Chris Rapczynski Addresses Boston’s 2025 Construction Labor Shortage Through Apprenticeship Programs
Boston’s construction industry confronts a severe workforce crisis in 2025. With the sector requiring nearly 439,000 additional workers nationwide beyond normal hiring needs, Massachusetts contractors face acute shortages that threaten project timelines and escalate costs. Against this backdrop, Chris Rapczynski, founder and president of Sleeping Dog Properties, has positioned workforce development as both moral imperative and business necessity.
Numbers underscore the severity. Construction employment in the Boston-Cambridge-Newton metropolitan area remained essentially flat at 2,731,400 jobs in March 2025, compared to 2,739,100 the previous year. Meanwhile, 92% of construction firms report difficulty finding qualified workers, according to the Associated General Contractors of America.
Confronting the Skills Gap Through Strategic Partnerships
Chris Rapczynski understands that traditional hiring approaches prove insufficient when competing for a shrinking pool of experienced tradespeople. Rather than merely offering higher wages—though Sleeping Dog Properties consistently pays above-market rates—he advocates for systematic workforce development that creates new pathways into construction careers.
“I think we have great humans here,” Rapczynski explains about his team-building philosophy. “The human stock of our company is held in the highest regard.” Such people-first approaches extend beyond retention to recruitment, particularly through partnerships with organizations addressing Boston’s equity gaps in construction employment.
Sleeping Dog Properties has developed relationships with programs like Building Pathways, a non-profit founded by the Greater Boston Building Trades Unions that provides over 200 hours of hands-on and classroom training for underrepresented groups entering construction. Massachusetts’ living wage for city contracts sits at $18.78 per hour as of July 2025, yet construction laborers in Boston command between $19.95 and $41.53 hourly, with median wages around $60,320 annually.
Addressing the Apprenticeship Paradox
Despite substantial federal and state investments in registered apprenticeship programs, the traditional model shows limitations. Data from the U.S. Department of Labor reveals that non-union apprenticeships have grown 43% since 2019, compared to 11% for union programs, yet the overall construction workforce shortage persists.
Chris Rapczynski recognizes this paradox and advocates for what he calls “accelerated pathways” that complement traditional four-year apprenticeships. His experience managing over $500 million in construction projects provides perspective on the practical constraints facing both contractors and aspiring tradespeople.
“Construction is a little bit different than many things in life,” Rapczynski notes, referencing advice from a mentor. “Take everything one day at a time because if you worry and you’re stressed, that can just go on forever.” Such philosophy informs his approach to workforce development: creating multiple entry points that acknowledge the industry’s inherent unpredictability while building sustainable career pathways.
Supporting Innovative Training Models
Beyond traditional partnerships, Chris Rapczynski has advocated for training programs that address specific skill gaps in luxury construction. Unlike standard commercial building, Sleeping Dog Properties specializes in projects requiring expertise in historic preservation, high-end finishes, and complex systems integration.
Rapczynski’s company includes on-site training opportunities that provide real-world experience with premium materials and techniques. He has noted that “we deliver quality with the spare-no-expense mentality so that there’s never a project out there that we’ve done that’s not great.” Such commitment to excellence necessitates training programs that go beyond basic competency to develop craftspeople capable of executing complex, high-value work.
Recent federal initiatives support this approach. Greater Boston Equitable Apprenticeship Pathways program, funded by a $3 million U.S. Department of Labor grant, specifically targets construction among its four focus industries. Programs like YouthBuild Boston’s 15-week intensive construction training provide OSHA-10 certification, CPR/First Aid credentials, and direct pathways to union-level positions.
“I’ve always sought that from people who’ve gone ahead of me and seen the challenges that they presented,” Rapczynski says, describing his own experience with mentors. His commitment to workforce development reflects broader industry recognition that addressing the labor shortage requires comprehensive approaches beyond traditional recruitment.
Economic Incentives Drive Innovation
Financial pressures of the labor shortage have prompted construction firms to reconsider their workforce strategies. Half of all construction workers earn more than $60,320 annually, with the top 25% making at least $81,510, according to May 2024 Bureau of Labor Statistics data. Such wages exceed the national median of $49,500, creating competitive dynamics that favor employers who can offer comprehensive career development alongside competitive compensation.
For Chris Rapczynski, the economic argument for apprenticeship programs becomes clear when considering project costs and timelines. Skilled labor shortages contribute to construction delays, which can cascade through Boston’s complex permitting and regulatory environment.
“Our disciplined process is what gives us some strength and accountability,” Rapczynski explains regarding the company’s project management approach. Such process-oriented philosophy extends to workforce development, where systematic training and mentorship create predictable pathways for career advancement.
Massachusetts’ prevailing wage requirements underscore the potential financial benefits for workers entering construction trades. Public construction projects must pay prevailing wages based on local collective bargaining agreements, often significantly above standard rates. For example, carpenter rates in Metro Boston reached $79.88 per hour as of September 2020, while laborer rates in Springfield were $54.38 per hour.
“We are constantly entrenched with head-hunters trying to recruit or steal my people, and so I’m always having to defend against that, which means I have to pay people more than the market,” Rapczynski explains. While higher wages increase project costs, he views this as an investment yielding returns through superior workmanship and efficiency. “I think where we make it up is we make it up in durability,” he notes, referring to both project quality and employee retention.
Long-term Vision for Industry Sustainability
Chris Rapczynski’s approach to the labor shortage extends beyond immediate staffing needs to consider the construction industry’s long-term viability. His three decades in Boston construction provide perspective on cyclical challenges and enduring solutions.
“Life is humbling,” Rapczynski reflects on his career trajectory, “and as you age and gain a few pounds or slow in your step, whatever the dynamic might be, you start to think about where the company will be.” Such forward-thinking perspective drives his investment in apprenticeship programs as succession planning for the broader industry.
Rapczynski’s community involvement demonstrates his understanding of these broader implications. Through partnerships with organizations like Build Health International and his volunteer coaching with the Andover Soccer Association, he models the community engagement that sustainable workforce development requires.
“I think for the next generation is where my mindset is right now because I have to be forward-thinking about the long planning that it takes to get a company into a position where it can have a second generation,” Rapczynski explains. “Most construction companies only survive a first generation of ownership,” he notes. “And I think that our company serves by empowering our leadership to take on the responsibilities in an ownership-type of capacity.”
The effectiveness of apprenticeship initiatives ultimately depends on retention rates and career advancement for program graduates. Chris Rapczynski emphasizes that successful workforce development requires ongoing support beyond initial training. Over half of workers’ compensation claims come from employees with less than one year of experience, according to insurance industry studies, underscoring the importance of comprehensive training programs that prioritize safety alongside technical skills.
As Boston addresses its 2025 construction labor challenges, Chris Rapczynski’s multifaceted approach to workforce development offers a model that balances immediate staffing needs with long-term industry sustainability. His recognition that addressing the shortage requires community partnerships, innovative training models, and sustained commitment to worker development reflects the comprehensive thinking necessary to transform construction employment from crisis to opportunity.
