The numbers are sobering. 41% of the construction management workforce will retire by 20311, and nearly 30% of civil engineers are over 55 years old2. For those of us in construction management, inspection, and public works, this isn't just a statistic—it's our reality. We're facing a "silver tsunami"3 that will wash away decades of institutional knowledge and expertise, and frankly, it's not being replaced fast enough.
I've seen this challenge from both sides. When I worked at the City of LA, I had opportunities to rotate through different departments, learn from seasoned professionals, and develop a broad skill set. That kind of formal mentorship and workforce development program was invaluable. But sadly: most of us don't work for organizations with those kinds of resources.
The Small Organization Dilemma
If you're running a mid-sized consulting firm or managing a small public works department, you know the reality. You don't have a dozen departments to rotate people through. You don't have the overhead to support formal training programs. Your team is lean, and everyone is already wearing multiple hats just to keep projects moving forward. How are you supposed to develop your people when you're barely keeping up with day-to-day demands?
Here's what I've learned: You don't need a big budget or a formal program to create meaningful development opportunities. What you need is intentionality and a genuine commitment to your people.
Three Practical Strategies That Actually Work
1. Leverage Professional Organizations (And Actually Go)
I'm active in APWA (American Public Works Association), and I can't stress enough how invaluable these organizations are—not just for me, but for my entire team. Whether it's APWA, ASCE (American Society of Civil Engineers), or ACEC (American Council of Engineering Companies), these groups offer something that small organizations can't provide alone: exposure to different approaches, new ideas, and a professional network beyond your four walls.
Here's the takeaway: Don't just encourage your staff to join—actively support it. Pay for memberships. Give them time to attend meetings and conferences. Better yet, go with them. When your team sees you prioritizing professional development, they understand it's not just lip service.
And if anyone reading this is in Southern California, come find me at an APWA meeting. I promise the conversations you'll have and the connections you'll make will be worth far more than the hour or two you invest.
2. Care About People, Not Just Productivity
This one might sound soft, but it's actually the most strategic thing you can do. If you genuinely invest in developing your people—even if that development leads them to eventually leave for a bigger opportunity somewhere else—you're building something bigger than your organization.
I've trained CMs and inspectors who moved on to larger agencies or consulting firms. Did I lose a good employee? Yes. But I also helped elevate the standards of our entire industry. And you know what else? Those people remember who invested in them. They become advocates for your organization. They refer talented people your way. They maintain relationships that lead to future collaborations.
When you approach workforce development from a place of genuine care rather than just retention strategy, everyone wins. Your current team sees that you're invested in their growth, which builds loyalty and engagement. The industry gets better-trained professionals. And your reputation as an organization that develops talent becomes a recruiting advantage.
3. Create Internal Knowledge Sharing Opportunities
One of the best things we used to do was lunch-and-learns. Simple concept: one person spends 30 minutes sharing something they know with the rest of the team.
Did someone just successfully navigate a tough audit? Have them present what they learned. Did a PM handle a complex change order situation particularly well? That's a learning opportunity. Is someone especially good at interpreting geotechnical reports or coordinating utility conflicts? Get them in front of a screen for half an hour.
These sessions don't require fancy facilities or big budgets. A Zoom call, some sandwiches, and a willingness to learn from each other—that's it. But the impact is significant:
The key is making this regular and valuing it. Block the time on calendars. Don't let project deadlines consistently cancel these sessions. Treat knowledge sharing as real work, not something that happens if there's time left over.
The Long View
Over the next decade, approximately 17 million infrastructure workers will need to be replaced—more than the current entire infrastructure workforce3. That's not a problem we can hire our way out of. We have to develop our way through it.
For small and mid-sized organizations, that development won't look like the formal programs that large firms can afford. But it can be just as effective—maybe more so—because it's personal, practical, and integrated into daily work.
The construction managers, inspectors, and public works professionals we develop today will be the leaders navigating tomorrow's challenges. They'll be managing the infrastructure projects our communities depend on. They'll be setting standards and mentoring the next generation after them.
We can't stop the retirement exodus that's coming. But we can make sure we keep the integrity of the expertise by transferring it, multiplying it, and building a stronger industry in the process.
What strategies have worked in your organization for developing talent with limited resources? I'd love to hear about it—reach out or share in the comments below.
References
Note: The article also references two additional sources that were not directly cited in the body text:
Footnotes