In construction recruitment, it can be easy for employers or hiring teams to respond to the process with frustration. Too often, when something goes wrong - such as a late arrival for an interview, a poorly written CV, or a candidate who appears short-tempered or distracted - the immediate reaction is one of criticism. The assumption may be that the individual is unreliable, unmotivated, or simply not interested. But what if, instead of rushing to judgement, there was a shift in attitude and the question was asked - why?
Why didn’t they turn up? Why did they seem abrupt? What might be happening beneath the surface that isn’t immediately visible? This small shift from judgement to curiosity, from frustration to empathy, has the power to fundamentally transform the way recruitment is approached. In the current climate, where the construction industry faces a shortage of skilled workers and increasing pressure to diversify, such a change in mindset is more crucial than ever. Candidates are navigating a world filled with uncertainty, rising costs, and complex personal challenges. Stress, mental health issues, insecure housing, and family responsibilities are just some of the hidden factors that can influence how a person presents themselves during the hiring process.
Empathy in recruitment is about understanding context. When recruitment is carried out with empathy, it creates space for trust, and trust opens the door to potential. A candidate who feels understood and supported is more likely to engage meaningfully, to be honest about their circumstances, and ultimately, to prove a better long-term fit. Research shows that candidates increasingly seek workplaces where empathy is evident from the outset, particularly prioritising employers who demonstrate genuine care and compassion. In a competitive market, adopting an empathetic approach is as much a strategic advantage as it is ethical.
Hiring with empathy means looking beyond surface impressions to evaluate qualities such as motivation, resilience, and coachability. These soft skills are often more difficult to teach than technical expertise, yet they are the foundation of a strong, adaptable workforce. When recruitment focuses on potential rather than perfection, it opens the door to individuals who may have faced adversity but bring with them loyalty, determination, and valuable new perspectives. In doing so, it also helps to build a more inclusive, values-driven culture, where everyone has the opportunity to thrive.
Empathy in recruitment also sends a message to the wider team. It shows that the organisation values people as individuals, not just as job titles. It models a culture of support, compassion, and mutual respect. And it helps to build stronger, more resilient teams where wellbeing is prioritised. Empathetic leaders - those who seek to understand and support - foster environments where innovation and performance naturally follow. Staff feel safer, more valued, and more engaged which means they are more likely to stay, more likely to develop, and more likely to contribute positively to the business.
By contrast, criticism and harsh judgement may seem efficient in the moment, but often lead to disconnection, disengagement, and missed opportunities. Talented individuals may withdraw, shut down, or remove themselves from the process altogether. Not because they lacked ability, but because they were never given the opportunity to show it. For an industry that relies so heavily on collaboration, trust, and teamwork, these are losses it cannot afford.
At We Are Footprint, we believe recruitment is not just about finding the right person for a job - it’s about creating the right conditions for people to succeed. This means trying to see the human being behind the application and being willing to ask questions that lead to understanding rather than assumption. By recruiting with empathy, we want to uncover potential and support individuals into meaningful, lasting careers - building stronger teams and a better, more inclusive construction industry.
