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Technology is changing construction hiring by digitizing parts of recruiting and workforce administration while increasing demand for some technical and digital skills. It can help organize hiring work, but it cannot replace qualified candidates or solve the labor shortage on its own: in AGC and NCCER’s 2025 survey, 92% of companies said they had difficulty filling open positions.
Why construction hiring is under pressure
The 2025 workforce survey from the Associated General Contractors of America (AGC) and NCCER found that 92% of surveyed companies had difficulty filling open positions. Respondents pointed to several distinct problems: 57% cited candidates’ lack of skills and qualifications, 48% said new hires failed to show up or quit quickly, and 41% cited missing credentials. These are survey results, not a census of every contractor or market. The same survey found that 45% of contractors reported worker shortages as a leading cause of project delays. AGC and NCCER’s 2025 survey findings
Those pressures help explain why employers are interested in tools that make it easier to manage applicants, qualifications, onboarding, and employee development. But software can support the hiring process; it does not create a supply of experienced workers or establish that a candidate is qualified.
Where technology fits into construction recruiting
Organizing hiring and workforce administration
Construction-focused HR and recruiting software is one way employers may digitize recruiting, employee development, and retention work. AGC’s August 2024 release described Arcoro as an HR technology company serving construction. In that release, Arcoro’s Director of Association Partnerships, Carrie Gardenhire, said HR technology could make recruiting, employee development, and retention efforts “more efficient and impactful.” That is a vendor representative’s view, not independent evidence that a particular platform improves hiring or retention outcomes. AGC’s 2024 announcement
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The available evidence identifies a software category, but does not establish platform adoption rates, current feature sets, pricing, or independently measured results. An applicant tracking system should not be assumed to eliminate bias, verify credentials automatically, or resolve staffing shortages.
Clarifying qualifications and credentials
Because employers report difficulty finding candidates with the right skills and credentials, a digital hiring process can be useful for making job requirements explicit and keeping applicant information organized. That is a practical use, not proof that automated screening can judge qualifications accurately or fairly. Employers still need to decide which credentials and experience a role requires and how to assess them.
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Which digital and technical skills are appearing in demand?
Technology is also changing the kinds of capabilities represented in construction job postings. Infrastructure Australia’s 2025 report summarizes GlobalData data for 2024: technology roles accounted for 7% of construction job postings, while postings requiring AI skills rose 21%. The report also identifies growing demand signals for 3D modelling, drone operation, building information modelling (BIM), big data, cybersecurity, asset management, and modular construction. These are job-posting trends, not evidence that every field worker needs AI expertise or that any one skill is required across the industry. Infrastructure Australia’s 2025 market capacity report
It is useful to distinguish specialist technology jobs from digital competencies used within conventional construction roles. The reported 7% figure concerns technology-role postings; the report does not quantify the share of every trade or site role requiring each listed capability. Employers should match skill expectations to actual duties rather than treating broad technology trends as universal job requirements.
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Why digital hiring tools may not work equally well for everyone
Digital readiness varies
Digital recruitment and workforce systems assume that applicants and employees can use digital tools. In the UK, the Department for Education’s sector overview cites the 2024 Lloyds Bank UK Consumer Digital Index finding that 65% of construction workers could not complete all 20 essential digital work tasks in the index’s framework. This is a UK-specific measure of digital task readiness, not a finding about construction workers worldwide. UK Department for Education’s 2025 construction skills report
For employers, the practical implication is to avoid making a digital application pathway the only workable route if that would exclude otherwise suitable candidates. Clear instructions, mobile-friendly forms, accessible support, and training can help applicants and workers use digital systems without assuming everyone starts with the same level of confidence.
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Software and licence costs are a barrier
Adoption also depends on budget and readiness. A study of New South Wales class 2 builders and designers, reported by the NSW Government in 2025, found that 57% of builders and 48% of designers were at a basic stage of digitalisation; 67% cited software and licence costs as a leading barrier. Those findings apply to the study’s NSW sample, not all firms or construction segments. NSW Government’s report on digitalisation of class 2 buildings
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What technology can—and cannot—change
Digital tools can help construction employers organize recruiting and workforce administration, while job-posting trends show demand signals for both specialist technology roles and digital capabilities. Their value depends on the employer’s needs, the candidate’s qualifications, the cost of adoption, and whether people can use the systems. The available evidence does not show that AI is replacing construction recruiters, that all hiring is moving online, or that recruiting software by itself improves retention or closes labor gaps.
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