The lack of qualified workers forces construction companies to compete with each other in terms of wages. Although they still lag behind the national average wage. However, companies notice that, in the construction sector, more money alone does not encourage workers to stay.

Verslo Žinios analysed the median salaries paid by the 57 largest construction companies (in terms of sales revenue of 2021) in the first half of this year. 17 companies paid at least EUR 2,000 before taxes in the first half of this year. For comparison: last year there were 10 such companies, and the year before there were just two.

When evaluating the average monthly wages paid by companies, they increased by more than a quarter during one year in seven companies, and by at least 10% in 27 companies. Valdonė Ugianskienė, HR manager at Conresta, was interviewed by Verslo Žinios about the company’s salary policy and competition in relation to employees.

Salary alone is not sufficient

Valdonė Ugianskienė, Personnel Manager at Conresta UAB, told Verslo Žinios that the company’s size allows it to offer employees attractive salaries. However, today, employees are looking for more than just the monetary aspect.

‘We notice that now salaries are not the only important criterion for employees to work in a specific workplace; cultural and emotional criteria are gaining increasing importance, such as attitudes towards employees, compliance with obligations to employees, involvement in decision-making, etc.,’ says V. Ugianskienė.

According to Ugianskienė, one of the company’s values ​​and directions is innovativeness, which the company tries to implement not only in terms of construction but also in processes within the company itself.

‘Innovative and advanced construction is only possible with proper employee involvement; therefore, construction companies should apply advanced personnel management tools and work organisation principles that ensure the physical and emotional safety of their employees. We are constantly looking for effective measures to increase employee satisfaction and loyalty,’ she says.

However, personnel turnover cannot be avoided even when taking appropriate decisions in the construction sector, she also adds: ‘We understand that we are competing not only within the country but also within the foreign labour market.’

Currently, the company employs 239 people, 110 of whom are installation and concreting specialists, and 129 are employed in the administration of construction facilities.

‘The majority of these employees have engineering degrees and work experience, and the lack of such specialists has been most noticeable in the last several years. Right now, we have several vacant positions for structural construction managers, site managers and engineers,’ says V. Ugianskienė.

According to Ugianskienė, the demand for construction engineering specialists still remains higher than the supply – not only in Lithuania but also in other EU countries. This forces employers to use competitive means of motivation.

‘Our company applies a competency model, creating a career path for employees that allows them to expand and improve their existing skills. Construction today already places higher demands on the employees themselves – there is a need for specialists with special skills and knowledge, who are able to use technologies and digital tools in the construction process, so we place great value on the orientation of the employees towards quality construction,’ she says.