study sessions in which Japanese employees taught essential on-site Japanese, and Vietnamese team members led explanations of work procedures in their native language—creating a team-based support system. Many trainees transitioned from the intern program to the Specified Skilled Worker status and continued to work long-term as valued technical staff. In a rural example, a construction firm partnered with recruitment companies to directly hire qualified overseas technicians. They provided company housing and assigned staff to support daily life, helping new arrivals settle quickly. Several foreign skilled workers became central figures in local sites, filling essential roles such as rebar or formwork specialists that were hard to source locally. These tailored approaches show increasing examples of companies filling on-site gaps by accepting foreign talent.

Technologies & Systems Used

Successful foreign-worker utilization requires both systems and support structures. On the institutional side, hiring Specified Skilled Workers requires approval of a “Construction Specified Skilled Worker Acceptance Plan,” and smooth progression from the Technical Intern Training Program to Specified Skilled Worker status is possible. The Japan Association for Construction Human Resources (JAC) acts as a contact point under the MLIT, and companies join JAC and obtain plan approval to accept foreign workers. When proper procedures are followed, foreign workers can be employed with the same wages and treatment as Japanese workers. On the support side, the following points are considered important:

• Japanese language education and communication support: trainings teaching job-related Japanese and deploying interpreters to facilitate mutual understanding.

• Proper labor conditions: ensuring working hours and safety management are equal to Japanese staff to avoid unfairness and concerns.

• Training opportunities for skill improvement: supporting certification acquisition and participation in skill courses to provide career paths.

• Promoting intercultural understanding: holding cultural training for Japanese employees and exchange events to foster mutual respect.

Some firms distribute simple on-site glossaries or provide multilingual safety manuals. Recently, digital supports such as translation apps and chat tools for real-time communication have been used. Companies also increasingly provide comprehensive support—housing, life counseling, and assistance with Japanese social insurance procedures—to make foreign staff comfortable working in Japan.

Observed Effects

With appropriate acceptance systems, foreign workers have greatly alleviated chronic labor shortages at sites. In some rural and SME contexts, it is said that “sites could not operate without foreign workers,” indicating their indispensable role. Deploying them as immediate contributors has helped resolve schedule delays and relieve overwork among Japanese employees, which in turn helps retention of domestic staff. Multinational teams also bring international perspectives and vibrancy to the workplace, and cross-sharing of methods can lead to process improvements. As more trainees transition to Specified Skilled Worker status and stay long-term, some may become site leaders who can train Japanese staff, contributing not only to solving labor shortages but to the internationalization and upskilling of sites.

Future Outlook

Given the unavoidable decline in Japan’s labor force, foreign-worker utilization in construction will become increasingly important. The government may expand the specified-skilled program and extend residency periods, which could widen acceptance capacity so more foreign workers support domestic infrastructure. Public assistance for Japanese language education and qualification support could also grow. Companies are expected to position foreign staff not merely as stop-gap labor but as strategic human resources, nurturing them as future on-site leaders. Building workplaces that transcend cultural and national boundaries will ultimately improve conditions for all employees and stimulate young Japanese workers through new learning opportunities. An industry that embraces diversity will be more flexible in adopting new ideas and technologies, paving the way for sustainable growth.

Improving Workplaces through Workstyle Reform

Background & Challenges

Long hours and limited holidays have been a longstanding norm in the construction industry, contributing to talent outflows. Compared with other industries, construction workers often face long working hours and limited private time, which is a common reason for resignation even among mid-career staff. To address this, from April 2024 the construction sector became subject to overtime regulations with penalized caps (the so-called “2024 problem”), marking a legal turning point requiring correction of long working hours. Workstyle reform is now urgent across the industry. Key issues include the lack of two-day weekends, tightly packed schedules without slack, and reliance on manpower-heavy overtime, all of which must be resolved to ensure worker health and work-life balance. Dissatisfaction with pay and promotion opportunities also affects workstyle, so comprehensive reforms including improved compensation are needed.

