The economic downturn in 2008 created a black hole of talent in the construction industry. As a result, finding project managers between the ages of 28 and 33 and superintendents between the ages of 23 and 30 in today’s market can be difficult, if not impossible in some cases. To make up for this gap in available talent, construction executives are going to have to look to project managers and superintendents in the 58-to-64 age range. Fortunately, there are numerous benefits to hiring older workers.

1. Older workers want to mentor the next generation.

This is their most significant benefit: the older generation truly enjoys teaching younger construction workers and passing on skills and knowledge, while also getting to do a job they’re good at. This means investing in one experienced worker today can pay dividends for the quality of a company’s workforce for decades to come, as mentorship programs have proven to increase the skills and loyalty of younger workers. If a company wants someone with deep knowledge and broad experience to help mold the next generation of construction workers, they should hire an older employee.

2. Older workers are retiring later.

As the construction industry booms, many older workers have no interest in retiring any time soon. They love the work they do, and it helps keep them feeling vital and focused. Their passion for their work hasn’t faded, nor has their ability to perform great work. As a result, bringing an older worker into a company is not necessarily a short-term investment. Plenty of these workers have five or even 10 more years to offer a company until they retire.

3. Older workers have lower rates of absenteeism.

Many of these workers are empty nesters with fewer demands on their time outside of work. They also tend to require fewer sick days and personal days because they prioritize health and self-care. Add in a strong work ethic after decades of experience, and it’s no wonder that older workers have significantly fewer absences than their younger counterparts. This benefits construction companies in several ways, including increasing the likelihood of keeping projects on schedule and avoiding costly delays due to frequent absences.

4. Older workers have proven track records of success.

If an employee wasn’t focused and performing high-quality work throughout his or her career, there would be clear evidence of it in their decades-long work history, whether from projects plagued by scheduling or budgetary issues, or references who raise concerns about their onsite behavior or relationships. If an older candidate shows a hiring manager a strong project list and receives strong references, then the manager can be confident that they have found a top-shelf candidate.

5. Older workers aren’t looking for promotions.

At this stage in their careers, older employees aren’t looking to climb the ladder. They’re looking to perform quality work for a company that treats them well, and they’re looking to train the next generation to have the same drive, work ethic and skills that they do. This makes these workers less of a “flight risk” during market headwinds than younger workers who have long-term career ambitions to consider when faced with competing offers.

The value that the older generation of workers can add to construction companies is unparalleled in the market. But there’s one thing to carefully avoid if construction leaders want to bring on an experienced worker to contribute to their firms:

Don’t take older workers for granted. No one likes to be overlooked or trivialized—especially employees with decades of experience and a lot to offer. They want to be a part of the team and contribute their skills and passion. So their managers should not treat them as if they’re inconsequential. Don’t exclude older employees from meetings or make assumptions about them. Construction executives need to treat these employees the same way they treat the rest of the team: with respect and appreciation. If they do, they will not be disappointed.