Construction sites are fast-paced places where safety is paramount, deadlines are tight, and the work is physically demanding. This is a no-brainer, yet, many construction businesses keep relying on new tech to solve all their issues.
On the other hand, with the rapid rise of more and more tools that demand attention, there’s a growing recognition that how people connect and learn matters just as much — if indeed not more — as the tools and materials being used.
Blended learning and thoughtful breakroom experiences aren’t typically being considered in the construction industry. However, that seems to be changing. After all, these two simple ways to improve morale and teamwork are universally welcome, regardless of the industry.
Training for the Future
Blended learning is a practical approach that combines online modules with in-person sessions. It is designed to fit the unpredictable schedules of construction workers. Basically, it’s all about making learning flexible, accessible, and relevant.
Instead of cramming an entire training session into a single day, workers can engage with bite-sized content during downtime. This method allows them to learn at their own pace, revisit material as needed, and apply new knowledge on the job without disrupting the workflow.
E.g., Laing O’Rourke has begun offering 350 courses through platforms like LinkedIn Learning. Workers can access the resources anytime. The shift has boosted engagement, with 10% of the business’ learning budget now reaching 700 employees monthly.
Other businesses are discovering the benefits of blended learning fast. Success stories show that workers appreciate learning at their own pace and accessibility to the right information at the right time is a game-changer (not to mention, a life-saver).
Targeted Employee Feedback Shapes Training
However, it’s critical to keep in mind that simply delivering content isn’t what effective training is about. It’s about delivering the right content.
In this context, targeted employee feedback has proven to be the best approach. Construction managers can tailor learning experiences based on workers’ input about their training needs, preferences, and challenges. The approach has two notable benefits: it helps managers provide relevant content, and it keeps workers engaged.
Says Valerie Nunez, head of HR at PCL Constructors: “The biggest shift for us wasn’t just digitizing the training—it was listening to what people said about it. We made changes based on their input. That’s what made blended learning for the team finally click.”
This process can be significantly enhanced by means of implementing mobile apps for on-site feedback collection. Such tools allow construction managers to gather real-time insights, which are instrumental in making informed decisions quickly. In an industry where delays can lead to increased costs and project overruns, immediacy is critical.
In addition, mobile technology helps create a culture of open communication, one where workers are encouraged to share their insights and concerns without hesitation or fear of retribution.
Rewarding Progress With Tasty Breakroom Treats
There’s no denying that learning and development are important, but so is recognition. It doesn’t necessarily have to be flashy to be effective, mind you. One effective way to acknowledge progress is by offering rewards that resonate with the team. E.g., a hearty meal can be more than welcome. Offering popular rice dishes or other comforting meals in the breakroom fosters a sense of camaraderie in addition to satisfying hunger.
A construction company might celebrate the completion of a training module by providing a catered lunch featuring a variety of rice bowls. Sharing a meal together can strengthen relationships, improve communication, and create a positive work environment, all of which contribute to better performance.
James Holt, site operations director at Skanska, shares his experience: “We started doing a ‘Training Complete’ lunch every two weeks. Bowls of biryani, fried rice, jambalaya — whatever the crew voted on that month. It turned the breakroom into this kind of celebration zone. People started asking when the next training was. That never used to happen.”
At Balfour Beatty, the site leads in Houston organized what they called “Rice Fridays.” Every time a crew hit their learning goal or safety target for the month, they’d bring in hot rice bowls from a rotating list of local spots — Cajun dirty rice, Filipino adobo over jasmine, Korean beef bibimbap. Workers got a great meal and a reminder that their effort was being noticed.
“It was amazing how much morale went up over a few damn rice bowls,” says their training coordinator Reggie Taylor. “Guys would ask, ‘What’s the dish this week?’ It became something to look forward to.”
Building a Culture of Continuous Improvement
Blended learning and recognition inspire a culture of continuous learning where progress and teamwork are acknowledged and rewarded. Such a culture enhances individual skills on the one hand and, on the other, contributes to the overall organizational success.
Doug Manley, a senior site foreman at Turner Construction, puts it bluntly: “You give the crew a training video on a tablet during their coffee break, and follow it up with a quick demo in the yard — now you’re talking. It sticks. Guys remember it. And if you throw in a hot lunch after, they’ll remember who gave a damn.”
This is just the first step, though. The bigger picture is a workforce equipped with the necessary skills and knowledge, which seamlessly blends in efficient construction management. A positive work environment inevitably leads to projects completed on time, within budget, and to the highest standards.
The Only Efficient Construction Management Is People-Centered
There’s a direct link between how people are being trained and treated and how efficiently a job gets done. Efficient construction management doesn’t result from micromanaging or cutting corners on materials. It actually comes from investing in the crew doing the work.
When blended learning for the team is based on actual feedback and scheduled realistically, it doesn’t feel like an obligation. It’s a daily routine and an enjoyable one, at that. When progress is met with something as simple as a warm lunch, it shows that management responds to effort.
That connection fuels productivity, minimizes errors, and tightens timelines. It’s just that it does it in more humane way.
After introducing a rotating blended training model informed by workers’ feedback, Bechtel saw a 17% improvement in task handover times across three phases of the build of one major infrastructure project. The company attributed the gain to “better-informed workers who felt more equipped to do the job right the first time.”
“There’s always been this idea that you have to choose between people and productivity,” says Emily Forde, VP of Site Strategy at Bechtel. “That’s nonsense. When people are trained right, treated right, and appreciated, the work improves. Everything improves.”
The goal isn’t to throw food or courses at the problem. It’s to close the gap between effort and reward.
Building What Matters
Put bluntly, construction has never been about steel and concrete. It’s about people, about what they bring to the job and what they take home at the end of the day. If they leave smarter, safer, and more connected than when they showed up, that’s a win for everyone.
Blended learning allows training to meet workers where they are. Targeted employee feedback ensures it stays relevant. When a business pairs that progress with tangible appreciation — a shared meal, a moment of rest — it gets more than output. It gets buy-in.
Better builds start with better relationships and stronger crews, hot meals, and clear communication. Treating people like they matter is always the best way forward.