Field Examples

A civil engineering firm proactively implemented a complete five-day workweek (full two-day weekend) ahead of the legal changes. Initially, some argued “we can’t take time off when we’re short-staffed,” but the company responded by revising project schedules and smoothing out workloads. They negotiated with clients to allow more realistic timelines and incorporated weather risk to secure planned holidays. They also used ICT to streamline certain tasks so the site could operate without overtime. As a result, the company significantly reduced average monthly overtime for field staff and achieved weekend closures. Workers reported “more time with family” and “less fatigue, better concentration,” and turnover plummeted. Another construction company reworked its pay system so younger staff could receive raises based on skills and achievements. Aligning wages with ability and qualifications increased motivation and fostered a culture of “I want to stay and build a career.” Such examples show that firms can balance improved working conditions and productivity through trial-and-error, and successful cases are increasing.

Technologies & Systems Used

Several effective measures and systems help advance workstyle reform. The Ministry of Land, Infrastructure, Transport and Tourism’s “Construction Workstyle Reform Acceleration Program” encourages initiatives such as:

• Introducing a two-day weekend: Although still limited, stronger efforts are being made to secure two days off per week in public contracts, with site calendars and schedule adjustments to ensure weekly rest.

• Promoting appropriate project periods: Setting realistic timelines at the procurement stage that allow for weather and materials delays is important. Unreasonable compression ultimately leads to early starts, overtime, or additional staffing and contributes to long working hours.

• Ensuring compensation commensurate with skills and experience: Using the Construction Career Up System (CCUS) to visualize workers’ experience and qualifications and awarding pay and positions accordingly helps improve motivation and retention.

Tools supporting these measures include attendance management systems and scheduling software. Cloud-based progress management allows real-time tracking of work across sites to optimize staffing and reduce unnecessary overtime. Remote attendance systems (e.g., wearable cameras for remote site checks) enable a single supervisor to oversee multiple sites, making it easier to secure holidays despite supervisor shortages. IoT devices for health monitoring can detect anomalies early and encourage rest, making technology-based overwork prevention promising.

Observed Effects

Companies seriously tackling workstyle reform show clear trends of improved retention correlated with better working conditions. Implementing two-day weekends and reducing overtime has led to a wider recognition that “you can take proper breaks in this industry,” increasing job applicants. Improved physical and mental health among employees has resulted in fewer industrial accidents and higher productivity, as reduced fatigue leads to fewer mistakes and better quality. Compensation reform that promotes merit-based, fair evaluation helps young staff see a future in the industry, significantly preventing turnover. Companies that adopt workstyle reforms are more likely to be perceived as “white companies,” improving corporate image and attractiveness among students. Overall, workstyle reforms help revise the industry’s reputation for being “tough” and positively impact talent recruitment.

Future Outlook

The full enforcement of overtime limits in 2024 is only the beginning; further deepening workstyle reform in construction is crucial. The government plans to expand mechanisms that evaluate public contracts for two-day-week guarantees and leveled workloads, which will likely spread into the private sector. In the future, a full two-day weekend may become standard industry practice, and more advanced steps—like reducing night work and coordinated long vacations (e.g., extended year-end/New Year or summer breaks)—may be pursued. Although telework and remote work are challenging in construction, parts of design and construction management lend themselves to remote tasks; for example, shifting office tasks and holding online meetings could reduce on-site residency time. As working conditions improve, labor shortages should ease gradually, and the industry can pivot toward a sustainable model that produces high value with fewer people. Combined with ICT/DX measures discussed next, workstyle reform is expected to further boost productivity and talent acquisition.

