The U.S. construction industry is entering 2026 with a significant labor shortage. A new report from the Associated Builders and Contractors (ABC) estimates that the industry will need to attract 349,000 new workers this year just to keep labor supply in step with demand. The estimate is a snapshot of multiple factors piling up. The steady stream of retirements from the trades is taking its toll, and at the same time, not enough younger workers are entering the industry to replace them. To make matters worse, demand for construction labor isn’t declining evenly across sectors, so in some areas, competition for workers is intense.

Where the construction labor shortage is coming from

One of the biggest drivers behind the shortfall is specialized demand. Data centers, energy projects, and high-tech manufacturing facilities are being built across the country, and many of these projects require workers with specialized skills that can’t be picked up overnight. ABC notes that work tied up in data centre projects is having a particularly heavy impact on a small but crucial part of the workforce, pushing up wages and extending their working hours.

On top of all that, broader economic conditions are a real unknown. Higher interest rates and tighter funding have slowed some private development, but they haven’t reduced the labor we need. Instead, the work has shifted more towards public infrastructure, energy, and projects aimed at bringing back homegrown industries (reshoring). The uneven demand is making it challenging for contractors to plan their workforce—if they get it wrong, they end up over-hiring when they don’t need to.

What this means for contractors and project delivery

For contractors, a labor shortage of this magnitude can make its presence felt very quickly in labor costs and how you bid for work. Specialized trades are always going to command a higher wage when jobs are in demand, and the smaller companies are usually the first to feel that pinch. But firms with strong staff retention or in-house training schemes might just manage to ride the storm a bit better, whereas others will have to turn down work they simply can’t find people to do.

As you’d expect, hiring strategies have to be completely rethought. Many are having to go back to the drawing board with more robust apprenticeships, in-house training, and partnerships with trade schools. Others are looking further afield to find the right people; some are even expanding into adjacent industries or regions to recruit new talent. And if ABC’s report is anything to go by, if we don’t make a sustained effort to invest in workforce development, we’re just going to keep going around in circles.

Project delivery isn’t immune either—when crews are short, all sorts of problems creep in, like delayed schedules and tighter sequencing. And it’s not always due to a lack of funds or materials; it’s often because the right people aren’t available when you need them. In places where there’s a lot of overlap between infrastructure, industrial, and commercial work, that problem gets even bigger.

The bottom line from the ABC report is clear: the labor shortage isn’t a blip on the radar—it’s a major structural issue that will shape how contractors hire, bid, and plan work for years to come, well beyond 2026.

If you want to stay on top of workforce trends and what they mean for job sites across the country, subscribe to the Under the Hard Hat newsletter for more coverage like this.

As AI continues to sweep through every industry, a common knee-jerk reaction among workers of all types is to panic about job security. Maybe surprisingly, AEC engineers are also considering AI as a threat to their positions. In this article, we’ll detail how AI is changing engineering, which roles are most at risk, and how engineers can future-proof themselves for the future. 

What parts of engineering are most exposed to automation

Automation is increasingly used in engineering to support the design, build, deployment, and maintenance of new systems. As it stands, automation is widely used for routine, pattern-based work where outputs are predictable and human intervention takes on a more quality-assurance role. 

These tools improve on-site quality control, reduce labor costs, and free engineers from tedious maintenance and administrative duties. Plus, increased automation gives teams time to focus on new technologies and broader growth strategies. On the software side, automation also streamlines coding, databases, machine learning, and observability, effectively outsourcing many aspects of a traditional engineering role. 

In manufacturing, AI-powered robots perform assembly, welding, quality assurance, and some predictive maintenance. Generative design software is also being largely overtaken by AI, with additive manufacturing, including 3D printing, as a focus area. These areas of automation innovation create optimized processes with less material and less human (engineering) output and oversight. 

How AI is already changing engineering work

Most engineers haven’t had to worry quite yet about AI and automation taking over their jobs, but they have had to learn to integrate it into their workflows, at the very least. Many experts expect that by 2030, 80% of the US workforce will have at least 10% of their duties or tasks automated or otherwise affected by large language models. These tools, often low-code or no-code, already allow users to build customized apps with simple drag-and-drop interfaces. 

Cloud automation tools often treat infrastructure as code, automating manual processes that engineers previously handled. As these tools learn more and become more capable, many expect developers’ technical skills to narrow and for their expertise to shift toward oversight and maintenance, rather than pure building and coding. Some of the daily engineering duties already being handled by AI include: 

• AI-assisted design and simulation
• Analysis, design, planning, and documentation
• Scheduling and setup for routine deployments

Engineers are now expected to refine AI-built operations rather than model entire products from the ground up. This approach is not only adopted in construction but also in architecture, aerospace, and manufacturing. It’s all about generating ideas faster and bringing products to market with that same velocity. 

What engineering roles are likely to survive and evolve

To put it simply, those with skills that support products holistically have the best shot at long-term job security. Here are three types of roles expected to evolve or devolve. 

1. Full-stack system thinkers: These engineers deeply understand entire systems and their complexities. They can master both the front and back end and apply products effectively to suit business models, supply chains, and user needs. They integrate and execute on technical solutions while tailoring them to the business’s needs. 

These engineers take AI and automation and build strategies around their capabilities. Those who can combine their experience with AI and apply it to multiple (if not all) parts of the business will be an asset on any team. 

2. Complex tool operators: While they may not have expertise across the entire business, they have deep knowledge of existing tools and workflows. They can integrate new AI and automation software, but might not be the ones to build or evaluate it. These engineers are particularly proficient in complex programming languages, simulation packages, and highly specialized tooling. 

While valuable now, a complex tool operator may struggle to stay relevant as AI and automation improve. If these engineers fail to adopt new automation technologies in their day-to-day work, they risk becoming redundant in their roles. The pressure is on these engineers to choose a path and decide whether to adapt. 

3. Baseline or irrelevant skill holders: These engineers have a baseline knowledge of their products and workflows, and fail (or refuse) to adapt to new tech. They tend to cling to an “if it isn’t broke, don’t fix it” mentality and ignore emerging trends in their field. 

These baseline-skilled engineers are the ones who should be most concerned about becoming irrelevant to their teams. Whether management pushes for it or not, engineers who do not take ownership of their own upskilling may find themselves in this third group. 

