Canada has never needed to build more than it does right now. To restore housing affordability, the Canada Mortgage and Housing Corporation (CMHC) says we must build an additional 3.87 million new homes by 2031. Add to that major infrastructure projects underway across the country, and the construction sector is under unprecedented pressure to deliver.

The stakes are high for Canada’s prosperity.

Construction is one of Canada’s vital industries, employing 1.6 million people, not to mention its significant impact on sectors such as engineering, manufacturing, and technology. The Canadian Construction Association (CCA) says the industry contributes about $151 billion to the economy annually, accounting for 7.4 percent of Canada’s GDP.

Meeting these urgent challenges efficiently requires processes executed by a skilled workforce. That calls for an increased focus on training, especially for those on the frontlines managing project resources and schedules. But what does that look like in practice?

We spoke to leaders from across the sector, including Pomerleau, Orion Construction, and industry groups Building Transformations, and BuildForce Canada, to find out.

They agree that unlocking Canada’s construction potential hinges largely on a professional development pipeline that drives project optimization. Structured training is critical; partnering with industry-savvy educators yields improvement in project consistency, along with measurable savings in time, cost, and resources. That includes supporting the role crucial to building smarter: the project coordinator.

Canada needs a new training standard for project coordinators

In a construction industry navigating intense demands, high-stakes expectations, and tighter timelines, one role is increasingly at the centre of it all: project coordinators.

“The project coordinator role is foundational to ensuring projects remain on time,” says Bill Ferreira, Executive Director of BuildForce Canada, which supports the construction industry with labour market insights and workforce tools. “It’s an invaluable role that is often overlooked when project delivery is discussed. But without seasoned and committed project coordinators, projects can quickly fall behind. It’s often the difference between success and failure.”

“The project coordinator has become one of the most critical roles on a construction team—not because they hold decision-making authority, but because they’re the connective tissue that binds a project together,” says Cameron Archer, Director of Sales and Marketing at Orion Construction in B.C.

So why are they often overlooked in strategic workforce planning and formal training?

“The expectations placed on coordinators have evolved faster than the training available to them,” Archer explains.

Project coordinators are expected to manage drawings, specs, schedules, and team communication from day one. But too many start without the fundamental skills to do so. The consequences? Flow breakdowns, setbacks, and rising costs, especially on fast-moving builds.

To change that, Humber Polytechnic in Toronto has launched a 16-hour Project Coordinator for Construction (PCC) micro-credential. It offers the training needed to unleash the potential of a pivotal yet under-supported role.

Learners gain hands-on experience—in managing RFIs, scheduling trades, organizing materials, and interpreting construction drawings—that mirrors real job responsibilities.

Live sessions are led by an industry professional, preparing project coordinators before they get into the field. Practical learning outcomes range from prioritizing tasks, and mitigating delays, to synthesizing specs and stakeholders into a cohesive project plan.

This is a role with “a steep learning curve,” says Archer. While project coordinators learn from field exposure and mentorship, he says more formal training is key. “What’s missing isn’t just technical upskilling, but contextual awareness. Coordinators need to know why we do things a certain way, when a detail becomes critical, or how to read between the lines of a design conflict.”

It’s all about building capacity. The right training can address the disconnects between management and on-site professionals, to propel significant productivity gains.

Project delays can incur significant costs for construction companies to the tune of tens of thousands of dollars per day. A study by the Construction Management Association of America indicates that daily field office overhead costs for contractors can range from $800 to $40,000, with a mean value of approximately $15,000 per day, not accounting for factors such as liquidated damages, financing charges, and lost revenue.

Does the industry need a new standard for project coordinators? “Without question,” says Archer.

“A well-trained coordinator doesn’t just push paperwork, they act as the project’s operational conscience. They see risk before it materializes, and close loops others overlook. Delays and rework are rarely caused by isolated mistakes; they’re caused by breakdowns in coordination and communication. The project coordinator sits at the heart of those workflows. When properly trained, they become the gatekeepers of quality and schedule integrity.”

This is a foundational role in Canadian construction, but until now dedicated training for project coordinators has been limited. Humber is offering a practical, job-ready training solution–one that’s built with and for the industry, to boost project success.

“Many of today’s best project managers and site superintendents started as coordinators,” says Archer. “If we want to build a strong leadership pipeline in construction, we need to invest early. Standardizing this role is a powerful place to start.”

What learning and development managers can do

Provide project coordinators with role-specific training designed to accelerate on-the-job readiness. Tailored programs—like Humber Polytechnic’s PCC micro-credential—help bridge the gap between classroom knowledge and field experience, preparing coordinators to navigate real-world project demands with greater confidence, and fewer delays.

Why industry-specific training delivers wins on the job site

Off-the-shelf or one-size-fits-all training doesn’t cut it in this environment. Some courses can be too abstract, filled with jargon, theory, or case studies irrelevant to the job site. Construction-specific training is what resonates with participants, delivering relatable scenarios and actionable tools.