Labor-Saving and Efficiency through ICT/DX

Background & Challenges

The construction industry has long been criticized for lagging productivity growth, so improving per-person productivity—i.e., operational efficiency—is essential to overcoming chronic labor shortages. Compared to other sectors, the adoption of IT and automation has been slow, making digital transformation (DX)-driven site reforms urgent. The Ministry of Land, Infrastructure, Transport and Tourism aims to raise site productivity by 1.5 times by FY2040 and in April 2024 announced the “i-Construction 2.0” plan as a concrete measure. This initiative seeks to fundamentally automate the entire construction production process to respond to worsening labor shortages. If DX enables safe, high-quality work with fewer personnel, it will improve working conditions and help attract young and diverse talent.

Field Examples

On sites that have proactively adopted ICT and DX, dramatic labor savings and efficiency improvements have been reported. For example, in MLIT projects, earthworks requiring 10 people were completed with 6 people after adopting ICT construction machinery, and drone-based automatic surveying cut work time by 60% in other cases. Projects using BIM/CIM (3D building and civil information modeling) to unify design and construction management reported an 80% reduction in rework caused by design changes. In one factory construction in Fukushima, integrating a BIM model with 3D site survey data and machine-control technology for heavy equipment resulted in substantial labor savings and schedule reductions while stabilizing quality. Sites leveraging digital technology in full have achieved outcomes greater than before, demonstrating how to turn “we can’t because we don’t have people” into “we can even with fewer people.”

Technologies & Systems Used

A variety of technologies and systems are being introduced for ICT/DX-driven labor savings. Major examples include:

• ICT construction machinery & machine control: GPS- and sensor-controlled excavators and bulldozers perform grading and excavation automatically. These reduce reliance on operator skill and help mitigate heavy-equipment operator shortages.

• Drone surveying & 3D scanners: Tasks that once took people days to complete can be done quickly by drones and laser scanners. Terrain data is automatically captured and converted into 3D models that inform construction planning.

• BIM/CIM and digital twins: Creating digital models of structures (BIM/CIM) and keeping them synchronized with actual conditions during construction enables real-time tracking of progress and quantities. Clash detection and schedule simulations can be executed digitally to eliminate waste and mistakes in advance.

• Cloud-based site management: Drawings, schedules, and daily reports are shared on the cloud so stakeholders can view and update via tablets or PCs anytime, reducing meeting and paperwork burdens and expanding the management capacity of individual site supervisors.

• Remote monitoring & IoT: Cameras and sensors on sites allow remote confirmation of safety and progress from the office. Veteran supervisors can oversee multiple sites remotely, and data collection can occur without sending personnel into hazardous areas.

• AI usage: Image analysis can automatically inspect as-built conditions, and AI can propose optimal schedules based on past project data. Automating repetitive tasks lets humans focus on more creative work.

To support equipment adoption, national and local governments offer subsidies that cover up to two-thirds of ICT equipment introduction costs, lowering financial barriers for SMEs and promoting industry-wide DX.

Observed Effects

DX yields a broad range of benefits, but the common results are dramatic productivity gains and reduced human burden. Labor-saving measures reduce required staffing, increasing the likelihood of completing projects despite shortages. Machines and digital tools reduce human error, improving and standardizing quality. For instance, autonomous heavy equipment can perform precise work without mistakes, and data-driven surveying and checks prevent rework and complaints. Safety also improves when hazardous tasks are performed remotely or mechanized, reducing occupational accident risks. Benefits extend beyond sites: cloud management streamlines administrative tasks, which helps reduce overtime and increase holidays, while smart workstyles tied to DX improve the industry’s image. Transforming from a “dirty, tough site” to a “smart construction site” attracts younger and IT-savvy talent, producing the additional benefit of increased recruitment.

Future Outlook

As DX progresses, by around 2040 we can expect much more automated and labor-saving construction sites. If i-Construction 2.0 achieves full automation of data integration and construction operations, it’s conceivable that projects could be advanced remotely with minimal on-site personnel. Robotic advances are also notable: rebar-tying robots and autonomous construction robots are currently in pilot stages, and once practical, they could replace labor-intensive tasks. In such a future, labor shortages would no longer be an absolute brake on production. However, DX also requires upskilling the workforce so employees of all ages can use ICT effectively. The government and industry bodies are beginning to promote training programs for “smart construction” personnel, increasing the number of workers capable of operating digital systems. In short, technology evolution and human resource development must advance together to build future sites. ICT/DX is a trump card for addressing labor shortages and will determine the industry’s competitiveness.