Risks and challenges to watch

While there are risks and challenges for engineers who fail to adapt to new tech, there are also risks for those who rely too heavily on it. As AI use ramps up across industries, engineers could face:

• Degrees or prior credentials that become obsolete: The original computer science background or the bootcamp they completed could become irrelevant if their new roles rely heavily on LLMs and AI. 
• The market for specialists is becoming too saturated: Engineers with specialized skills will become a dime a dozen as everyone tries to set themselves (and their skill sets) apart from the competition. 
• Skill erosion if the engineer relies too heavily on AI or automation: Over time, AI can erode first-principles reasoning, debugging intuition, and system-level understanding. 
• Blind truths and hallucinations: AI can be confident and wrong. Subtle bugs can slip into production, and flawed designs can go unchallenged and fall through the cracks.  
• Ethical concerns: Using AI consumes significant energy in data centers, which has a profound environmental impact. 
• Security and compliance risks: Many automation and AI tools fail to protect sensitive data. If there’s a security breach and the AI has been trained on sensitive or confidential data, it could impact the entire company. 

Savvy engineers will strike a balance between using AI to be more effective in their roles and using it to the point where it weakens their skills. They must maintain an understanding of their manual workflows to avoid underperforming if the AI bubble bursts. 

How engineers and companies can adapt

There are many considerations engineers must keep in mind when adopting AI and automation, and there’s no training manual that comes with it. Here’s what engineers should be mindful of when looking to stay sharp and relevant:

• Build complementary skills: Learn about AI, and also develop stronger data literacy and systems thinking. 
• Treat automation as a tool: AI and automation should be allies, not threats. Any reluctance to work with these tools is a quick way to becoming irrelevant. 
• Invest in training and continuous learning: If you’re a backend engineer, develop and learn web development or frontend skills to become a jack of all trades, rather than a one-trick pony. 
• Redesign workflows to work alongside automation: Using AI and automation, even in small ways, day-to-day, will help you upskill without trying. 

As companies continue to hire, they should also be updating job descriptions and training programs. Engineers should ask directly how their job descriptions change with the use of AI and what training they can provide.

What the future of work may look like for engineers

As of now, most engineers don’t have to fret that the sky is falling. Automation and AI will inevitably replace some work, but many of those engineers will simply adapt and evolve into new roles. The World Economic Forum predicts that 92 million roles will be displaced within this decade due to tech trends, but another 170 million will be created. Millions of these new roles will go to those engineers willing to adapt and refocus on AI, who can think across disciplines while communicating with stakeholders and technology. 

Engineering urgency is real. Technical skills are becoming obsolete faster than ever, and companies are already looking to make cuts wherever they can. But that means new roles are opening up in tandem, ones that involve AI and automation folded into the role. Engineers who commit to lifelong learning and upskilling, while strengthening their business acumen, will survive and potentially lead. That’s how they truly stay relevant and become irreplaceable in an organization.

Final thoughts

Ultimately, AI will transform the scope and role of engineers, but won’t eliminate the need for engineers overall. AI is already taking over simple, repetitive tasks and completing introductory coding and design work. For engineers who want to stay where they are, they must adapt to the technology rather than resist it. 

Do keep in mind the risks, including becoming overreliant on technology, weakening your skills, and using unsafe tooling. But for those who manage to upskill, expand their expertise, and work AI and automation into their role, there should be nothing to worry about. 

Like this and want more? Subscribe to our newsletter and follow us on LinkedIn to stay in the loop about AI in AEC. 

Contractors, tradespeople, and project managers across North America are feeling the pressure as the construction industry works through record demand for housing and major infrastructure. At the same time, a widening skills gap in construction is slowing down projects and making it harder for companies to keep up with the pace of change. New tools, digital workflows, and automation are arriving faster than teams can adopt them, which is creating real challenges on job sites of every size. This article looks at why this shift is happening now and what the industry needs to do to build a workforce that is ready for the future.

Quick look

• Record demand, workforce shortages, and slow productivity are forcing the industry to rethink how it works.
• From BIM and robotics to AI and AR, new tools are changing how projects are planned, built, and managed.
• Many tools go unused because teams lack training, support, or confidence—not because the tech doesn’t work.
• Companies that invest in digital skills now will be better equipped to win work and retain top talent.

Why construction is at a tipping point

The construction industry is facing a moment that feels both exciting and overwhelming. Demand keeps rising as North America works to ease housing shortages and push forward with major infrastructure programs. From transit lines to renewable energy projects, the pipeline is bigger than anything the industry has seen in years. This nonstop workload is creating strong career opportunities, but it is also stretching the current workforce to its limits.

A big part of the strain comes from demographics. Many experienced tradespeople are nearing retirement, and fewer new workers are stepping in to replace them. When you combine that with an aging workforce, companies often struggle to staff projects or keep timelines on track. This pressure makes the skills gap in construction even harder to ignore.

Many contractors say the productivity squeeze is one of the biggest pressures they feel on site. The work is more complicated; schedules are tighter, owners want clearer updates, and there is far less room for delays or guesswork, yet the way projects are delivered hasn’t changed much. It’s getting harder for crews to keep up without the right tools; smarter workflows are no longer a nice-to-have, they allow today’s projects to move forward without bottlenecks.

In the U.S., federal and state governments are trying to ease the construction labor shortage by investing in training and apprenticeship programs. The Department of Labor committed more than $244 million to expand Registered Apprenticeships in trades that include construction. These programs are designed to grow the talent pipeline, but they take time to produce enough skilled workers to meet demand.

Immigration trends also play a role. Undocumented workers make up a meaningful share of the construction workforce (approximately 13%). When worksite enforcement increases, the available labor pool can tighten quickly, which adds pressure to companies already struggling to staff projects.

All of these pressures are hitting the industry at once. High demand, shrinking labor, slow productivity, and rapid tech adoption are pushing construction into a new era. The companies that learn to adapt quickly will be the ones that stay competitive, win more work, and build stronger teams for the long term.

Technologies that are changing how we build

Technology is starting to change the day-to-day reality of construction. New tools are showing up on job sites and in offices, becoming part of how teams plan and communicate. A lot of this shift comes from digital construction. BIM, 3D models, and shared data platforms give everyone access to the same information. When crews can see problems earlier and coordinate directly off the model, they spend less time fixing mistakes and more time moving the project forward.

