In today’s business landscape, success is no longer defined by profit alone. Across the UK, companies are being called upon to create a positive impact on society, and the construction industry is uniquely positioned to lead the way.
With new government regulations, growing investor interest, and shifting employee expectations, recruiting for social value is no longer just an ethical choice - it’s a business necessity. By embedding social value into hiring decisions, construction companies can build stronger, more diverse teams while contributing to the communities in which they work.
Social value refers to the additional benefits that businesses bring to the environment, economy, and society - it’s about embedding positive impact into every aspect of a business’s operations.
In terms of legislation and compliance, The Social Value Act 2012 and the new Procurement Act require public sector contractors to demonstrate social value. Companies that fail to do so risk losing out on lucrative contracts.
Talent attraction and retention is enhanced through social value as a significant proportion of UK employees want to work for businesses that align with their values. Today’s workforce - especially younger generations - are prioritising employers who make a tangible difference in society.
The demand for ethical and sustainable business practices is high so investors and clients increasingly favour companies that demonstrate a commitment to social value.
Companies that invest in their communities earn greater public trust and credibility, enhancing their reputation while making it easier to win contracts and attract talent.
Clearly, incorporating social value into recruitment and workforce development isn’t just the right thing to do - it’s a key driver of business growth and resilience. For the construction industry, this means looking beyond the immediate needs of a project and considering how recruitment decisions can create long-term value for local communities.
So how can construction companies recruit for social value?
Firstly, by widening the talent pool and supporting underrepresented groups. The construction industry faces an ongoing skills shortage, yet many capable individuals remain overlooked in traditional hiring processes. Recruiting for social value means expanding hiring efforts to include groups who may face barriers to employment.
This could include ex-offenders seeking a fresh start, care leavers who lack traditional support networks, veterans transitioning into civilian careers, long-term unemployed individuals looking to rebuild their careers, and homeless individuals who need stability and opportunity.
Yet hiring for social value doesn’t mean lowering standards, it means redefining what makes a great candidate. Instead of focusing purely on experience, firms can look for potential and attitude, transferable skills, and a commitment to learning – providing opportunity, training and mentorship can help individuals grow into highly skilled workers.
Secondly, construction companies can adapt their recruitment processes by focusing on a candidate’s value-based attributes, working with community organisations and social enterprises to create tailored recruitment programmes, and offering on-the-job training and apprenticeships to help individuals gain or build on industry-relevant skills. By investing in skills development, construction firms not only meet social value requirements they also future-proof their workforce.
Thirdly, one of the most effective ways to generate social value is by hiring locally. When construction projects create jobs for local people, they strengthen communities and boost the local economy.
Strategies for prioritising local employment could include setting hiring targets for residents in project areas, partnering with schools and colleges to provide career pathways into construction, offering apprenticeships and traineeships for young people and career changers, or providing mentorship programmes to support career progression.
Construction companies should also consider embedding social enterprises into their supply chain. Social enterprises are businesses that reinvest profits into creating positive social and environmental change.
Social value isn’t just a passing trend - it’s the future of ethical, sustainable business. For construction companies, embedding social value into recruitment isn’t just about compliance - it’s about creating stronger teams, building better communities, and securing long-term business success.
By partnering with social enterprises and ethical recruitment providers like We Are Footprint, construction companies can access untapped talent while actively improving lives.
We Are Footprint provides high-quality recruitment services for the construction industry while reinvesting into training and employment support for disadvantaged individuals. We’re committed to helping construction firms recruit with purpose and impact. By working together, we can transform the industry and create opportunities for those who need them most.
