To explore this issue further, Annie Parker, Head of Design and Technical, ran a LinkedIn poll asking:
“How transferable do you think design skills are between Timber and Steel?”
The results were revealing:
- 69% said skills are somewhat transferable with training
- 8% said they are very transferable
- 4% had made the transition themselves and were happy to share their experience
- 17% felt the skills were not easily transferable
While the poll was relatively small, the message was clear. The majority of respondents believe there is significant overlap between timber and steel design disciplines, provided employers are willing to invest in targeted training and development.
Is Industry looking in the wrong place?
Across both the timber and steel sectors, we often hear of skills shortages as one of the biggest barriers to growth.
The common response is often to search for candidates with direct sector experience. However, our poll suggests there may be a larger pool of talent available than many businesses realise.
Rather than asking whether a candidate has designed exclusively in timber or steel, perhaps the more important question is:
Do they already possess the fundamental engineering and design skills needed to succeed?
Many of the core competencies are shared across both disciplines:
- Structural analysis
- Understanding load paths
- Design coordination
- Digital modelling
- Design for Manufacture and Assembly (DfMA)
- Buildability and construction methodology
- Project delivery and stakeholder management
These are highly valuable skills that can often transfer successfully between materials.
What training is needed?
While the core engineering and design principles are highly transferable, moving between timber and steel typically requires targeted training in five key areas:
- Material behaviour – Understanding the different structural, fire and durability characteristics of timber and steel.
- Design standards – Gaining familiarity with the relevant design codes, regulations and industry guidance.
- Connection design – Learning the detailing, fabrication and performance requirements specific to each material.
- Manufacturing and DfMA – Understanding material-specific production processes, tolerances and offsite construction methods.
- Software and design tools – developing proficiency in the specialist software and modelling tools commonly used within each sector. However platforms such as Revit are widely used across both timber and steel construction providing a strong foundation for designers moving between two disciplines. This can support easier transfer knowledge.
Importantly, these are skills gaps that can often be addressed through structured training and mentoring, rather than requiring years of sector-specific experience.
Stop Looking for Perfect Candidates
Perhaps the most interesting finding from the poll is that 81% of respondents either believe skills are transferable with training, believe they are very transferable, or have successfully made the transition themselves.
That statistic should encourage employers to think differently about talent acquisition and retention.
Instead of competing for the same limited pool of sector-specific candidates, organisations could widen their search and focus on professionals with transferable skills and strong technical foundations.
The poll suggests the challenge isn’t necessarily a lack of engineering talent, but a need for targeted upskilling. With focused training in material behaviour, design standards, connection detailing, manufacturing processes and software tools, many designers could successfully transition between timber and steel.
A wider talent pool for a growing industry
As demand for timber, steel and hybrid construction solutions continues to grow, the industry’s ability to develop and mobilise talent will become increasingly important.
Businesses that embrace cross-sector recruitment, invest in training and support knowledge transfer are likely to gain access to a wider and more diverse talent pool.
In a market where experienced design professionals remain in short supply, the solution may not be finding more specialists. It may be recognising the capability that already exists and providing the training needed to unlock it.
The talent is out there. The opportunity lies in looking beyond material-specific experience and investing in the transferability of skills.