Robotics and automation are also becoming part of everyday workflows. Layout robots help crews move faster and with more accuracy. Rebar tying robots handle repetitive tasks that can lead to fatigue. Drywall robots speed up finishing work. Even autonomous or semi-autonomous equipment is beginning to appear on larger projects. These tools do not replace the workforce; they support teams by reducing physical strain and giving workers more time to focus on higher-value tasks.

Artificial intelligence is also starting to play a noticeable role in how projects come together. Many of the new tools can sort information far faster than a person can, which helps with tasks like early estimating, spotting scheduling issues, and identifying design conflicts. Some systems can even scan site data and alert teams to safety concerns as they happen. 

Data collection has also improved dramatically. Drones, sensors, and site cameras capture progress throughout the day and feed updates back to project teams. This real-time visibility helps workers address issues before they grow and gives managers a clearer picture of their sites.

Some builders are also exploring immersive technologies such as virtual reality and augmented reality. These technologies allow crews to walk through a project long before construction begins, helping teams spot clashes, understand sequencing, and communicate design intent with clarity that traditional drawings cannot offer. 

VR is becoming a valuable training tool because workers can practice safety procedures or equipment operation in a controlled environment. AR is taking shape on active job sites by overlaying digital models onto installed work, helping crews verify placement, reduce errors, and speed up installation. Together, VR and AR are giving teams a more intuitive way to plan and execute projects while reducing the guesswork that often slows construction down.

The skillsets construction needs next

Technology is becoming part of everyday work on most sites, but no one expects tradespeople or project teams to suddenly turn into engineers. What really matters is feeling comfortable with the tools that are now showing up on projects and being open to learning as things evolve. Most of the skills people need are practical and tied to the same tasks they have always done, just with a bit of digital support.

• More jobs rely on tablets, mobile apps, cloud platforms, and digital forms. Even small improvements in digital literacy can make information flow more smoothly between the office and the field.
• Being able to work with models is becoming a real advantage on today’s projects. When crews can move through a 3D layout, they get a much clearer picture of what needs to happen and in what order. It also helps them catch potential conflicts before anything is installed, reducing rework and keeping the job moving.
• Robotics and automation are appearing on more sites as well. No one needs to be a technician to use these tools, but workers do need to know the basics of operating them and checking that they are set up correctly. Layout robots, rebar systems, and other automated tools take on some of the repetitive work, leaving crews free to focus on tasks that require more skill and judgment.
• Another shift is happening with off-site construction. As more components are built in controlled factory settings, teams need to understand how those pieces fit together on site. That includes knowing the assembly order, checking quality, and making sure the installation matches the design.
• Data is also becoming part of everyday decision-making. Dashboards, sensors, and progress tracking tools give teams a clearer view of what is happening in the moment. When people can see issues early, they can respond faster instead of relying on guesswork or outdated information.

Where the skills gap appears in construction projects

For many companies, the challenge is not having the data but knowing how to use it. That challenge often shows up in discussions about why the industry has been slow to adopt new technology, including common barriers that hold teams back. 

The skills gap becomes most visible once teams try to use new tools on active job sites. Many companies invest in digital platforms, but those tools often sit unused because field teams were never fully trained or did not have enough time to get comfortable with them. When that happens, workers fall back on what they know.

Here is what the gap commonly looks like in practice:

• Digital tools purchased but not adopted. Crews revert to paper because they were never given proper training or ongoing support.
• Workflows that feel intimidating or inaccessible. Confusing interfaces make paper feel easier and faster.
• Delays tied to unfamiliar technology. When workers are unsure how to use BIM, digital RFIs, layout tools, or dashboards, tasks that should be quick end up slowing the project down.
• Cultural resistance across generations. Experienced workers may feel threatened by new tools, while younger workers may feel hesitant to speak up or offer guidance.
• A disconnect between office and field expectations. Managers assume tools are being used because licenses were purchased, but crews may not feel ready or supported.

The important thing to remember is that none of this is a software issue—it is a people-and-process issue. Technology only works when workers feel confident using it, when training is ongoing, and when teams communicate openly about what they need to succeed.

What companies can do now to start closing the construction skills gap

Construction firms don’t need to overhaul their entire workforce to make real progress. With a few focused steps, companies can build digital confidence and support teams through the shift happening across the industry:

1. Make skills a strategic priority. Dedicate budget, leadership attention, and time for training. When leaders show that upskilling matters, teams are far more likely to embrace new tools and workflows.
2. Map the roles most affected by digital change. Identify which jobs rely heavily on digital tools and define the specific skills each role needs. This creates clarity and reduces uncertainty for workers who want to understand what is expected of them.
3. Build structured training programs. Offer a mix of internal workshops, vendor-led sessions, micro-learning, and mentorship. Training should be ongoing and accessible, not a one-time event.
4. Pair workers strategically. Partner younger digital-native employees with experienced field leaders. This cross-training helps both groups learn from each other and builds trust across generations.
5. Pilot before scaling new tools. Test digital platforms or equipment on smaller projects first. Use these pilots to refine workflows, adjust training needs, and troubleshoot challenges before rolling out tools companywide.
6. Measure adoption, not software purchases. Focus on how often teams actually use the tools and on their comfort level. Track engagement, feedback, and results to understand what is working and where more support is needed.

From tech challenge to talent advantage

Construction is entering a new era, and companies that invest in their people now will feel the benefits for years to come. Upskilling is more than a training exercise—it’s a strategic move that reduces delays, strengthens project performance, and helps teams stay competitive during one of the biggest workforce shifts the industry has ever seen.

The right skills also become a powerful differentiator. Companies that support digital growth are more attractive to recruits, more successful at retaining experienced workers, and better positioned to win work that demands modern, data-driven delivery. Instead of viewing technology as a hurdle, these firms turn it into an advantage that sets them apart.

Most importantly, starting early gives companies room to grow at their own pace. The sooner training begins, the sooner teams gain confidence and workflows evolve. This prevents the scramble that happens when demand rises faster than workers can adapt.

If you want more insights like this, subscribe to our newsletter and stay ahead of the trends shaping construction’s future.

If you’re a high school graduate, career changer, or someone eyeing a skilled trades path, a career as a sprinkler fitter offers a solid opportunity. A sprinkler fitter installs, maintains, and repairs the fire-protection piping systems you’ll find in schools, hospitals, offices, and industrial facilities. The job matters: fire-protection systems are required by building codes, infrastructure is aging, and a wave of the current workforce is nearing retirement. According to the Bureau of Labor Statistics, plumbers, pipefitters, and steamfitters (which includes sprinkler fitters) had a median annual wage of $62,970 in May 2024.