Optimizing Skills Transfer and Training

Background & Challenges

Simultaneous labor shortages and aging create a high risk of skills transfer breakdown. When veteran workers retire, long-cultivated skills may be lost, potentially lowering quality and increasing accident risk—especially in crafts like formwork, plastering, and piping. Traditional apprenticeship-style OJT has limitations: with fewer newcomers and busy sites, there is often insufficient time for one-on-one training. Many SMEs also lack structured training programs, leading to a shortage of instructional know-how. The industry continues to search for ways to perform workforce development efficiently without relying on individual mentors.

Field Examples

An infrastructure contractor established an in-house training center to systematize skills transfer and new-employee training. Experienced staff were assigned as full-time trainers and temporarily removed from on-site duties to focus on teaching, enabling planned knowledge transfer. New hires spend six months at the training center learning basic surveying, blueprint reading, and safe work procedures before site assignment. VR materials and simulators are used to give virtual experience in heavy-equipment operation and high-place work, instilling safety awareness and basic skills. As a result, new hires become site-ready much faster, reducing site burden. Another firm recorded the techniques of master craftsmen nearing retirement as videos and turned them into teaching materials. High-definition footage of hand movements and narrated procedural explanations allow successors to learn rare skills anytime. Young workers who used the video materials reported they could understand skills they rarely had chance to observe, demonstrating that making tacit knowledge visible is effective. In addition, industry-wide initiatives such as the Construction Career Up System (CCUS) are being linked to new-employee training, with companies setting clear career targets (for example, “Level 2 in CCUS in 3 years, Level 3 in 5 years”) to define growth paths.

Technologies & Systems Used

Optimizing skills transfer and training requires building planned and efficient education systems. Recent growth in construction-focused training services and e-learning platforms has made these tools more accessible. Key mechanisms include:

• Online training & e-learning: Providing materials accessible via PCs and smartphones enables learning without time or location constraints. Video lessons on field procedures and short quizzes measure comprehension, making this approach especially useful for SMEs that cannot halt site operations for training.

• VR/simulation training: Hazardous or costly practical exercises—high-place work, heavy-equipment operation, or disaster response—can be safely practiced in VR repeatedly, enabling newcomers to acquire practical skills in virtual settings.

• Mentor systems: Pairing each young employee with a senior mentor remains valuable, but now mentors are provided with training kits (textbooks and progress checklists) to standardize teaching methods and reduce variability in instruction, ensuring consistent skill acquisition.

• Support for certification and career paths: Companies subsidize skill courses and certification tests (e.g., site management qualifications) and offer bonuses or promotion opportunities upon certification. Having visible goals motivates employees and encourages self-driven learning. CCUS is also used to visualize each worker’s experience and qualifications, and this information is reflected in personnel placement and evaluation to provide transparent career paths.

The government supports these efforts through subsidies for industry association–led vocational training and by providing common teaching materials (safety education videos and skill texts) from construction promotion funds, among other open resources.

Observed Effects

Companies that optimized training saw higher retention of new hires and faster readiness for on-site work. Planned training helps new employees step into site roles calmly and reduces the burden on trainers. Consequently, fewer newcomers quit because they “can’t keep up,” improving turnover rates. Continuous skill development also boosts morale and fosters a culture of respecting skills. Young workers learning from recorded master videos have demonstrated practical success, showing that visualized experience helps skills transfer. CCUS’s visualization of worker experience and qualifications has enabled better personnel placement and pay reform, instilling a sense that “effort leads to recognition,” which strengthens employee loyalty and helps mitigate future labor shortages.

