Colleen Bartle

It's early August and construction projects are in full swing.. which means many of the calls we get are for backfills. Spring is busy with growth hires...but this time of year we get a lot of panicked calls asking for help filling a role "yesterday" because a contractor had someone walk during peak season. It's hard not to reactively hire, especially if you're in a tough spot.. but the companies I've seen navigate these unexpected gaps the most efficiently have built contingencies into their org chart that can cover the project without stretching the ground-level production teams. The best have someone in mid/senior leadership step DOWN into the project, rather than try and force someone more junior already on the project to step UP when they aren't ready (or asking for it).

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I work exclusively with PE-backed facilities and building services businesses, typically where growth or integration is putting pressure on operations. I’m seeing a pattern right now: Strong contract wins Leadership stretched too thin Ops or commercial leaders becoming single points of failure Out of interest, as you scale, where is leadership pressure showing up most right now — operations, commercial, or regional delivery?

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“We followed the construction submittal process for a reason…” Spoke to a Project Superintendent this week who summed up one of the biggest headaches on large builds 👇 Submittals! Everyone thinks they understand it but very few actually follow it. Here’s what he said: 🚫 Subs are switching materials last minute to save money, sometimes it’s cheaper, sometimes it’s genuinely better. 🚫 But unless it’s approved through the submittal process, it’s a no-go. The owner has to see proof it’s worth the change. Developers are communicating well. Subs… not so much. Specs are laid out clearly by the owner and architect, just bid and supply what’s on the drawings! I’m not bashing sub contractors here, but it’s crazy how much time and cost is lost over something so basic, communication. What’s the longest delay you’ve seen caused by a bad submittal?

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You can learn more about a company's culture in five minutes of quiet observation than in five pages of corporate messaging. When I visit a site, I don't start with the org chart. I start with what happens in the in-between spaces-- the corners where the formal script fades and the real norms show up. 📌 Do people greet each other in the hallway? 📌 Are new hires acknowledged? Or just absorbed? 📌 Does the meeting start on time? 📌 Do people ask questions? Or go into silent compliance? My dad, Richard F. Baldwin, a legend in the plywood industry, has his own quick test for this. He says, when walking into a plant, "check the bathroom. That's all you need to know about how things are run." I used to be incredulous. Really? A bathroom will tell you everything? Now I get it. Shared spaces are mirrors. They reflect ownership, pride, and the invisible work that keeps everything running. In talent work, I treat these corner cues like an informal diagnostic. Not to judge, but to learn: 💫 What gets reinforced? 💫 What stays unspoken? 💫 What do we tolerate without naming? Culture isn't announced; it's revealed. If you're willing to watch the edges, the system will tell you everything. 🌟 What small signals help you read a team or workplace? 🌟 #WorkplaceCulture #LeadershipDevelopment #EmployeeExperience #OrganizationalCulture #TalentDevelopment #LeadershipInsights #CultureSignals

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2026 Update: While some may claim that the construction and civil market is facing challenges, my experience in the recruiting sector tells a different story. In my small recruiting business, I have observed: - Revenue (cash in) is up this year compared to the average. - New searches (pipeline) are also up this year over the average. - The number of candidates actively searching for opportunities has increased significantly this year. The market may be more competitive, but many excellent companies are still expanding their teams.

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The construction market just posted 9 straight months of expansion, and the skilled labor gap is wider than ever. The April 2026 ConstructConnect Expansion Index hit its highest reading yet, a 25% increase in planned construction investment vs. last year, with 8 of 10 construction verticals now growing. Industrial and Commercial are leading the charge. But here's the tension: The industry needs an estimated 349,000 net new workers in 2026 to keep pace with demand, and contractors are telling us they simply can't find qualified, skilled tradespeople fast enough. The pipeline is growing. The workforce isn't. Add rising material costs, tariff pressure, and tighter project margins, and the last thing you can afford is a labor shortage slowing your job sites down. That's exactly what Tradesmen International delivers — verified skilled tradespeople, matched to your market, when you need them. Whether demand surges or shifts, we help contractors stay on schedule without taking on permanent headcount risk. Nine months of expansion is great news. Make sure you have the workforce to capitalize on it. 📩 Let's talk about what your pipeline looks like for the rest of 2026. #Construction #SkilledTrades #WorkforceSolutions #TradesmenInternational #Staffing #LaborMarket https://lnkd.in/gauSdaeg