Because the trade requires hands-on skills, technical knowledge, and on-site experience, apprenticeship is the main entry path. This article explains what a sprinkler fitter apprenticeship is, how long it typically lasts, presents ten strong apprenticeship programs across the U.S., covers entry requirements, types of apprenticeships, what the daily life is like, salary expectations, and helps you decide if this path fits you.

Quick look

• A sprinkler fitter apprenticeship combines on-the-job training (OJT) with related classroom instruction, culminating in attaining journeyman status.
• Typical programs last 4-5 years and include thousands of hours of fieldwork and hundreds of hours of classroom time.
• Many top apprenticeship programs are run by unions (for example, the United Association) and are registered with the U.S. Department of Labor.
• Entry requirements commonly include a high school diploma or GED, being at least 18 years old, passing physical and safety tests, and sometimes a driver’s license.
• Journeyman sprinkler fitters in the U.S. can earn a median wage of around $28 per hour (approximately $58,600/year), with higher pay in union or high-cost-of-living areas.

What is a sprinkler fitter apprenticeship?

A sprinkler fitter apprenticeship is a structured training arrangement that combines on-the-job training (OJT) with classroom-based instruction, often referred to as “related technical instruction” (RTI). As an apprentice, you’ll work under experienced journeymen installing, testing, maintaining, and repairing fire sprinkler systems, while attending classes on topics like piping systems, fire codes, blueprint reading, and safety practices. The program is registered with either state or federal apprenticeship authorities, meaning you earn while you learn and, upon completion, receive a credential granting journeyman status.

Over the course of the apprenticeship, you progress from basic helper tasks—cutting pipe, loading materials, assisting journeymen—to more advanced installation, system testing, layout, interpreting architectural drawings, and performing maintenance or inspections independently. As you acquire skills, your wage rate typically increases. By the end, you will be fully competent to handle fire-protection piping systems in commercial, industrial, or institutional settings, often as a journeyman sprinkler fitter. For many programs, apprenticeship is the only (or at least the most direct) entry route into the trade.

How long is a sprinkler fitter apprenticeship?

Most sprinkler fitter apprenticeships span four to five years. According to standards from the piping trades, programs typically require approximately 1,700 to 2,000 hours of on-the-job training per year, in addition to roughly 150-250 hours of classroom instruction annually. 

For example, through the United Association apprenticeships, each year of a five-year program includes approximately 1,700–2,000 hours of OJT and a minimum of about 246 hours of related classroom instruction. During the early years, you might earn 30-40% of the journeyman wage; as you reach years four or five, you approach full journeyman rates.

Because you are paid while you learn, you’re earning income from day one. Classroom instruction often occurs one night a week or every other week, or in blocks, while the bulk of your time is spent on the job installing, maintaining, or repairing sprinkler systems under supervision.

Top 10 sprinkler fitter apprenticeship programs across the U.S.

Here are ten strong apprenticeship pathways for aspiring sprinkler fitters to apply to. Each includes program name, location(s), length (if publicly available), and application link. The list is ordered from least to most widely recognized programs.

1. Delaware Department of Labor Sprinkler Fitter Program

• Location(s): Wilmington/Newark area, Delaware.
• Length: 4-year curriculum (approx. 600 total hours classroom, plus OJT)
• Application link: Here

2. UA Local 370 Apprenticeship – Plumbing/Pipe/Pipefitter/Sprinkler Fitter

• Location(s): Michigan (Genesee, Shiawassee, Lapeer counties)
• Length: 5 years (approx. 1,700-2,000 hours OJT/year + classroom)
• Application link: Here

3. UA Local 597 Apprenticeship Program (Piping trades, including Sprinkler Fitter)

• Location(s): Region of Local 597 (varies by state)
• Length: 5 years (1,700-2,000 hours OJT/year + 216+ hours RTI)
• Application link: Here

4. UA national Joint Apprenticeship Program (JAP) – Sprinkler Fitter track

• Location(s): Nationwide through local UA JATCs.
• Length: 5 years (per national guideline standards)
• Application link: Here

5. American Fire Sprinkler Association (AFSA) – Apprentice Sprinkler Fitting Training

• Location(s): National; curriculum used by companies/employers.
• Length: Self-paced or employer-sponsored levels (each ~2000 OJT + ~150 RTI hours per level)
• Application link: Here

6. UA Local 669 Sprinkler Fitter Apprentice (Union Local 669)

• Location(s): Maryland area (Columbia, MD)
• Length: ~5 years (as per UA standards)
• Application link: Here

7. Viking Automatic Sprinkler Company – Job/Apprentice Program (via UA Local 669)

• Location(s): Bismarck, ND & region
• Length: Apprenticeship per union standards
• Application link: Here

8. Ryan Fireprotection, Inc. Sprinkler Fitter Apprentice – Union 669

• Location(s): Mount Vernon, IN
• Length: Apprenticeship terms with 19 courses + OJT
• Application link: Here

9. Symons Fire Protection, Inc. Fire Sprinkler Fitter Apprentice

• Location(s): San Diego, CA
• Length: Entry-level apprentice to installer; OJT + classroom
• Application link: Here

10. Total Fire Protection – Apprentice Sprinkler Fitter – South Dakota

• Location(s): Brandon, SD
• Length: Apprenticeship with progression to fitter
• Application link: Here

General entry requirements

Here’s a checklist of the standard requirements imposed by most apprenticeship programs. Always check the specific program for any additional or state-specific criteria.

• Age: Applicants must be at least 18 years old at the time of application or before dispatch to the jobsite.
• Education: A high school diploma or GED is almost always required.
• Driver’s license: Many programs require a valid driver’s license, especially when job-site travel or company vehicle use is involved.
• Physical fitness and manual dexterity: Ability to lift heavy materials, climb ladders, bend, work at heights, and in varying conditions.
• Drug testing/safety screening: Many apprenticeships include drug/alcohol screening and safety orientation.
• Background check: Some programs require a clean driving record, a clear criminal background, and good work attendance history.

Types of sprinkler fitter apprenticeship programs

Depending on the employer, region, and sponsoring organization, you’ll find several forms of apprenticeship opportunities.

