EMPLOYER BRANDING and the Future of People in the Construction Industry

A strong employer brand today directly impacts a company’s competitiveness. It’s not just about recruitment, but also about market trust, team stability, and the ability to deliver challenging projects with the required quality and on time, says Ing. JIŘÍ CHRAMOSTA, Director of Quality and Human Resources at SYNER.

● How have employee expectations changed compared to ten years ago?

It may not seem that long ago, but the change has been enormous. Compared to the past, there has been a very significant shift in people’s expectations across generations, though it is most noticeable among younger job candidates. Today, they are much more concerned with work-life balance, flexibility, and their overall lifestyle. In the construction industry, however, we naturally encounter an environment that is dynamic, project-driven, and often tied to investors’ deadlines, technological processes, and the coordination of a large number of professions.

But that doesn’t mean these worlds can’t be reconciled. Rather, we need to be open about the fact that construction is a field for people who want to be part of tangible results, see a concrete project they’ve worked on, and be part of something that has long-term value. Here at SYNER, we bring together people who share a certain level of passion—they enjoy the “buzz” of a construction site, the responsibility, and teamwork.

At the same time, we’re very well aware that without a solid foundation in their personal lives, this wouldn’t work. That’s why we strive to adapt our internal processes, communication, and leadership style so that our collaboration is sustainable in the long term and mutually beneficial.

● Are you able to retain experienced professionals even amid intense competition in the labor market?

Retaining experienced professionals is one of the most critical issues facing the entire construction market today. The competition never sleeps. The level of competition is high, the market is relatively small, and there is a limited supply of high-quality technicians and managers. Furthermore, we are increasingly seeing professionals move between the contractor and investor sides, where their experience naturally flows back and forth.

At the same time, the construction industry has changed significantly—projects are more demanding in terms of coordination, digitization, BIM models, environmental standards such as BREEAM or LEED, and administrative requirements. All of this places greater demands on teams, which today must be larger, more specialized, and better managed than they were ten years ago.

At SYNER, we strive to follow a path that combines stabilization with controlled growth. This means not only retaining key personnel but also systematically strengthening our teams to prevent individuals from becoming overburdened and to ensure that the company’s know-how continues to develop over the long term rather than being lost.

● Is it harder for a construction company to recruit high-quality employees today than it was in the past?

Yes, definitely. While it used to be possible to fill many technical positions through standard job postings and with the help of recruitment agencies, that’s no longer nearly enough. In most cases, it’s just a supplementary channel, not the main source of candidates.

Employer branding—that is, building the employer’s brand—is becoming one of the key tools for reaching candidates. That’s why we’ve had to significantly step up our efforts in this area. It involves a long-term and systematic approach—from presentations at construction sites and participation in industry conferences to intensive collaboration with schools. For us, building relationships with students while they’re still in school is key.

We place great emphasis on internships, field trips, professional competitions, and mentoring. It’s not just about recruitment, but about building a long-term relationship with the industry and the company. Today’s candidates don’t just want a job—they want to see purpose, the work environment, and the people they’ll be working with.

● How does a strong employer brand influence a company’s overall market position?

Today, a strong employer brand directly influences a company’s competitiveness. It’s not just about recruitment, but also about market trust, team stability, and the ability to deliver challenging projects to the required quality and on time.

SYNER is unique in this regard because, although it started as a family-owned regional company, it now operates nationwide; we carry out projects throughout the Czech Republic, have our headquarters and several branches scattered across the country, and are actively involved in all the locations where we build. This naturally strengthens our visibility and credibility.

Our employer brand is thus not just a marketing concept, but a real factor that influences who wants to work for us, how long they stay with us, and how they represent the company to the outside world.

● Do you think employee benefits can be a deciding factor when choosing an employer?

Benefits certainly play a role, but more as a supplementary factor. They are definitely not the main reason why people choose a company. What matters most is the nature of the work, the team, opportunities for growth, and the overall company culture.

At our company, we see the most valued benefits as, for example, a company car that can also be used for personal purposes, preventive health programs, and support for financial security and saving for the future.

At the same time, however, a benefit without a high-quality work environment has no long-term effect. That’s why we try to view benefits more as part of an overall employee care package, rather than as the main recruitment tool.

● How do you think digitization and new technologies will transform the construction industry from a human resources perspective?

The construction industry is generally one of the sectors where new technologies are adopted more slowly than in other industries. Yet it is precisely here that digital tools have enormous potential—from saving time and reducing error rates to more efficient project management.

Every construction project is essentially unique; it’s not mass production. This means that implementing technology always involves higher initial costs and a change in work methods. On the other hand, it’s clear that without digitalization, the industry won’t move forward.

We’re also seeing generational pressure—younger professionals expect to work with modern tools, BIM models, digital platforms, and process automation. For us, this is a clear signal that investing in technology isn’t optional, but a necessary path we’ve already set out on. One example is the CREE hybrid timber-frame system, where we have become the brand’s exclusive partners for construction in the Czech Republic and Slovakia. But that’s a topic for a separate, longer discussion.

● What do you personally enjoy and find most motivating about working with people in the construction industry?

What I enjoy most about working with people is the diversity of the work. Every person is different—they have different experiences, different perspectives, different motivations, and different ways of thinking. And that’s exactly where the opportunity arises for dialogue, finding solutions, and moving things forward together.

Moreover, construction is a field where the results of one’s work are very concrete and visible. People see what they’ve created together, and that’s a tremendously powerful motivator. When we succeed in bringing together a team, their experience, and their drive to achieve something, a very powerful energy is generated—and for me personally, that’s the greatest meaning of this work. This year, SYNER is celebrating its 35th anniversary, and when I look back on our work, our company motto—“We’re building the Czech Republic”—truly rings true.

“Jiří Chramosta, HR Director at SYNER: At SYNER, we strive to follow a path that combines stability with controlled growth.”

Source: Stavitel

Photo: SYNER, s.r.o. archive