Construction sector companies have been openly stating for the second year in a row that they lack employees. As the economy grows and construction volumes increase, the country’s major companies have started actively hiring. Unfortunately, not everyone wants to work in a construction company. How is the sector addressing this issue? Which methodology is proving successful for one of the leading general contracting companies? How can a work environment be created that people genuinely want to join?
Lesson 1: build the team through the lens of values and mindset
Aistė Grigaitienė, Administration Director at the general contracting company Gilesta, says that the most important thing is to build a team that everyone would want to work with — a team that becomes a natural magnet for new people: “We first choose to work not with projects, but with other people. If those people fit, inspire, and motivate, you feel good at work.”
According to her, one of the most important aspects of building a team people want to join is shared values and a similar approach to work.
“Many companies list values on paper, but not all are able to turn them into reality. And that’s difficult: a company’s values are the team’s values, people’s values — and if a person is not, for example, naturally polite, teaching them to be polite is like pushing a boulder uphill. The same goes for values — if a person does not naturally have them, we cannot instill them in a couple of days.”
Therefore, during recruitment, they evaluate not only competence or experience but also value alignment. Within the team, they constantly communicate what matters most at work and nurture the desired values in daily activities. According to A. Grigaitienė, the key is not specific character traits, but the person’s attitude toward collaboration and partnership: “We believe that only by being partners to one another, to clients and suppliers, can we achieve the best results.”
The team, she adds, can function harmoniously only when values are embedded throughout the entire organization — from administration to the construction site.
Lesson 2: continuously analyze and improve processes
“Clear processes are essential not only for achieving results but also for ensuring well-being at work,” says A. Grigaitienė. For Gilesta, processes mean not only project planning or division of responsibilities, but also what happens on the emotional level within the team. Do people feel good? Are conditions created for growth? If someone wants to develop, is career progression actually possible?
As the team grows, everything becomes more complex — more people, larger scope, different working speeds. That is why Gilesta constantly implements, tests, and adjusts its processes. In recent years, the company has been working according to the Adizes methodology, which views an organization as a living organism.
“This methodology helps us understand which stage we are in, which management model to apply, how to align different people, how to manage conflicts, and how to adapt to change. It is a way to maintain balance between stability and innovation,” the director says.
According to her, change requires a lot of effort, but without well-functioning and structured processes, healthy growth is impossible. In 2024, Gilesta proved that it is possible both to grow and to transform — to deliver major projects while successfully implementing a new management methodology.
Lesson 3: ensure long-term prospects
Employees in the construction sector increasingly emphasize two important aspects: career growth opportunities and work–life balance. According to A. Grigaitienė, this shows that people value not only their daily work environment but also their place in the company’s long-term plans.
“In recruitment, it is important not only to present the company’s development vision but also to show how the new person can contribute to it — how much space they will have for responsibility, for self-expression, and where we see their growth,” says A. Grigaitienė.
The construction sector is still often associated with pressure and stress, but this perception can be changed. “Here, work can also mean growth, trust, and a healthy rhythm,” says A. Grigaitienė.
When a person sees themselves in the company’s future, they become more engaged. And long-term motivation is what is most valuable to any team today.