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Talent acquisition in AEC isn't HR anymore. It's growth strategy. In most industries, talent acquisition supports the business. In AEC, it's core to the business. I’ve been thinking a lot about how much this role has evolved. Every unfilled role isn't just a gap on an org chart, it's a delayed project, a missed pursuit, or revenue left on the table. Yes, we're responsible for filling roles. But more and more, we are responsible for enabling growth. Over the past 10 months, I've seen a shift: TA leaders are no longer just filling roles. We’re helping shape what’s possible. And that shift doesn't just show up in metrics or workforce plans, it shows up in how we lead our teams. Workforce planning is now tied to business development. Hiring speed is directly impacting project timelines. Talent strategy is influencing which markets firms can even enter. You can't scale an engineering firm, expand into new regions, or take on complex work without the right people in place at the right time. TA is evolving: -From reactive to predictive -From transactional to strategic -From recruiters to true business partners At firms like Barge Design Solutions, this shift isn't optional; it's essential. One of the most impactful things we've built isn't a tool or a process; it's how our TA team learns from each other. We've created space to share real candidate conversations, challenging hiring manager moments, wins, misses, and everything in between. The truth is there's no playbook for some of the challenges we face: -Navigating hard compensation conversations -Partnering with hiring managers under pressure to deliver -Creating meaningful candidate experiences in a competitive market So, we train each other. We talk through what worked, we unpack what didn't, we get better together. When TA teams operate this way, they stop being transactional and start becoming true advisors to the business. Because when you've lived the conversations, you show up differently at the table. Curious how other AEC firms are developing recruiters into true business partners, what’s working for you? #TalentAcquisition #AECTalent #RecruitingInAEC #TalentStrategy #WorkforcePlanning #PeopleStrategy #EngineeringCareers #BusinessGrowth #Leadership

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In agreement with Vineet on this. You need to have an review system based on performance which should be carried out frequently to address these shortcomings and you shouldn't be losing a gem in this process.

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Developer friends and colleagues. Please note that the 30% to 50% solar federal tax incentive sunsets this July. You'll need to procure 5% of equipment by cost and store it by July 4, 2026 to retain the incentive. Please reach out to me on how to safe harbor $200k to $1M in incentives for your project/s. #solar #investmenttaxcredit #ITC #safeharbor #taxincentive #title24 #development #multifamily #commercial

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Relationships drive results. Quality relationships are the foundation of successful recruiting, especially in AEC and heavy civil. Being a good recruiter isn’t about volume or speed alone. It’s about trust, consistency, and understanding the people and teams behind the work. For candidates, that means honest communication, clear expectations, and guidance that respects their careers and families. For companies, it means knowing your business well enough to represent it accurately and protect your brand in the market. Strong partnerships are built by: • Listening before acting • Understanding culture as deeply as skillset • Communicating clearly and often • Following through every time This is how I bring value to each team I work with. I don’t just introduce talent; I align people with environments where they can perform, grow, and stay. That’s what creates long-term hires, future leaders, and stable project teams. In this industry, relationships aren’t a “soft skill.” They’re a competitive advantage. Follow: Raven Mestas Follow: Forge Strategies #AECRecruiting #HeavyCivilConstruction #TalentPartnership #LeadershipHiring #BuildStrongTeams

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As we head toward 2026, one of the clearest shifts we’re seeing in the Building Materials sales market isn’t just where people want to work — it’s how they think about pay, risk, and stability. We’re just wrapping up our 3rd Building Materials Sales Representative Salary Survey, and a few trends are now impossible to ignore. First: base salaries are levelling out across Canada. Historically, base pay was stronger in the East, while the West led the way on total compensation through commission and bonus upside. That gap has narrowed significantly. Base salaries have risen meaningfully in Western Canada, particularly in markets like the Lower Mainland, where cost of living has increased dramatically over a relatively short period of time. Sales reps have been loud and consistent about this — and employers have responded. But here’s the trade-off: In many cases, those higher base salaries have come with flatter commission structures or lower total earning potential. In other words, more certainty month to month… but less upside overall. So while base pay has “evened out,” total compensation has, in some cases, come down — especially in markets that previously rewarded higher risk with higher reward. Why is this happening? Our view is that this is largely demand-driven. Employers are reacting to: - Rising living costs - A need to attract and retain experienced reps - Pressure to de-risk compensation models in uncertain markets Sales reps are prioritising stability more than they did five or ten years ago — particularly those with families, mortgages, or long commutes in high-cost regions. Which naturally raises the bigger question… Is this generational? Is this about work-life balance? Less appetite to maximise earnings at all costs? A softer approach to sales careers? It’s an easy narrative — and one we hear a lot from old-school sales leaders. But honestly? We’re not seeing clear evidence of that yet. What we are seeing is sales reps being more deliberate: - Clearer about what “good money” actually means to them - More focused on predictability and sustainability - Still ambitious — just not blindly chasing upside without structure This doesn’t look like a lack of hunger. It looks like a recalibration of risk. The real test will be what happens over the next few years. If markets strengthen and upside returns, will reps lean back into variable-heavy comp plans? Or has the definition of a “great sales role” permanently shifted? We’ll keep tracking it — and the data will tell the story. If you want a copy of the 2025/26 Building Materials Sales Salary Survey, just shout.

