By Ryan Romanchuk, Central Region leader, DPR Construction
The construction industry has always had to navigate cyclical economic conditions, but the current environment we find ourselves in could challenge even the most seasoned among us. Between policy shifts and tariffs creating market volatility and investor uncertainty, there is a lot that feels out of our industry’s control. Compounding these more recent developments is ongoing labor shortage we all know the construction industry is facing. While these challenges are real, they’re also prompting companies to rethink where they can begin to meaningfully move the needle when it comes to how projects are staffed, executed, and delivered. In every challenge, there is a lesson.
As we move through the year, here are some of the biggest challenges and opportunities DPR Construction is seeing nationally, as well as insights specific to the Colorado market, and how these trends could shape the industry this year and beyond.
Tackling the Construction Labor Shortage Through Collaboration
The construction labor shortage isn’t news, but it remains persistent. More people are leaving the workforce than entering it, creating a growing gap in skilled labor, partly due to an aging workforce and fewer young individuals entering the trades.
The good news is that Colorado is faring better than other markets. Skilled workers helped stabilize the workforce here, but that balance is fragile, and shifting government policies could change everything. Comprehensive immigration reform could be one potential solution that could meaningfully address the ongoing labor gap. As an industry, it’s important that we come together to push for labor policies to help support the industry.
Self-Perform & The Power of a Well-Trained Workforce
Creating as many ‘knowns’ as possible is critical in the current market. When it comes to labor, the more you’re able to self-perform and the more you understand your workforce’s skills and availability, the better. That’s why enhancing our self-perform capabilities, along with workforce training and retention, have become such priorities at DPR. Our trade partners will always be a key part of our projects. Still, we directly employ over 5,000 craft workers across both union and non-union markets, giving us greater control over key scopes of work and outcomes.
Beyond the general labor shortage, ensuring you have highly skilled and trained labor can be a real challenge, particularly in non-union markets. In those areas, we’ve developed our own training and apprenticeship programs, which allow us to develop skilled workers internally and ensure consistency in project delivery. Certified by the National Center for Construction Education and Research (NCCER), this in-house program offers training from experienced DPR builders and a certification that’s recognized across the industry.
We also focus on training our foremen through our Foremen Development program, which is focused on building skills that will help them lead teams to meet our high quality and safety standards. The average tenure for our skilled workers at DPR is around seven years, which is significantly higher than the industry average. When workers feel like they have a future with a company (not just a job) they stay longer and perform better.
The reality is our industry will always struggle to attract and keep good people if we don’t provide them with the right training, a defined career trajectory, attractive benefits and a work environment that respects their experience as people.
Growth of Mega Projects and Workforce Experience
Remember when a $100 million project was a big deal? Those days are long gone, and now billion-dollar projects in sectors like advanced technology, manufacturing, and microchip facilities are becoming increasingly common, even in Colorado.
With bigger projects comes fiercer competition for talent. Attracting and retaining skilled workers isn’t just about offering higher wages, it’s about creating a better work experience. Small but meaningful perks like air-conditioned break rooms, upgraded trailer bathrooms with running water and AC, and fair per diems can make a big difference. Workers notice when they’re treated with respect, and that respect translates into better performance and loyalty.
That matters for customers, too. On these mega projects, where delays or disruptions can cost millions, a stable, motivated workforce directly impacts the ability to deliver quality work on time and on budget. Investing in workforce experience is critical for reducing turnover, avoiding costly setbacks, and maintaining predictable project outcomes.
Large-scale projects often require workers to commit to months or even years on-site, sometimes under tough conditions. Offering consistent schedules, competitive benefits, and career development opportunities can help keep workers motivated and engaged throughout a project. Companies that proactively support and develop their workforce are better equipped to deliver the reliability, consistency, and performance that customers count on.
If I’ve learned anything over the years, it’s when workers feel valued and supported, they are more likely to deliver high-quality work and stay with a company through future projects.
The Growing Impact of Data Centers and Remote Locations
AI and data centers are driving a huge construction boom, but not necessarily where you might expect. These projects often land in remote areas with the space to support massive infrastructure, pulling skilled labor away from traditional urban markets.
That means workforce housing and job-site conditions are becoming even more important. Workers aren’t going to stick around if they’re housed in subpar conditions or must travel hours to the job site. Providing comfortable accommodations and on-site amenities will be critical to attracting and retaining skilled labor on large-scale remote projects. Investing in better housing and worker amenities isn’t just the right thing to do; it’s a smart business move.
For customers, the stakes are high. Delays, workforce gaps, or inconsistent quality can derail tight schedules and budgets, resulting in revenue loss. That’s why dependable labor strategies like self-perform capabilities, mobility programs, and transportation support are key to delivering predictable outcomes. These tools help ensure that the right people are in the right place, with the resources they need to do the job safely, efficiently, and to the highest quality standards.
When it comes to building remotely, the workforce model can make or break a project. Customers need contractors who are thinking ahead, removing friction, and showing up with a ready, reliable team.
The Role of Pre-Fab
Every dollar counts for project owners, and they all want to turn their capital construction expenditures into operations that generate revenue. Speed to market is paramount. In that environment, prefabrication and modular construction will continue to gain traction as valuable tools in addressing that challenge. But the benefits to customers don’t stop there: prefab can help tackle labor challenges, control initial costs, maximize material resources, and drive predictability and consistency.
DPR has been working with prefabricated materials for more than two decades now and we’re seeing some exciting progress in terms of what’s possible with tools like Digital Building Components, SurePods and more.
All that said, prefabrication alone is simply never going to completely solve the labor shortage. Instead, we see it as a complement to traditional labor, enhancing efficiency, safety and quality while reducing onsite labor demands. We anticipate this trend towards technology integration will continue, and the real key will be for GCs to find the right balance of automation and human expertise.
Building a Resilient Workforce
Looking forward, our industry will increasingly require leaders willing to innovate, adapt, and collaborate across traditional boundaries. Addressing today’s labor challenges isn’t just about navigating current uncertainties; it’s about proactively shaping a more resilient workforce capable of thriving despite them. Companies that invest now in their people, technology, and practices will emerge stronger, better positioned to lead in the evolving landscape of construction.
About the author:
Ryan Romanchuk excels at managing projects of all sizes and complexities and has significant experience and understanding of sophisticated MEP systems, prefabrication and Lean practices. In his current role as Central Region leader and member of DPR’s leadership team, much of his time is spent helping individuals develop and grow in their careers. He also helps to provide strategic direction, looking beyond immediate needs to ensure “we’ve got the right skills and resources we need to go where we’re trying to go.”
