While skills shortages remain a persistent constraint on project delivery, a recent report has found that, for many workers, how a job fits into their life now outweighs what it pays.
Work-life balance is emerging as a decisive factor for retaining talent across infrastructure and construction, according to findings from the 2026 Workmonitor report.
The report by Randstad, is the 23rd annual, in-depth study of more than 28,000 workers and employers across 35 global markets.
It found the shift toward work-life balance is not occurring in isolation but is unfolding against a backdrop of economic pressure, technological change and evolving career expectations.
Balance takes priority
Data from the report indicates that more than half of construction and engineering workers nominate work-life balance as their primary reason for staying in a role – more than double the proportion who point to pay and benefits.
Clayton Colbert, Director of Engineering and Construction at Randstad Australia, says the findings underline a broader shift in how employees define value in their careers.
“Work-life balance has become one of the most powerful tools employers have to attract and retain talent,” he says.
“In a sector facing ongoing skills shortages, organisations that can offer flexibility and support employees’ lifestyles will have a clear advantage, particularly when it comes to retention.”
Colbert says the implications for infrastructure employers are significant.
Historically, competitive salaries and long-term job security were sufficient to attract skilled workers. However, the data suggests these factors are no longer enough on their own. Workers are increasingly weighing whether roles allow them to manage personal commitments, maintain wellbeing and sustain long-term careers without burnout.
This shift is reflected in the experiences of workers on the ground. Brisbane-based carpenter, Maka Makatoa, says balancing work with family life has become a central consideration in how he approaches his career.
“Work-life balance is really important to me, especially now that I’ve got two young daughters at home,” Makatoa says.
“In construction, there’s always the option to pick up extra hours or weekend work, and a lot of the guys I work with are happy to do that, particularly if they don’t have kids. But for me, it’s a constant balancing act. I want to provide, but I also don’t want to miss out on those early years with my girls.”
Makatoa says the physical demands of construction also make downtime essential.
“The job is physically demanding as well, so having time to rest and recover matters, not just for me, but so I can show up properly for my family when I get home,” he says.
A majority of workers report having flexibility over when they work, though fewer have control over where they work from. Colbert says this gap points to an opportunity for infrastructure organisations, particularly those with office-based or hybrid roles, to expand flexibility beyond traditional site constraints.
“It’s not just about offering a job anymore, it’s about offering a lifestyle,” Colbert says.
Economic pressure reshapes behaviour
While work-life balance is rising in importance, the data indicates financial pressures continue to shape workforce behaviour in complex ways.
A significant proportion of workers are increasing their hours or taking on additional roles to manage the rising cost of living.
Colbert says this dual dynamic – prioritising balance while working more – reflects the tension many workers are experiencing. On one hand, they are seeking greater control over their time and wellbeing. On the other, economic realities are pushing them to extend their working capacity.
The report indicates that globally, about 40 per cent of workers have taken on a second job, while more than a third are increasing their hours in their primary role. In Australia’s construction and engineering sector, similar patterns are evident, with many workers signalling an openness to side roles or additional income streams.
Makatoa says this trade-off is a reality for many in the industry, particularly those supporting young families on a single income.
“In theory, I’d say work-life balance is more important than salary, especially if both my partner and I were working full-time,” he says.
“In an ideal world, I’d choose the flexibility and time with my family. But right now, I’m the only one earning, while my wife is a stay-at-home mum taking care of our young kids under four years old. So, salary becomes a big factor.”
He says the long-term physical impact of construction work also weighs into decisions about taking on additional hours.
“It’s a bit of a trade-off though – you need enough income to support your family, but you also don’t want to burn yourself out,” Makatoa says.
“I’ve seen what can happen in this industry long-term. My brother-in-law worked as a builder from when he was 16, and by his late 40s he had to stop completely because of back issues. He’s had surgery and can’t go back to construction at all. That sticks with you.”
Makatoa says rising living costs have recently pushed him to extend his working week.
“The cost of living keeps going up, petrol, groceries, everything. And when you’ve got a young family, you feel that pressure straight away,” he says.
“Lately, I’ve been working most Saturdays doing a side job on top of my regular Monday-to-Friday work, just to bring in extra money. This is pretty common in the construction industry, especially around busy periods like Christmas – there’s always extra work available, so it’s hard to turn it down.”
He says the additional workload comes at a personal cost.
“But that’s where it gets tough, because you end up sacrificing time with your family to stay financially comfortable. Working six days a week in construction is demanding mentally and physically,” Makatoa says.
“You’re constantly learning and perfecting your craft, whether you’ve been in the industry for a couple years or a decade. On the physical side, you’re bending, lifting, cutting – the works. But you push through because you have to, for progression, salary increases, for your family – but you’re always aware that it’s not something you can keep up beyond 40 years old.”
Colbert says that for infrastructure employers, this presents both a risk and an opportunity. Increased workloads and multiple job commitments can lead to fatigue, reduced productivity and safety concerns, particularly in physically demanding environments.
At the same time, organisations that can offer flexible scheduling, predictable hours and supportive workplace policies may be better positioned to mitigate these risks.
Trust and relationships also play a critical role. The research shows a strong majority of workers report positive relationships with their managers and feel trusted by their employers. These factors are increasingly important in maintaining engagement, particularly as workers navigate competing pressures on their time and energy.
The findings suggest that while financial incentives remain important for attracting talent, retention strategies must account for the broader realities of workers’ lives.
Skills, technology and the future of work
Beyond immediate workforce pressures, the report highlights longer-term shifts that are equally relevant to the infrastructure sector. Chief among these is the growing role of technology, particularly artificial intelligence (AI), in shaping how work is performed.
Most employers have invested in AI in the past year, and many workers report increased exposure to and confidence in using new technologies. However, expectations around AI remain mixed. While some see it as an opportunity for productivity and skill development, others are uncertain about its impact on their roles.
Colbert says this uncertainty reinforces the importance of training and upskilling. The research shows that many workers are already taking proactive steps to future-proof their skills, particularly in technology-related areas.
Employers that support this through formal training, career development pathways and access to new tools are likely to see stronger engagement and retention.
Colbert says investment in people is a critical part of the equation.
“Our research tells us employees are open to upskilling, particularly when it comes to technology,” he says.
For infrastructure organisations, this aligns with the broader need to build capability in areas such as digital engineering, data analytics and automated systems. As projects become more complex and technology-driven, the ability to develop and retain skilled workers will be a key differentiator.
At the same time, the report points to a broader redefinition of career paths. Many workers no longer see linear progression within a single organisation as the default. Instead, they are seeking diverse experiences, greater autonomy and roles that align with their personal values and goals.
Flexible pathways, varied project opportunities and a clear commitment to employee wellbeing are becoming essential components of the employee value proposition.
A changing equation for employers
Colbert says, taken together, the findings paint a picture of a workforce in transition. Economic pressures, technological change and evolving expectations are converging to reshape what workers want, and what employers must provide.
For Australia’s infrastructure sector, the message is clear. Addressing skills shortages will require more than competitive salaries or recruitment drives. It will depend on creating workplaces that recognise the importance of balance, support ongoing development and adapt to the realities of modern work.
