When a construction company has projects all over the city, state or country, it needs a workforce to match. But when there is a skilled labor shortage—of approximately 400,000 workers—that swath of talent may be hard to hire. That is when it might be worth considering internal workforce mobility—migrating the talent that already exists within your company to the projects that need it most. Chris Hopper, executive vice president and general manager for Skanska, sits down with Construction Executive to discuss this strategy that lends itself to better business practices, stronger workforce retention strategies, improved efficiency and overall project productivity, as well as how modern technology aids the transition process.
Why are companies relying more on internal relocation instead of local hiring alone?
Companies are increasingly relying on internal relocation because business demands are moving faster than local hiring pipelines. In fast-growing markets, relocating existing employees allows organizations to quickly place experienced talent where it is needed most. Internal employees also bring valuable institutional knowledge, already understanding company culture, systems and safety standards, which reduces training time. Internal mobility is not replacing local hiring—it is complementing it. Many organizations are using a balanced approach, combining relocated internal talent with local recruitment to meet immediate needs while building long-term workforce strength in key markets.
How do you decide when to relocate someone for a specific project?
The decision to relocate someone for a specific project is typically driven by a combination of market demand, project complexity and timing. When project activity in a region begins to outpace the availability of local talent, organizations may turn to internal mobility to quickly fill critical roles and maintain momentum.
How has internal workforce mobility changed over the past few years?
Over the past few years, internal workforce mobility has become more intentional and proactive rather than a reactive solution to address a gap in support. As industries and markets evolve quickly, organizations are increasingly relying on internal moves to support fast-growing markets with specialized projects. Nashville is a great example of this. In addition to solving a need, employees are more open to relocation when the right opportunity aligns with their career goals. Advancements in remote collaboration tools and shared systems have also made transitions smoother and more seamless than in the past, enabling employees to integrate into new teams and roles with greater ease.
What types of markets are most likely to require talent migration?
The markets most likely to require talent migration are high-growth, high-demand markets where multiple large-scale projects are ramping up and local labor supply cannot keep pace. This is especially common in areas experiencing population growth, infrastructure expansion or significant private investment that increases demand for skilled workers in a short period of time. Importantly, this is not a challenge unique to any one city or region, it reflects a broader national pattern as fast-growing markets across the country compete for skilled talent to support economic and infrastructure development.
How does mobility help maintain quality and consistency across regions?
Internal mobility plays a critical role in maintaining quality and consistency across regions by helping organizations spread best practices and proven processes between offices and project teams. When experienced employees and leaders relocate to new or growing markets, they reinforce consistent safety cultures, quality standards and delivery approaches that align with the company’s core values and expectations. For companies like Skanska, internal talent movement helps establish the “Skanska way” on projects, ensuring a shared commitment to execution, collaboration and operational excellence.
How important is it for team members to work with other office locations frequently?
Regular cross-office engagement helps employees develop relationships, understand regional differences and align around shared processes and expectations, making transitions between locations much smoother when relocation opportunities arise. Compared to the past, advances in remote collaboration tools, shared systems and consistent workflows have made it easier for teams to work seamlessly across regions long before an employee physically relocates. As a result, workforce mobility is often more effective today because employees are already connected to colleagues, projects and company culture.
Could relocating team members disrupt chemistry/workflow—or improve it?
Relocating internal team members often strengthens chemistry and workflow rather than disrupting it. Because internal employees already understand the company’s culture, systems, expectations and ways of working, they are typically able to integrate into teams more quickly than an external hire. Shared values, established communication styles and familiarity with processes help create continuity and reduce friction, particularly on fast-moving projects. In many cases, internal mobility can actually improve collaboration by bringing fresh perspectives and experience from other markets while maintaining consistency in execution.
How best to ensure camaraderie amid transition?
Relocated employees often play an important role in this process because they can speak from firsthand experience about integrating into a new team, adapting to a different market and building relationships quickly. A strong, consistent company culture also helps reinforce teamwork by ensuring employees across regions share common values, systems and ways of working.
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