Union vs non-union programs:

• Union apprenticeships (such as those run by the UA) are highly structured, include wage-scale increments, benefits, and pension prospects, and are registered to national standards.
• Non-union or contractor-sponsored programs may be more flexible in meeting local staffing needs, possibly offering fewer benefits initially, but still provide on-the-job training and classroom instruction.

Public utility/large employer vs private contractor:

• Some large fire-protection or mechanical companies run their own apprenticeship programs, often linked to multiple job sites, larger building projects, or institutional contracts.
• Smaller contractors may offer apprenticeship-oriented entry roles, but with fewer opportunities for advancement, less geographic mobility, and lower initial compensation.

Subspecialties within sprinkler fitter apprenticeships:

• Installation vs. maintenance/inspection: Some fitters specialize in new-building sprinkler systems, while others focus on retrofitting, testing, service, and maintenance.
• Commercial vs. industrial vs. residential: Working conditions, system complexity, and scale differ significantly.
• Integration with other disciplines: Some apprenticeships offer overlap with plumbing, pipefitting, fire-alarm systems, or HVAC, enabling cross-training.

What daily life looks like during a sprinkler fitter apprenticeship

As a new apprentice, you’ll split time between the classroom and the jobsite. A sample day might begin at the construction site at 7 a.m., meeting the journeyman sprinkler fitter and helper crew. You start by unloading materials, measuring and cutting pipe, threading or welding connectors, hanging sprinkler lines, testing sections, and cleaning up. In mid-afternoon, you may leave the jobsite and head to a training centre or night class to learn blueprint reading, NFPA 13 codes, piping-related math, and safety protocols.

You may work outdoors or indoors, sometimes at heights (on scaffolding), in tight spaces, or on ladder runs. In some phases, you’ll travel between job locations. On-call or overtime work may be required when systems need to be tested outside of regular hours. By year three or four, you’ll move into more advanced tasks: reading system design drawings, assisting in the layout of risers, supervising helpers, and troubleshooting system faults.

Classroom instruction might occur once a week in the evening, or every other week, or during “block weeks” where you spend one week straight in classes. While on the job, you’ll earn a wage plus benefits typical of apprentices. As you progress, you’ll gain more responsibilities, higher pay increments, and work more independently.

Average sprinkler fitter salary in the U.S.

• Entry-level apprentice pay: Apprentices usually start at about 30-40% of journeyman pay and step up every 6-12 months. For example, the UA’s chart shows hourly increases aligned with each year of training.
• Journeyman pay: According to ZipRecruiter, the average salary for a journeyman sprinkler fitter is $58,607 per year (about $28.18 per hour) and ranges from $21/hour in the 25th percentile to $35/hour in the 75th percentile.
• Broader market data: The Bureau of Labor Statistics LS lists plumbers, pipefitters, and steamfitters (including sprinkler fitters) with a mean hourly wage of $32.62 ($67,840 annually) as of May 2023.
• Regional/union vs non-union: Pay can vary significantly. For example, union wage data shows journeyman sprinkler fitters in San Francisco earning $78.94/hour ($157,880/year) according to the UA union pay scale.

Given these numbers, for someone entering via apprenticeship, the financial reward becomes significant once you reach journeyman status—and earlier, owing to paid training, benefits, and career stability.

Is a sprinkler fitter apprenticeship right for you?

The role requires physical strength, stamina, a willingness to work in various environments (including outdoors, at heights, and occasionally on-call), and a hands-on mindset. You’ll climb ladders, hoist pipe, work on scaffolding, and deal with weekly tasks that change site to site. The training, although paid, is serious—your classroom time and job performance are taken seriously. If you dislike change, physical work, or variable schedules, the fit may be tougher.

On the rewards side: you’ll earn a skilled trade credential, earn while you learn, avoid the major debt of college, and, after five years, reach journeyman level with solid wages, benefits, and job security. The work has purpose—fire-protection systems save lives and property—and a first-class fitter is valued in construction, engineering, industrial, and institutional settings. If you like problem-solving, working with tools and systems, and want a career where you can rise through the ranks (foreman, superintendent, estimator), then an apprenticeship could be a strong path.

If this sounds like you—ready to roll up your sleeves and build a career rather than just a job—this trade offers a powerful opening.

Learn more about trade apprenticeships

Check out our guides on other in-demand trades, training resources, and what to expect in apprenticeships across construction and engineering.

• The best trade apprenticeships in construction
• How apprenticeships give students a one-up in the trades
• Your guide to apprenticeships
• The top welding apprenticeship programs in the U.S.
• How to get an electrician apprenticeship

If you’re ready for updates on apprenticeship programs across the U.S., sign up for our newsletter at Under the Hard Hat for alerts and tips about trade careers.

Canada is staring at more than 126 billion dollars worth of critical infrastructure in poor or very poor condition, according to the country’s first National Infrastructure Assessment. The assessment looks at the systems that support housing, transportation, water, and community growth, and it explains why repairing and upgrading these assets is essential for reaching national housing targets. The findings also show how governments and industry can work together to plan smarter and invest earlier to avoid larger budget problems down the road.

The National Infrastructure Assessment, released by the National Infrastructure Council, paints a clear picture of the challenge. One section notes that “Canada’s infrastructure is aging, stressed and, in many cases, beyond its intended service life.” The report’s focus on housing-enabling infrastructure is especially timely, given that the federal government has set ambitious goals for new homes over the next decade. More than $126B of infrastructure that supports new residential construction, such as water systems and transportation links, is in poor shape. Without repairing these systems, communities may struggle to approve new housing at the scale currently needed.

A major takeaway is the call for coordinated planning and investment across federal, provincial, territorial, and municipal governments. The Council, launched on December 3, 2024, stresses that short-term budgeting often delays maintenance, raising long-term costs. The report explains that Canada needs longer planning cycles and more stable funding models to avoid recurring infrastructure backlogs. A more predictable approach would also help the construction industry prepare for large-scale upgrades and avoid workforce shortages.

Upgrading existing systems is another core recommendation. The Council urges governments to prioritize renewal, since maintaining and modernizing what already exists is often more cost-effective than building from scratch. “This first NIA report makes it clear that we can’t build more homes without the essential infrastructure to support them, including water and wastewater systems, waste management, and public transit and active transportation, and that strengthening the resilience of these systems is key to supporting healthy, livable communities,” the council said. Improving the condition of these systems now would directly support Canada’s housing pipeline by making more land development-ready and reducing risks for builders.

