Report finds 45% of supervisors felt pressure to prioritize project deadlines over safety
A new study from Vector Solutions is sounding the alarm on the mounting pressures facing construction supervisors across the United States, revealing that many are forced to choose between meeting tight project deadlines and ensuring jobsite safety. The report, titled The State of Frontline Safety Leadership in Construction, surveyed more than 600 full-time construction supervisors and managers, uncovering significant gaps in training, mental health support, and communication tools.
Safety vs. productivity: A persistent dilemma
According to the report, 45% of supervisors say they have felt pressure to prioritize project deadlines over safety on the job—a figure notably higher than the 33% reported in a comparable survey of industrial manufacturing workers. “That is the reality of work in the construction industry. They're often on tight deadlines. They are trying to do the best they can,” said Clare Epstein, general manager of the commercial business unit at Vector Solutions. “The pain is sharper in construction or because we surveyed leaders versus frontline workers. It's also possible that the leaders feel more of that project deadline than a frontline worker might.”
The study also found that 39% of supervisors have noticed a potential safety risk on the job but did not know how to address it, with the numbers especially high among Gen Z supervisors. Epstein explained, “when you're in a construction environment, the environment is changing constantly…there's a ton of different risk introduced every day. The Gen Zers haven’t been on the job as long as Millennials or Generation X, so they probably just haven't seen as much.”
Mental health and well-being: A growing concern
The report highlights that supervisors are increasingly being approached by crew members with personal issues such as mental health or substance use—71% have had this experience. Yet, many supervisors feel ill-equipped to respond, with 64% worrying that saying the wrong thing could make a worker’s situation worse, and 47% lacking easy access to resources for handling such concerns.
“About half are concerned about burnout or mental health challenges among their team, but they don't know how to address it,” Epstein said. “Sixty-three percent of supervisors want better guidance in spotting early signs of emotional distress within their crews, 60% want the same for burnout, and 55% for substance abuse. The mental health issue is definitely real.”
Epstein noted that construction is recognized as one of the professions with the highest suicide rates, underscoring the urgency of the issue. In response, Vector Solutions is launching new courses specifically targeting mental health risks in construction, designed for both employees and supervisors. “It's going to be really powerful stuff. I'm hopeful we put that material out there and it resonates with the workforce and it makes supervisors and employees more comfortable about dealing with mental health issues on the job,” she said.
Barriers to action: Liability and language
The study found that 29% of supervisors cite liability concerns as a barrier to addressing mental health issues, with many afraid of saying the wrong thing or making matters worse. “That's where we see a little bit of the liability side,” Epstein said, though she noted that, unlike in Canada, U.S. supervisors are not yet facing criminal charges for workplace incidents.
Language barriers also pose significant challenges, with 28% of support crews speaking English as a second language. “A lot of times with construction, you're dealing with crews that have English as a second language, and that also adds to the risk, to the pressure on the supervisor to be able to communicate clear instructions and safety easily,” Epstein explained. Supervisors are seeking tools such as real-time translation apps and multilingual toolbox materials to help bridge these gaps.
Training: Valued but insufficient
While most supervisors have received some form of training—such as OSHA 30 or conflict management—there is a strong desire for updated and ongoing education. “Almost all of the supervisors said that they had had training, but still want updated and newer training,” Epstein said.
The report concludes that closing gaps in training, technology, and leadership support is essential for protecting workers, retaining capable leaders, and building a safety culture as strong as the structures they create.
