No other industry feels the pressure of the war for talent like construction—and it seems as though this battle has no end in sight. The U.S. Bureau of Labor Statistics predicts that the need for construction laborers will increase by 12 percent by 2026, which is almost double the average growth rate for all other occupations. As if a shrinking talent pool wasn’t bad enough according to the latest Gallup research, a shocking 51 percent of employees who come to work are actively disengaged, which leads to an increase in accidents, injuries and turnover.

How can employers win the war for talent while ensuring employees perform at their peak and satisfying customers’ needs? The answer lies in cultivating a culture of health.

While a culture of safety is commonplace in the construction industry, there is strong evidence to support including employee health and wellbeing too. Cianbro, a mid-size, employee-owned general contractor headquartered in New England, realized early on that its people were the foundation of its success. The contractor expanded on its award-winning safety program and included resources to support employee health and wellbeing. Cianbro built a program that aimed to “encourage, educate and support team members and their dependents to make healthy, mental, physical and financial lifestyle choices on daily basics.”

Cianbro’s efforts resulted in a return of $3 to $8 in health, productivity, workers’ compensation, absenteeism and disability after the five-year mark, but the value of their wellness initiative far outweighs the financial return. Their established culture of health serves as a differentiator in the eyes of their clients, customers and current and prospective team members at a time when many companies are reducing or eliminating health care benefits.

Here are some of the keys to Cianbro’s success that can be implemented into any construction contractor’s business.

1. Include all levels of management to gain commitment. Leadership support is crucial to the success of a wellness program; however, middle management’s role is often overlooked. Ensure middle managers are active participants and are held personally accountable for program outcomes.
2. Link the importance of employee health and wellbeing to what’s important to the business. Similar to Cianbro’s experience, it is very likely that components of a contractor’s wellness program will change and evolve over time. By linking the importance of employee health and wellbeing the company’s overall business goals, it will ensure that message about the importance of employee health and wellbeing remains consistent while components of the program may change.
3. Align the environment. A company can’t expect employees to prioritize a healthy diet when donuts and sodas are provided at the worksite. Make sure that policies and practices align with the overall message and employees are aware of the resources at their disposal to maintain or improve their health.
4. Provide meaningful incentives. What motivates employees? Is it an extra four hours of paid time off or is it a gift card given around the holidays to help with holiday expenses? If the company doesn’t know, ask. Use formal and informal modes to solicit feedback and craft incentives accordingly.
5. Communicate the message. Make sure employees know how important their health and wellbeing is to the success of the company and that each employee has the responsibility to work safely and take ownership of their personal health and wellbeing. Be sure to communicate this message consistently throughout the year and through various communication modalities.

Creating a culture of health starts by understanding that it takes healthy people to operate a healthy company. A culture in which employees are treated with trust and respect and have access to the right resources to support their health and wellbeing serves to attract and retain skilled workers who can successfully meet a contractor’s biggest business challenges.