The report also highlights the importance of aligning infrastructure decisions with long-term economic and climate goals. Better data sharing, increased transparency, and stronger collaboration with private industry can help Canada build more resilient communities. The Council notes that coordinated planning will improve project delivery and reduce costs over time, which is vital as governments face tighter budgets and rising expectations.

So what does all this mean for Canada’s housing targets? In simple terms, hitting national goals will require a huge push to repair aging systems that support new homes. Communities cannot grow if their water systems, local roads, or transit networks are at their limits. The findings show that infrastructure planning must move in step with housing policy, not behind it. It also means federal and provincial budgets will need to account for larger long-term investments, even if that requires reshaping current spending priorities. Canada’s first National Infrastructure Assessment sends a clear message that action is needed now. 

Subscribe to our newsletter for more important industry insights.

If you are looking for a career with high pay, great benefits, and zero student debt, the construction industry is looking for you right now. Whether it’s in professional roles like project management or skilled trades like electrical and welding, there is a plethora of high-paying career choices available. In this article, we’ll explore why construction is one of the biggest career opportunities for women, break down why women are growing in numbers in this field, and the best ways to get started.

Why construction presents a major career opportunity for women right now

There has never been a better time for women to pull on a pair of work boots. For decades, construction was seen as a “man’s world.” But in 2026, those old barriers are crumbling. The industry is actively rolling out the red carpet. Here’s why:

A massive need for new talent in construction

The biggest reason for this opportunity is simple math; there is a massive labor shortage across the United States and Canada. According to recent data from early 2026, there are hundreds of thousands of open positions that need to be filled. Because there aren’t enough workers to keep up with demand, companies are looking for talent in places they previously ignored. To keep up, many firms are rethinking way to attract more women to the construction industry by offering better benefits and more flexible schedules.

The “Silver Tsunami” of retirements

Many of the most experienced people in construction, the foremen, project managers, and master tradespeople, are reaching retirement age at the same time. This “Silver Tsunami” is leaving a huge gap in leadership. For a woman entering the industry today, this means there is a fast track to management. You aren’t just joining the workforce; you are entering a field where you can move into a high-level leadership role much faster than in a traditional office job.

Big investments in the future of infrastructure

The government is currently pouring trillions of dollars into infrastructure, housing, and clean energy. From building high-speed rail to installing massive solar farms, there is enough work to keep the industry busy for the next 30 years. When you choose a career in construction right now, you are getting long-term job security in an industry that literally builds the world we live in.

Where the biggest career opportunities exist for women in construction

“Construction” covers everything from the person holding the welding torch to the person managing a million-dollar budget on a laptop. If you are looking to enter the field, it helps to know which roles are growing the fastest. Programs like Build Like a Girl Canada are essential because they introduce women to these roles through mentorship and real-world exposure.

Skilled trades

These are the “hands-on” jobs where you build, fix, and install. Because these skills are in such high demand, these roles often come with the highest starting pay and the best job security.

• Electrical: With the world moving toward electric cars and solar power, electricians are more in demand than ever. It’s a “clean” trade that requires a lot of problem-solving and detail work, skills that many women excel at. Now, electricians are also maintaining complex smart-grid systems and programming building automation.
• Plumbing and pipefitting: These trades are the backbone of our cities. Whether it’s high-rise residential buildings or massive industrial plants, specialized pipefitters are needed to keep water and energy moving. The pay for a journeywoman pipefitter is among the highest in the industry.
• Welding: Welding is as much an art as it is a science. It’s a great fit for people who enjoy precision and seeing a finished product at the end of the day. Plus, it’s one of the most portable skills; you can weld on a construction site, in a shipyard, or even underwater.
• Heavy equipment operation: If you like the idea of moving mountains, this is for you. Operating excavators, cranes, and bulldozers is now less about “brute strength” and more about finesse and understanding complex GPS and hydraulic systems.

Professional and technical roles

Not all construction jobs require a tool belt. If you are great at organizing, communicating, or managing people, these office-and-field hybrid roles are booming.

• Project management: A project manager (PM) is like the conductor of an orchestra. You make sure the materials arrive on time, the budget stays on track, and everyone is doing their job safely.
• Estimating and scheduling: These pros use data and software to figure out exactly how much a building will cost and how long it will take to finish. It’s perfect for someone who loves math and organization.
• Safety and compliance: Construction sites are safer than they’ve ever been, and that’s thanks to Safety Officers. This role involves inspecting sites, training crews, and ensuring everyone follows the rules.

Technology and innovation roles

Construction is becoming a tech industry. We are now seeing roles that didn’t even exist ten years ago, and many of these are being filled by tech-savvy women.

• BIM (Building Information Modeling): This involves creating a digital 3D model of a building before construction begins. You get to “build” the project on a computer to find mistakes before they happen in the real world.
• Equipment tech and diagnostics: Modern construction tools are full of computers. We need specialists who can plug a laptop into a crane or a tractor to figure out why it isn’t running correctly.
• Automation and AI: From site-scanning drones to robotic bricklayers, technology is changing the job site. Roles in managing these AI-supported systems are growing fast and offer a unique way to be “in construction” without traditional physical labor.

Women in construction by the numbers

If you want to know where the momentum is, look at the data. As of early 2026, the presence of women on the job site is a record-breaking shift.

Breaking the 11% ceiling

According to the U.S. Bureau of Labor Statistics (BLS) and NAHB, women now make up 11.2% of the total construction workforce. While that might sound small, it represents a 20-year high. Even more impressive is the growth rate: since 2012, the number of women in the industry has increased every single year, now totaling over 1.34 million workers.

Office vs. field: The gap is the opportunity

Right now, there is a big difference between where women work in construction and where they are needed most:

• Management and professional roles: Roughly 18% of construction managers are women. This area has seen 55% growth over the last few years.
• The skilled trades: Currently, only about 4% to 4.3% of “on-the-tools” roles, like electricians, plumbers, and carpenters, are held by women.

This 4% is actually the biggest opportunity. Companies are desperate for skilled laborers, and they’re offering massive incentives, better training, and high starting wages to bring that number up.

