The construction industry is in the middle of a workforce crisis—and yet, many companies continue to push new hires into roles without the tools or support they need to succeed. In a commentary published by Construction Dive, consultant Fulton Cure calls out the long-standing “sink-or-swim” culture that has defined how early-career workers are too often treated on job sites.

Cure, who works with Well Built Construction Consulting in Baltimore, said the industry’s tendency to toss new workers into the deep end is more harmful than productive.

“Construction companies will throw new hires into the deep end after only a couple of days on the job without much formal training or onboarding,” Cure writes. “If you haven’t seen it personally, then you’ve at least heard about it.”

This practice, often defended as a way to “toughen up” new hires or test their resilience, has real consequences, Cure explained. “It’s this concept of ‘sink or swim’ training where industry leaders figure we’ll just throw them into the thick of it and see if they can handle this work. No life vest, no instruction manual, just a trial by fire. Unfortunately, more often than not, they sink.”

Drawing from personal experience, Cure recalls a moment early in his career when he was left to figure things out with no support.

“I remember being new in the industry. I was working for a residential remodeling company at the time, and within my first week I was sent out on my own to a project and asked to check the specifications on some materials that were delivered,” he said.

Though it seems like a simple task now, Cure described how little guidance he had at the time: “I had no idea what was right or wrong, or how to find out that information.” He tried calling colleagues for help, but everyone was busy, and hours passed before he could complete the assignment.

“On top of that, my production manager was frustrated with the fact it took me so long to complete a simple task. I felt confused, alone and angry.”

Cure’s reflection points to a deeper problem in how the construction industry manages its talent pipeline. “Let’s be real: This approach is not training. It’s a gamble.”

And it’s a gamble the industry can’t afford to keep making, especially with a persistent labor shortage threatening productivity. When early-career workers are set up to fail, companies not only lose out on immediate output—they risk long-term talent loss and reduced morale.

“When someone leaves because they weren’t given the tools to succeed, we don’t only lose a worker. We miss out on the potential they have to help our business thrive,” Cure writes.

The key, he says, is to treat training and mentorship as investments, not expenses.

“The best construction companies know that training isn’t a waste of time or resources, rather it’s an investment,” he explains. “Taking the time to properly onboard and mentor new hires doesn’t truly slow a company down when it comes to progress. In the long run, everything speeds up.”

And companies that prioritize support over survival-mode training reap long-term benefits: stronger teams, better project outcomes, and higher retention.

“They don’t just throw people in and hope for the best,” Cure writes of effective leaders. “They assign team members or find time to coach, guide and give new hires the support they need to grow.”

To move away from the outdated “trial by fire” mindset, Cure recommends a three-part approach:

Structured onboarding

“Every new hire should have a clear, organized introduction to their role. This isn’t about babysitting, it’s about setting expectations and providing a solid foundation.”

Hands-on mentorship

“Pair new employees with experienced team members who can guide them in their role.”

Clear feedback and growth plans

“If they’re struggling, don’t just leave them to figure it out. Teach them, and give them space to correct.”

Ultimately, Cure argues that construction isn’t the kind of industry where people can afford to “just figure it out” as they go.

“We wouldn’t expect a first-time carpenter to frame a house without training, so why do we expect project managers, superintendents and estimators to excel without guidance and training?”

“The best companies don’t leave the success of their people up to chance. They build it — one trained, mentored employee at a time.”

Originally reported by Fulton Cure in Construction Dive.