Work-life balance trumps pay for construction staff

Randstad Australia has released survey data showing that work-life balance is the main reason many construction and engineering workers stay in their jobs. The findings highlight retention pressures in sectors already dealing with skill shortages.

The survey found 52% of workers in construction and engineering cited work-life balance as the main reason for staying in their current role, compared with 25% who pointed to pay and benefits and 20% who cited job security.

The data adds to evidence that employers in labour-constrained parts of the economy may need to focus less on salary alone to retain staff. In practice, the research suggests flexibility in working arrangements now carries more weight than traditional financial incentives for a large share of the workforce.

It also found that 70% of workers had flexibility over when they work, while 52% said they had flexibility over where they work, indicating a gap between schedule flexibility and location flexibility.

That distinction matters in engineering and construction, where many roles remain site-based and limit the scope for remote or hybrid work. Even so, the figures suggest workers still place a premium on employers making room for personal commitments where the job allows it.

Clayton Colbert, Director of Engineering and Construction at Randstad Australia, linked the findings directly to the sector's hiring and retention challenges. "Work-life balance has become one of the most powerful tools employers have to attract and retain talent," he said.

Firms that adapt to employee expectations are likely to fare better in a competitive jobs market. "In a sector facing ongoing skills shortages, organisations that can offer flexibility and support employees' lifestyles will have a clear advantage, particularly when it comes to retention," Colbert said.

Cost pressures

The survey also points to financial strain despite the emphasis on balance. Nearly half of respondents, 48%, said they had increased or planned to increase their working hours to cope with the rising cost of living.

A further 38% said they had taken on or were looking to take on a second job. The responses suggest workers are balancing a preference for better lifestyle arrangements with the economic reality of higher household costs.

For employers, that creates a more complex picture than a simple trade-off between money and flexibility. Workers may value time and autonomy, but many are also extending their hours or taking extra work to maintain income.

Manager relationships appear relatively strong, which may help explain why some staff choose to stay. The survey found 87% of workers reported having a strong relationship with their manager, while 79% said they felt trusted by their employer.

Those figures suggest workplace culture and day-to-day management remain important to retention, especially in sectors where project pressures, deadlines and site demands can be intense. Trust and direct manager relationships can also shape how flexible arrangements are applied in practice.

Upskilling focus

Beyond flexibility, the research points to training as another factor in retaining workers. Some employers are broadening their hiring approach and placing greater emphasis on potential and upskilling as shortages persist, particularly in infrastructure.

Colbert said workers were willing to invest in their own development, especially in technology-related areas. "It's not just about offering a job anymore, it's about offering a lifestyle," he said.

He added that pay still matters alongside workplace arrangements. "Employers who can combine competitive pay with genuine flexibility will be best placed to secure talent," Colbert said.

The survey found 64% of workers had independently sought opportunities to future-proof their skills. Another 54% said their employer had provided opportunities to do so.

That suggests a notable share of the workforce is already taking responsibility for adapting to industry change, while employer-backed development is less widespread. For businesses struggling to recruit experienced staff, internal training may become a more important way to fill gaps.

Readiness to use newer tools also differed across the two sectors covered by the data. The survey found 73% of engineering professionals were ready to use the latest technology, such as AI, in their role, compared with 47% in construction.

The gap may reflect differences in how digital systems fit into office-based design, planning and technical work compared with site-based construction roles. It also points to varying levels of preparedness as employers introduce more technology into project delivery and workforce management.

Colbert said the broader message from the data was that workers were stating their expectations clearly. "Our research tells us employees are open to upskilling, particularly when it comes to technology. 64% have independently sought opportunities to future-proof their skills and 54% say their employer has provided them with the opportunities to do so."

Employers that respond to those expectations may have an edge in a constrained labour market. "This research shows that while workers are feeling the pressure, they're also being very clear about what they need from employers," he said.

"Employers who will win in this market aren't necessarily the ones who offer the highest salaries, they're the ones who understand how their employees want to live and work," Colbert said.