The pay gap: Construction’s secret weapon

One of the most compelling reasons for women to choose construction is the paycheck. In the overall U.S. economy, women earn about $0.82 for every dollar a man earns. However, in the construction trades, that gap almost disappears. Women in construction earn about 95% to 99% of what their male counterparts make. According to the Institute for Women’s Policy Research (IWPR), women in the trades earn roughly 30% more than women working in female-dominated fields like service or retail.

Momentum in training

We are also seeing a surge in the “pipeline.” Apprenticeship participation for women has risen significantly, with a 55.5% increase in female apprentices since 2018. This proves that the next generation is actively getting the licenses and certifications to lead the industry.

How women are entering construction careers

Starting a career in construction doesn’t require a four-year degree or a mountain of student debt. In fact, it’s one of the few places where people will pay you to learn.

Registered apprenticeships: The “earn while you learn” model

The most common way to start is through a registered apprenticeship. Think of this as a long-term job interview where you get a paycheck from day one.

• Paid training: You spend about 80% of your time on the clock, learning from a “journeyperson” (an expert in the trade). The other 20% is spent in a classroom.
• No debt: Instead of paying tuition, your employer or union covers the cost of your schooling. As you learn more skills, your hourly pay automatically goes up.
• Nationwide standards: When you finish, you receive a credential (like the Red Seal in Canada) that proves you are a pro. It’s a “passport” that lets you work anywhere.

Pre-apprenticeship programs: Testing the waters

If you’ve never held a power tool before, a pre-apprenticeship is the perfect “bootcamp.” Many are specifically designed for women. They teach you how to read a tape measure, identify tools, and stay safe. These programs often have direct pipelines into unions or big firms.

Trade schools and community colleges

For those who prefer a more structured environment, many trade schools for women offer fast-track certificates. You can often complete a program in 6 to 12 months and gain specialized skills in fields such as HVAC or green energy.

Resources for women getting into construction

Ready to take the first step? Here is a “tool kit” of resources to help you find your way:

Apprenticeship & union finders:

• Apprenticeship.gov: The primary search tool for registered apprenticeships in the U.S.
• NABTU (North America’s Building Trades Unions): A great resource for finding local union training centers.
• Canada.ca (Apprenticeship Strategy): Information on Red Seal trades and federal grants.

Women-focused organizations:

• NAWIC (National Association of Women in Construction): A massive networking group with chapters all over North America.
• Build a Dream: Focuses on encouraging young women to explore careers in the trades.
• CAWIC (Canadian Association of Women in Construction): Offers mentorship and networking across Canada.

Scholarships and Grants:

• ERiCA Grant: Federal funding designed to help women with childcare and tool costs while training.
• BOLT Women in Construction Grant: Provides financial aid specifically for female apprentices.

Final thoughts

The construction industry has shifted its focus from hammers and hard hats to technology, leadership, and building a sustainable future. For women, it offers a rare combination of equal pay, job security, and the pride of seeing your work standing tall in your community. Organizations like Colorado’s Transportation & Construction GIRL are proving that when girls see themselves in these roles early on, they are empowered to build massive careers. If you’re tired of the “9-to-5” office grind and want a career that builds your bank account while building the world, there has never been a better time to start.

Join the community! Subscribe to our newsletter to get more career tips, trade news, and interviews with the most influential women in construction delivered straight to your inbox.

Cities across the United States and Canada are racing to turn underused office towers into badly needed homes. Surging office vacancies, tight housing markets, and downtowns that are still recovering from the pandemic have all pushed office-to-residential conversions into the spotlight. Developers, planners, and policymakers see an opportunity to solve two major problems at once: too much empty commercial space and too little housing in walkable city cores.

By 2026, conversions have moved from a niche trend to a mainstream strategy. Momentum has accelerated across North America, with vacancies remaining stubbornly high and demand for urban living rising. Calgary stands out as one of the leaders, with a long list of underway and proposed projects supported by incentive programs and a clear municipal focus on filling vacant space with residents. 

“Nearly five years ago, city council set an ambitious goal to repurpose six million square feet of empty office space and transform it into homes, hotels, classrooms, and community spaces,” said Calgary mayor Jeromy Farkas. “And today, I’m excited to share that we are nearly halfway there.” 

The appeal is understandable. Conversions can deliver new housing faster than ground-up construction and often cost less because the building footprint is already there. They also help cities restore energy to their downtowns by adding residents who support restaurants, transit, and local services. For workers in construction and development, these projects create a steady stream of renovation and adaptive reuse jobs that draw on a wide range of trades.

Still, converting an office tower into livable homes is not a simple design tweak. Many office buildings were never intended to accommodate bedrooms, kitchens, plumbing stacks, or natural-light requirements. Some towers have deep floor plates that limit daylight, others need major upgrades to mechanical systems. In fact, only about 25% of existing office buildings are real candidates for conversion, primarily due to these layout challenges. “If you go through all those variables with space layout, the building itself, and the anticipated cost, it might be easier to demolish it and start from scratch,” said Raymond Wong of Altus.

Financing can also be a hurdle. Even though conversions can be more cost-effective than new construction, lenders may hesitate if the building requires heavy structural changes. This is why municipal incentive programs have become an important catalyst. Calgary’s Downtown Development Incentive Program and similar initiatives in U.S. cities help bridge financial gaps and encourage developers to take on projects that revitalize entire neighbourhoods.

Despite the challenges, the pace is picking up fast. North American cities are approving more conversion projects than ever before. In the U.S. alone, data shows the office-to-apartment pipeline jumping from about 23,000 units in 2022 to nearly 71,000 units in 2025, a record high. The combination of commercial vacancies and housing pressure is unlikely to ease soon, which means adaptive reuse will continue to be a powerful tool for city building. For many downtowns, welcoming new residents is the key to restoring vibrancy, boosting safety, and supporting local businesses year-round.

Office-to-residential conversions aren’t a silver bullet, but they are proving to be one of the most practical solutions in a tough market. They give developers a path forward with underused assets, they give cities new life, and they give residents more options in neighbourhoods that were once reserved for office workers alone.

Subscribe to our newsletter for weekly updates on construction trends and industry insights.

Construction hiring came in strong in January, taking a much bigger share of new jobs than expected in a winter month. The U.S. economy added 130,000 jobs in January, and construction accounted for 33,000 of those new positions, which the AEM report described as nearly one in four jobs created nationwide. That’s a meaningful chunk of the month’s hiring, and it’s a clear sign that construction demand hasn’t softened the way many other industries have.

