Who Builds The Buildings? Talent and recruitment challenges within the construction sector in Sri Lanka

 

Image 1 — Construction workers Sri Lanka: "Skilled construction workers on site in Sri Lanka — experience without paper qualifications remains a key challenge

Introduction

The management task of recruiting the right person into the right job is a core activity within HR management; within construction, however it is an issue that constitutes part of a daily struggle. Over my thirteen plus years working on construction sites in Sri Lanka, the Middle East and most recently in Bosnia, I've gained direct, hands-on experience of the difficulties in acquiring and retaining skilled labour. Within this blog, I will discuss why talent management in the construction industry in Sri Lanka is a continuing concern.

 

The Skill Qualification Mismatch

A huge problem I have encountered in Sri Lanka is that a high number of skilled construction workers, whilst having many years of on the job experience, do not possess the formal qualifications to back this up. Armstrong (2020) emphasizes that to effectively manage talent, organizations must identify, develop and retain staff with the necessary competencies, yet the acceptance of only formally qualified staff can overlook those that can more than demonstrate sufficient experience. This has led to a skill qualification mismatch.

 

Brain Drain and the Loss of Our Finest

The skill shortage issue is exacerbated further due to 'brain drain'. According to Oxford Business Group (2019), 56% of those surveyed in Sri Lanka's construction sector view the shortage of skilled workers as a critical issue and believe that 'brain drain is common, with the country's top engineers going to the Gulf for better opportunities.' In 2024 alone an estimated 300,000 skilled professionals left Sri Lanka in search of better opportunities abroad (ODI, 2025). In my experience, it is always the well-qualified skilled worker who seeks a better life outside Sri Lanka and more importantly greater earning potential. It is the skilled workers with the formal qualifications that always leave for Middle East construction projects for significantly higher pay than what can be offered at home.

 

Image 2 — Brain drain illustration: "Brain drain continues to affect Sri Lanka's construction workforce — skilled workers leaving for better opportunities abroad

Language Barriers and certification requirements

My experiences working with CSCEC has revealed additional challenges when trying to recruit labor. For example, many of the Chinese managers I have encountered are not conversant in English, making it incredibly difficult to manage and assess the local work force appropriately, relying instead on translation apps in our daily routine. Furthermore each country I've worked in has varying sets of certifications and requirements; an electrician in the Middle East requires a TUV license to perform certain jobs, whereas here in Bosnia both written and practical exams need to be passed for employment. Sri Lankan workers who are not qualified to a specific country's standard are often rejected for jobs abroad simply because they are not certified in their trade to the required standard.

Conclusion

 Talent management is definitely a complex issue for Sri Lanka's construction industry. Whilst there are many skilled construction workers produced in Sri Lanka the system has been established in a way which fails to value hands-on experience and there are high numbers of our top performers leaving the country to pursue opportunities elsewhere. As Armstrong (2020) points out organizations must look at their workforce as an asset to be invested in for their development. Until these underlying structural problems are tackled the Sri Lankan construction industry will continue to struggle to meet its needs for the talent that is so desperately needed.

 

Image 3 — Talent management diagram: "Figure 1: Talent Management Framework — identifying, developing and retaining the right people (Armstrong, 2020)


               "Watch: Understanding Talent Management in Organizations"


References

Armstrong, M. (2020) Armstrong's Handbook of Human Resource Management Practice. 15th edn. London: Kogan Page.

ODI (2025) Sri Lanka needs a growth plan to avoid another crisis. Available at: https://odi.org/en/insights/sri-lanka-needs-a-growth-plan-to-avoid-another-crisis/ (Accessed: 1 April 2026).

Oxford Business Group (2019) Sri Lanka's construction sector struggles with securing enough local talent. Available at: https://oxfordbusinessgroup.com/reports/sri-lanka/2019-report/economy/labour-shortage (Accessed: 1 April 2026).

Comments

  1. Ashan WimalasurendraApril 4, 2026 at 9:16 AM

    Insightful article! It clearly highlights how talent and effective HR practices are the real foundation behind successful construction projects. Do you think organisations that invest more in HR strategy will have a stronger advantage in managing future skill shortages and growth?

    ReplyDelete
    Replies
    1. Sanjeewa RathnayakeApril 4, 2026 at 11:57 AM

      Thank you Ashan! Absolutely — organisations that treat HR strategy as a core business function rather than an administrative necessity will have a significant competitive advantage. In Sri Lanka's construction sector, the companies that invest in talent pipelines, structured onboarding, skills development and retention strategies are consistently better positioned to manage skill shortages. The brain drain problem will not solve itself — but organisations that actively develop and reward their workforce create a reason for skilled workers to stay rather than leave for better opportunities abroad. HR strategy in construction is not a cost — it is an investment that directly impacts project delivery, safety performance and long-term profitability.

      Delete
  2. Janith WijekoonApril 5, 2026 at 8:01 AM

    This is a challenge that really deserves more attention. The construction sector in Sri Lanka is facing a clear talent gap, driven by factors like skilled labour migration, changing career preferences, and the perception of construction work as less attractive compared to other industries.

    Addressing recruitment challenges here isn’t just about hiring more people—it’s about reshaping how the industry is viewed. Improving working conditions, offering competitive wages, investing in training and career development, and using modern technologies can make a big difference in attracting younger talent.

    ReplyDelete
    Replies
    1. Sanjeewa RathnayakeApril 7, 2026 at 4:53 AM

      Thank you Janith for such a perceptive contribution! You have touched on something really important — recruitment in construction is as much about perception as it is about process. Young people are not choosing construction not because the work lacks value, but because the industry has failed to communicate that value effectively. Your point about modern technology is also well made — integrating BIM, digital project management and smart site technologies not only improves productivity but signals to younger talent that construction is a forward-looking profession. Until the industry addresses both the structural issues of pay and conditions and the cultural perception of construction as a career, the talent gap will only widen

      Delete
  3. Madavi HemachandraApril 13, 2026 at 1:36 AM

    I think this post highlights an important issue in Sri Lanka’s construction industry. Many skilled workers have valuable experience, but they are often not recognized because they lack formal qualifications. In my opinion, companies should value both practical experience and education when recruiting employees.

    ReplyDelete
    Replies
    1. Sanjeewa RathnayakeApril 15, 2026 at 12:08 AM

      Thank you for this perspective. That gap between practical experience and formal qualifications is one of the most persistent issues in the sector. Many workers who can outperform their certified counterparts on site are overlooked simply because they lack the paper to prove it. Recognising and validating hands-on experience formally — not just informally — would go a long way toward closing that gap.

      Delete

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