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Hiring in 2026.......wow I expected a lot of unqualified candidates and automated applications I did not expect the FLOOD of automated recruiter emails Many with the exact same message and "perfect" candidates Completely void of what makes a "perfect" fit My advice: Recruiters - appreciate that your entire business is based on relationships and trust. If you don't genuinely know us, your "perfect" recommendation is disingenuous. Applicants - ensure that any recruiter who reps you actually knows who you are as a human, not just a set of skills to market. Also, be authentically "YOU" in your resume and communication. Companies - Appreciate the level of stress or uncertainty that many of your applicants are currently in - they are human - show empathy and communicate (good, bad or neutral - anything is better than ghosting). Personally, I am already feeling the stress of having to inform qualified applicants that they weren't selected (especially when we can't be assured that we are making the right call). It's hard for me to accept "it's just business" when personal lives are impacted. We can't hire everyone, but I can sure attempt to make every qualified applicant feel seen and heard. Unqualified applicants - sorry, I can't respond to you all in a meaningful way, but He has a plan for you and I hope you land somewhere soon 🙏 Be the type of person today that your 85 year old self will be proud of later

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Field Engineer Staffing in Irvine: How to Reduce Downtime on Job Sites: Construction and project managers in Irvine know that every minute of downtime costs money. Finding and managing the right field engineers can make all the difference in keeping your job sites running smoothly. This guide shows you practical ways to minimize downtime through innovative staffing strategies. We'll cover the real impact of downtime on your… The post Field Engineer Staffing in Irvine: How to Reduce Downtime on Job Sites appeared first on K2 Staffing. https://bit.ly/4n4XxCg

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Too many General Contractors are running a 2026 business with a 2006 mindset… And before anyone jumps in, yes, not every business is directly comparable. Different revenue, different scale, different margins. But the principles are the same. I speak to Superintendents, Project Managers, Estimators and Executives every single week across Texas. The feedback is remarkably consistent. People are not leaving because they are chasing a slightly higher salary. They are leaving because the business around them has not evolved! Here’s what is still pushing good people out of otherwise solid companies: • No clear path forward because the seat is already taken • No clear, measurable progression targets from day one • Little visibility on pipeline or future work • Slow decisions in a fast moving market • Leaders focused on output, not development • Culture that sounds good in interviews but breaks down on day one You do not need Silicon Valley budgets to fix this. You need modern leadership thinking. Some of the best performing GCs I work with are not the biggest or the highest paying... They communicate clearly. They move decisively. They treat people like long term assets, not short term costs. Retention is rarely an HR problem. It is a leadership one. If you are a Superintendent or Project Manager reading this, what has actually made you stay at a company long term? If you’re a General Contractor reading this and want an honest view of what a modern, high retention business actually looks like, feel free to message me or email sam@build-partners.com Happy to share what I’m seeing across the Texas market.

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In my conversation with Traci Austin, MPA, SPHR, SHRM-SCP, PCC , we talked about why referral programs often outperform traditional recruiting. Tracy shared that when employees share open roles within their own networks, the quality of candidates tends to rise — and retention improves as well. People are more likely to recommend environments they genuinely believe in. She also pointed out that offering meaningful referral bonuses, often $2,000 or more, motivates teams to participate actively in the hiring process. The takeaway was clear: referrals don’t just save money. They organically strengthen employer brand and culture by bringing in people who already align with how the company operates.. #EmployeeReferral #HiringTips #Recruiting #HRStrategy #TalentAcquisition

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Thinking about relocating to San Francisco for a new job? 🌉 As a Quantity Surveyor or Project Manager, moving to the City by the Bay can open doors, but it can also come with challenges. Here are some tips: ✔️ **Cost of Living**: SF is pricey. Plan your budget carefully. ✔️ **Housing**: Start your search early. Consider areas like Oakland for more affordable options. ✔️ **Commute**: Traffic can be tough. Look into public transport options like BART. ✔️ **Networking**: SF has a vibrant professional community. Attend industry meetups or webinars to connect with peers. ✔️ **Company Culture**: Adapt to the local work culture. It can be more casual and open compared to the UK. Remember, countless professional opportunities await. 🌟 Want more personalised advice? Check out www.heather-daniel.com! #Relocation #NewJob #CareerTips

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Thinking of relocating to San Francisco for a new job? 🌉 Here are a few tips to help make your move as a Quantity Surveyor or Project Manager smoother: ✅ Research the cost of living. San Fran is known for its high prices, especially in housing. Make sure you negotiate a salary that aligns with these costs. ✅ Understand the local job market. The construction industry is competitive and innovative here. Knowing this helps you position yourself better. ✅ Network early. Connect with local professionals and groups on LinkedIn before you move. This can open doors and ease your transition. ✅ Explore housing options. Consider proximity to public transit and your workplace. Sometimes living slightly farther out can save you money and provide a better lifestyle balance. Have more tips? Drop your advice below! 👇 Visit www.heather-daniel.com for more insights