The World Economic Forum found that the introduction of new technologies into the workplace could add $100 billion worth of value to industries across the board. For the construction sector, this can involve artificial intelligence (AI), internet of things (IoT) devices and software solutions that revolutionize the way a team works. But it can also involve a steep learning curve for team members — especially with employees of five different generations working closely together in highly technical operational roles.

Generational differences in the construction workforce can result in differing levels of skill and comfort using new technology. Compounding the challenge is the fact that the construction industry is notoriously slow when it comes to digital adoption. Research from consulting firm McKinsey says the nature of construction’s highly labor-intensive, localized work is one of the main factors for this lack of adoption. This is particularly true of smaller construction companies.

Technology and digitization can bring huge benefits to the construction sector, from higher productivity to increased profits. Just think of the impact sensor technology could have on supply chain management and quality control or the ease with which the company could oversee field technicians and subcontractors through an all-in-one work management software.

The question is no longer whether to introduce new technology — it’s how to train a workforce of varying ages and skill levels to adopt new tech.

Mindset Shift: Explain the “Why” Behind the Change

Before even beginning to design a training plan, lay a good foundation for employees of why they are being trained on a new technology. A mindset shift is needed for any technology introduction to be a success. If people don’t understand how a new tool will benefit them, they likely won’t feel invested in learning to use that tool.

It’s important for team members of all ages to understand why the company is adopting new technology in the first place, and how it will make their lives easier. Nothing encourages enthusiastic adoption like the promise of more efficient and streamlined work. Time management, more effective communication, better time logging and simplified task delegation are just a few of the benefits that come with a new technology tool. Increased productivity is one of the main byproducts of new technology integration, and it’s key that employees understand this from the start.

Get Input from Employees

Setting aside an appropriate amount of time for training is key when introducing new technology. Before any employees touch or test the new technology system, assess the different skill levels that exist within the team. This doesn’t have to be complicated. Using a survey tool such as Google Forms or Survey Monkey, ask team members about their familiarity with technology, the tools they can access and any past experience working in a more technologically-advanced workplace. It’s particularly important to ask about learning styles: do they learn best by doing? Through online seminars? Through discussions?
This information can be used to inform training methods and to identify which team members might be leaders — and who may need a bit of extra assistance.

Find a Supportive Vendor

Because training can make or break digital adoption, training offerings should be top of mind when choosing a vendor for new software solution or technology. A reliable technology provider should offer some form of training or onboarding that can support the team as they get started with the new digital processes. This can be a valuable supplement to the company’s overall training plan, as a quality vendor can provide product-specific knowledge that might not be found anywhere else. The right provider will also make themselves available to understand exact training needs and help staff overcome any skill-based barriers that may prevent them from using the solution effectively.

Cater the Training to the Technology

The type of technology being introduced will also impact the training method adopted. For example, suppose the company has installed a new series of sensors that will report to a central database when a building supply is low. This technology can be difficult to picture through classroom schematics, particularly for someone who may be unfamiliar with sensor and IoT technology. In this scenario, a hands-on session in a warehouse may provide the essential application experience that will truly help employees grasp the technology.

Leverage Tech-Savvy Team Members

For technology that involves one-on-one employee interaction between human and tech (a new app or software, for example), the varying skill levels of employees can be an asset. Utilize the knowledge of the team’s technology leaders. Those who exhibited a high level of knowledge in the initial assessment survey can lead the charge. By pairing tech-savvy team members with those who indicated that they’re less familiar with technology, it creates a series of technology ambassadors within the workforce. Team members can help each other become comfortable using a new app or software.

This benefits employees on both sides of the coin. Senior team members, who may place higher value on in-person communication, will appreciate the interpersonal approach; while those who pick up technology quickly are saved from boredom and monotony as they take on leadership roles to assist their coworkers. In times where small group learning is more realistic than one-on-one training, include team members of various ages and skill levels in each group.

Introducing new technology across multiple skill levels can be a challenge, but isn’t one that is impossible to overcome. With understanding from the team, a tailored approach to training and leadership within staff, the company will be reaping the benefits of technology in no time at all.