AEM President and CEO Megan Tanel pointed to steady infrastructure investment, private development activity, and long-term confidence in the build environment as the forces keeping construction hiring moving. For contractors, that lines up with what many are already feeling: the work is still there, and schedules aren’t slowing down just because it’s winter. The projects might shift by region and sector, but the need for labor remains real.

When construction accounts for such a large share of new jobs, it usually points to one thing: projects are still being funded, approved, and staffed. It also suggests the broader economy hasn’t hit a wall. Construction tends to react fast when conditions turn. Firms pause hiring quickly when bids dry up, financing tightens, or developers start pushing work into the next quarter. January didn’t show that kind of hesitation.

Job growth in construction expected to continue to climb in 2026

A gain of 33,000 construction jobs is a positive sign for contractors staffing up for active jobs and upcoming work. It shows the growth in the field is likely to continue into 2026, especially for small and mid-sized firms that don’t have the same recruiting budgets as large contractors.

The demand from hiring trickles down to other companies in the field such as equipment manufacturers, rental companies, and dealers. While the January job growth is a positive sign, the construction industry at large is still experiencing major labor issues. Tanel pointed out that as hiring surges, contractors are shelling out more cash for advanced equipment, top-notch digital tools, and big-time workforce development strategies to scale safely and efficiently. This comes at the same time companies like Caterpillar, Bobcat, and JLG are developing AI powered machines that help contractors be more efficient on the field.

If this pace continues, contractors should expect 2026 to be a year of growth with steady demand for equipment that improves productivity.

If you want more construction workforce coverage like this, subscribe to the Under the Hard Hat newsletter—we’ll keep tracking what these job numbers mean for contractors heading into 2026.

Industrial Training International (ITI), an Interplay Learning company, has bagged a slot as a finalist in the CONEXPO/CON-AGG Next Level Awards for its VR Crane Simulator, joining a group of 20 companies that were shortlisted from over 230 submissions from major players in global construction.

The simulator was named a finalist in the Technology category of the CONEXPO/CON-AGG Next Level Awards, which recognize groundbreaking work by companies developing cutting-edge, innovative products, technologies, and services to advance the construction ecosystem.

ITI’s VR Crane Simulator aims to make the learning process safer and more accessible to crane operators by allowing them to train in a controlled, virtual setting.

“Workforce readiness is a central concern for any construction firm, and one of the best ways to address it is with a modern, forward-thinking approach to in-house training,” said Doug Donovan, CEO of Interplay Learning. “ITI’s VR Crane Simulator provides a groundbreaking way for workers to sharpen their skills and develop their confidence, all without risking their safety or taking critical equipment out of production.”

The simulator, first developed in 2016, has recently undergone several enhancements, including the addition of a new ten-ton overhead crane and the ability to accommodate more complex, diverse training scenarios.

VR crane training is increasingly being adopted by many organizations to create immersive, controlled learning environments where trainees can refine their skills and rehearse complex scenarios without risk. They excel in a few areas specifically: reducing training times, improving employee engagement, and ensuring uniform access to high-quality training experiences.

Currently, the VR Crane Simulator supports nine distinct crane types and includes over 1,000 different scenarios that allow professionals to polish specific skills and review pre-made lesson plans during practice in a controlled environment.

Trainees can use the new ten-ton overhead crane, carefully crafted to align with real-world crane training, to safely practice complex lifting scenarios and gain confidence.

ITI has also added the Magnetek XLTX Bellybox Transmitter to the simulator, created in partnership with Columbus McKinnon Corporation, a well-known manufacturer of crane controls.

The transmitter has an ergonomic design, built to improve operator comfort and withstand tough, industrial environments while providing a versatile, flexible configuration that mimics a real crane’s controls. It gives trainees the chance to experiment with different programmable inputs and frequency bands under realistic conditions.  

Interplay Learning, recognized for its contribution to immersive learning for skilled trades, acquired ITI, known for its specialized industrial learning offerings, in 2024.

Together, the two industry leaders have been working to enhance workflow readiness and combat labor shortages across the industry through immersive training solutions like the VR Crane Simulator. 

To stay up-to-date on the latest releases from ITI and other companies at CONEXPO-CON/AGG 2026, follow us on LinkedIn and subscribe to our weekly newsletter. 

The U.S. construction industry is facing a serious labor problem, and it is getting worse at a time when builders are needed the most. Small contractors across the country say they cannot find enough skilled workers, and many report that the workers they do find are not fully qualified. This combination of construction worker shortages and lower labor quality is slowing projects, raising costs, and shrinking productivity.

Nearly half of small construction firms now say labor quality is their top concern. This is the highest level in more than a decade and shows how hard it has become to find people with the skills needed for today’s jobs. Many firms say applicants lack basic trade skills or the experience required to work safely on active sites. Some report receiving very few qualified applicants for open roles, even after raising wages.

Weak labor supply is only part of the problem. Construction productivity has dropped more than 30% since 1970, while other big industries have become faster and more productive. Lower productivity means that it now takes more labor, more hours, and more money to complete the same amount of work. It also makes it harder for contractors to keep up with rising demand across housing, infrastructure, industrial construction, and data center growth.

The reasons behind this long slide are complex. One challenge is that many experienced workers left the industry after the Great Recession and did not return. Another challenge is the steady decline in the number of young people entering the trades. Skilled construction work requires time, training, and hands-on experience, but fewer students are choosing trade schools, apprenticeships, or vocational programs. As a result, many crews now have older workers who are retiring and younger workers who are still learning.

Contractors also face pressure from new technology. Projects rely more on digital tools, new building systems, and advanced materials. This requires a higher level of skill and coordination. When workers lack adequate training, mistakes increase and productivity declines. Some firms say they fix mistakes more often than they build.

These problems would be serious in any market, but they are especially hard during a time of high demand. Federal infrastructure spending, private manufacturing projects, and rapid growth in clean energy and data center construction are all pushing the industry to build more. But many contractors simply cannot hire the people they need to keep up.

Experts warn that the construction worker shortages will persist unless the industry attracts more workers and provides better training. This includes supporting apprenticeship programs, raising awareness of trade careers, improving job-site conditions, and using technology to make work safer and more efficient. Without these changes, many projects will move slower and cost more.

Stay ahead of construction trends and workforce news. Subscribe to our newsletter.