Ideal training includes real-world examples, says Greg Stallaert, a Construction Superintendent at Pomerleau. The firm is a leader in Canada’s construction industry with about 200 active project sites, 5,000 employees, and 20,000 daily workers. Humber Polytechnic designed the PCC course in collaboration with Pomerleau, leveraging their internal insights and expertise to ensure the course reflects the day-to-day tasks and responsibilities of project coordinators on-site.

When training aligns with everyday construction challenges, Stallaert says, it’s easier for learners to engage, retain knowledge, apply it immediately, and ultimately transition from worker to on-the-ground leader.

The right leadership training programs can also better equip employees to work together on projects and job sites efficiently. “You need to be a collaborator,” says Stallaert, identifying that as the most important leadership skill in this industry.

Why is collaboration so vital? Training that builds communication, teamwork, and cross-functional fluency has tangible payoffs on job sites: faster decisions, fewer mistakes, and smoother builds without preventable delays. When all key players are trained to speak the same operational language—such as understanding the impact of delays in formwork on downstream trades—teams can proactively adjust schedules and keep projects on track.

Another benefit of industry-specific training is a greater understanding of the advantages of new technology, says industry veteran Hammad Chaudhry. Chaudhry is Treasurer at Building Transformations, a national organization aiming to drive the Canadian building industry to be global leaders in innovation and technology. He’s also Vice President of Market Development and Partnerships at Timescapes, a firm that connects construction teams with the visual data they need to build better.

Chaudry says that sometimes, the combination of traditional trade skills with digital technology skills is a missing piece in upskilling for construction professionals.

Yet even as technology rises in importance, it’s just as vital to invest in the people behind the tech. Automation and digital tools are helping some firms to become more productive, especially the larger ones. But poor team coordination can create bottlenecks and lead to underperformance.

“If they [project managers and superintendents] collaborate on job planning, they can also plan the appropriate technology to assist with the work,” says Chaudhry.

What learning and development managers can do

Pursue tailored programs that reflect real site and industry challenges. Construction demands its own playbook, based on boots-on-the-ground realities. By integrating leadership, communication, tech, and trade skills, the industry can close the training gap.

What to look for in construction professional training

Construction companies are smart to partner with educational institutions “that provide tailored courses and certifications to meet industry needs,” says Ferreira.

“Strengthening connections with vocational schools, colleges, and universities ensures that educational programs align with industry requirements,” adds Archer. “These partnerships are crucial for providing hands-on experiences and guaranteeing that emerging talents are equipped with relevant, job-ready skills.”

Humber Polytechnic’s PCC micro-credential, for example, was a joint effort between the education design experts at the college and their consulting industry experts who ensured the accuracy and relevance of the program every step of the way. The result is a hybrid course focused on upskilling an under-trained role that stands to have an outsized impact on the job site—and the overall success of a construction project.

The Humber course also aligns to another growing best practice in construction training—shorter, stackable modules, which are practical, flexible, and easy to fit around demanding work schedules.

“We have to be able to throw in these sorts of micro-courses along with bigger initiatives,” Chaudhry says.

What learning and development managers can do

Look for relevant content and flexible training formats, including online and hybrid models. Investing in relevant, accessible learning isn’t just good for workers; it’s a strategic move to build stronger, more resilient teams from the ground up. Collaboration with educational institutions, combined with peer-driven learning, creates a more agile and capable workforce.

Train for the skills that will make projects work, today and tomorrow

In a field shaped by rapid change, the most valuable personnel are the ones who can change gears fast and guide teams through uncertainty without stalling progress.

“The construction sector is constantly influenced by shifts in technology, regulations, and market conditions. Leaders must be capable of swiftly adjusting strategies to foster a resilient team and drive the success of their projects,” Archer says.

Cross-functional team training also promises to have a massive influence on safety, worker satisfaction, project outcomes, and productivity.

According to the OECD Global Forum on Productivity, Canada’s overall labour productivity decreased by 1.8% in 2023, marking the worst performance among the 38 OECD member countries. Canada’s construction sector specifically saw a 10% drop in labour productivity from 2019 to 2023. Implementing role-specific training could enhance productivity by 1–2%, which translates into hundreds of millions of dollars in annual gains.

“Courses should cover efficient resource allocation, timeline management, budgeting, and risk assessment,” says Archer. That will help ensure that team leads “can manage from start to finish effectively, keeping teams aligned throughout the project lifecycle.”

On a given project, people know their own roles but often lack the big picture, Stallaert explains. “What we’re starting to do is a ‘page turn’, looking at the drawings together. When you have greater awareness, it results in better projects,” he says.

Training teams in a common language and mindset adds to resilience. It’s a strategy to help overcome inexperienced staff and shaky budgets. The goal is having better functioning job sites and higher performing teams.

Construction leadership isn’t just about scheduling, budgets, and the technical elements of a project; it’s about people. That calls for training in emotional intelligence, empathy, and conflict resolution. Those aren’t just buzzwords; they’re increasingly recognized as core competencies for effective leadership. So-called soft skills are critical, says Ferreira. Without them, it’s harder for leaders to build trust or inspire their teams.

Professional development isn’t a one-and-done course. It needs to be ongoing and embedded in the culture of a company to reap rewards for individuals and construction firms alike.