Future Outlook

Skills training and transfer in construction are at a turning point. The industry will likely move toward sharing training know-how across companies and building systems to develop young workers beyond individual corporate boundaries, such as regionally operated joint training centers or large contractors offering training programs to partner companies. New skills for the DX era (ICT proficiency, etc.) will be incorporated into curricula to cultivate a digital-generation craftsperson. To appeal to younger sensibilities, companies will adopt gamified learning, social-media–based peer communities, and other modern teaching methods. The government may expand budgets for construction human-resource development as part of a “people development revolution,” and firms should fully utilize such support. Although training is a short-term cost, it is a reliable long-term investment. Continuously optimizing skills transfer and training will raise the industry’s technical base and enable sustainable development.

The Future of On-Site Innovation: Possibilities Opened by Simple Surveying with LRTK

As this article has shown, overcoming labor shortages requires advancing both human resource strategies and technological innovation in parallel. Finally, as an example of this convergence, let us consider the simple surveying system “LRTK.” LRTK combines a smartphone or tablet with a high-precision GNSS receiver, enabling anyone to perform centimeter-level surveying easily. By attaching a dedicated compact receiver to a device and pressing a button, users can obtain latitude, longitude, and elevation data in real time and share it immediately via the cloud. Traditionally, surveying required specialist surveyors using transits or GPS equipment, a time-consuming process. The advent of LRTK, however, means anyone on site can take a smartphone out of their pocket and start surveying.

Here are the ways this technology can help alleviate labor shortages.

First, it is easy for young and inexperienced workers to handle. Complex instrument operation and advanced calculations are unnecessary—following a smartphone app’s on-screen guidance, measuring points and automatically reflecting them in drawings can be done. The UI is familiar to digital natives, lowering training costs and enabling quick onboarding. This breaks down the barrier that “surveying is the work of specialists,” allowing young staff and women who previously had no surveying experience to participate in measurement tasks. In sites where LRTK was issued one-per-person, young staff themselves were taking stakeout positions, and teams reported a broadened scope of work.

Second, it creates slack through labor savings. LRTK streamlines many surveying tasks, such as layout and as-built measurements. In one example, a measurement that took two people half a day was completed in about one hour by a single person using LRTK. Such time and staffing reductions enable reallocation of scarce personnel to other important tasks, improving overall productivity. This contributes to reduced overtime and greater holiday availability, supporting workstyle reforms.

Third, it offers benefits for skills supplementation and transfer. Because the system handles complex surveying calculations and ensures high-precision results even for novices, it dampens the impact of losing veteran surveyors. Newcomers can produce accurate outcomes with device assistance, allowing technology to complement the field that once depended on veterans’ intuition and experience. LRTK also stores all positioning data in the cloud, where veterans can review results and provide real-time feedback—enabling remote coaching and a new model for skills transfer.

Finally, it promotes participation by diverse personnel. LRTK devices weigh only a few hundred grams, eliminating the need to carry heavy surveying gear. This reduces physical barriers and makes the work accessible to those with lower physical capacity. Women and older workers can operate the device easily, lowering both physical and psychological hurdles to fieldwork. When the system handles complex calculations, individuals can focus on field tasks, making it easier for people from non-technical backgrounds to transition into site roles. In short, technology can expand the talent pool.

In these ways, the smartphone + high-precision GNSS simple surveying system LRTK can be seen as a symbol of on-site innovation that addresses labor shortages. By broadening the base of potential workers, improving efficiency, and supporting skills transfer, its effects encapsulate the human-resource strategies discussed throughout this article. The construction industry is at a major turning point, and by training people, leveraging people, and supplementing people with technology, it can shape a brighter future. If young and veteran workers, Japanese and foreign staff, men and women collaborate using advanced technology, the challenge of labor shortages can be overcome. Let us harness creativity and the latest technology to build a sustainable future for the construction industry together.