“By cultivating a pipeline [of adaptable workers], these initiatives address immediate workforce challenges while laying the groundwork for long-term organizational resilience and success,” Ferreira says.

What learning and development managers can do

Incorporate professional development at all levels. If that’s lacking, the consequences are profound, from unclear expectations to blown timelines and cost overruns. Robust development, focusing on project coordination and other key skills, reaps widespread rewards. It can create safer, more productive work environments, address retention challenges, and help construction companies to future-proof their workforce.

Take these three steps to build a stronger construction workforce

What are the actionable steps that learning and development managers at construction companies across Canada can take to better train their workforces? This upskilling isn’t just about individual careers, but about industry-wide impact. The future of construction depends on it. So how can the sector move forward? Learning and development managers should consider these three key takeaways.

1. Assess training gaps, with input from the frontline

Use surveys, interviews, performance reviews, and project debriefs to identify needs around optimizing projects. Look especially at roles like project coordinators, site supervisors, and team leads, where day-to-day decisions significantly affect outcomes.

Identify recurring issues such as rework, miscommunication, or scheduling breakdowns. These often indicate a training gap, not just a performance issue. Bring forepersons, superintendents, and coordinators into these assessments; they know what’s really going on at the job site.

You can also cross-reference project outcomes with team training histories to pinpoint what has been successful and what’s lacking. Use that data to shape ongoing strategy. Make training a measurable performance lever.

2. Partner with industry-savvy educators

Generic training often falls flat in construction, where the pace, complexity, and team dynamics are unique. Choose training programs that understand construction. Industry-specific programs make it easier for participants to connect the dots between theory and practice.

Look for education partners that offer what you need the most. That includes real-world content, a mix of hard and soft skills (from scheduling to conflict resolution), instructors who are experienced industry professionals, and construction-specific micro-credentials or certifications.

Think about formal partnerships that allow you to co-develop content or send employee cohorts through training together. This supports team alignment and helps make the learning last.

3. Make end-to-end training part of career progression

Tie formal training and certifications to promotions and performance. Push for cross-level training and continuous learning, where personnel learn to align goals. Reward not just technical skills, but also qualities like communication, collaboration, and adaptability.

It’s vital to encourage a growth mindset throughout the workforce, with a culture of learning at every level—one that turns site workers into site leaders. This is about the team development that leads to better project outcomes.

By investing in industry-specific leadership training, construction companies can build more than things. They can build a more capable workforce, and create healthier and more productive job sites. Without that, Canada can’t meet its construction goals. It’s time to train like the future depends on it—because it does.

To maximize your organization’s capabilities, learn more about Humber Polytechnic’s Project Coordinator for Construction (PCC) micro-credential.

Funding Support for Construction Training and Education

Construction companies can apply for a number of grants and funds that can partially or fully subsidize training for its employees. Explore funding opportunities including:

• The Canadian Construction Association has partnered with the Canadian Apprenticeship Forum, Aboriginal Apprenticeship Board, ApprenticeSearch.com, BuildForce Canada, and SkillPlan on the federal government’s Canadian Apprenticeship Service. This program provides up to $20,000 per year in incentives to companies with less than 500 paid employees for hiring and training first-year apprentices in 39 Red Seal trades.
• The Canada-Ontario Job Grant is a source of direct funding for new, employer-driven training initiatives. $10,000 per trainee, and up to $15,000 for small employers.
• Better Jobs Ontario provides individuals with financial assistance up to $28,000 for training to transition into high-skill, in-demand occupations.
• Ontario Labour Market Partnerships facilitate collaborative initiatives to address critical labour market challenges.
• The Ontario Bridge Training Program helps eligible individuals to continue working in their career after immigrating to Ontario. Includes electrical engineering, HVAC, architecture and construction project management.
• The Skills Development Fund: Capital Stream in Ontario offers funding support to build or upgrade training centres.
• The B.C. Employer Training Grant pays 80 percent of the cost of training up to $10,000 per employee.
• The B.C. Construction Association Past Chair Legacy Fund for eligible trades and professional construction career pathways for future leaders, and Trades Training Fund (northwest B.C. for apprenticeship, specialized, technical and managerial training.
• Trade Pathways is an Alberta Construction Association employment program funded by the Government of Alberta, designed to spark growth in the province’s skilled workforce.
• The Saskatchewan Women in Skilled Trades Initiative is available for eligible Red Seal trades.
• The Saskatchewan Indigenous Apprenticeship Initiative applies for courses that promote the trades as a career choice.
• Manitoba Paid Work Experience Tax Credits allows employers to claim a percentage of wages for apprentices and newly-certified journeypersons (up to $5,000).
• The Manitoba Industry Expansion Program assists companies by contributing to their investment in employee skills training (internal or external).
• The Nova Scotia Workplace Innovation and Productivity Skills Incentive provides funding for employers and industry associations for training to improve productivity and innovation within the organization.
• The Atlantic Canada Opportunities Agency Regional Homebuilding Innovation Initiative supports new approaches for building houses and activities that often involve training and workforce development.
• Yukon StaffingUP offers a small business employer support program, including funding to train new or existing workers.