Executive Vice-President, SMACNA-WW
As of 2015, women working in construction made up 1.3 percent of the workforce in America. On the average, women make 81.1 percent of the wages men make; however, this gap is far smaller in construction at just 4.3 percent difference between the genders. In 2016, studies numbered women in construction at around 939,000—equalling about 9.1 percent of the industry’s workforce.
With the number of women in construction growing 81.3 percent over the past 30 years, recruitment efforts, retainment strategies, and general understanding of gender-specific barriers to successful careers in trades are on the table and under scrutiny. The challenges – sexism, assault, lack of opportunities, lack of mentorship – prevail, but to a much lesser degree than in the past. And, as today’s generation of workers acclimates to diversity from the very beginning, the brightest future women in trades have seen for three decades is surely on the horizon.
Why, then, dedicate an issue to women in construction? Because change is relative. It is true, the number of women in the industry has grown and resistance to changing demographics is down, but issues still persist. As observed by members of the Women’s Leadership Council, a SMACNA National initiative co-chaired by myself and SMACNA National vice-president Angie Simon, attitudes and efforts around drawing women and minorities into construction vary dramatically across the country, despite tangible evidence of the social, economic, and productivity-driven benefits of diversity in the workplace.
A diverse and inclusive workforce lowers employer costs associated with employee turnover. Re-strategizing the workplace culture to embrace diversity fosters a more creative workforce, and improves companies’ competitiveness on local and global scales. The return on investment is guaranteed as adequate training, inclusive HR policies, and the optics of a diverse workforce are key components of effective employee retention.
Recruiting and retaining women is not so different from recruiting and retaining other individuals. Companies need inclusive policies, family-friendly hours and flex time, and preventative diversity training for all employees and from day one.
Mentorship is one of the most importance factors in any recruitment / retention plan, so create mentorship opportunities for women, take women to trade shows and recruitment fairs, and ask women to speak to their friends and relatives about the opportunities that exist in our trade. And when opportunities for extra training or advancement arise, ensure everyone has equal access.
According to the Construction Sector Council’s Women in Construction Engagement Strategy, the following six tips should be the prime components of a successful recruitment strategy for women:
Industry leadership: Leaders must drive behavioral change, develop policy to encourage respectful and welcoming workplace culture, provide straightforward avenues to report abuse, and consider family-friendly workplace policies.
Apprenticeship: Women need opportunities to complete the full range of trade-related skills and responsibilities, strong and relevant mentoring opportunities, and assistance building strong and useful relationships with industry agencies and training entities.
Training: Diversity/cultural sensitivity training should be available to all management, supervisors, and tradespersons, and diversity should be a strong component of mentoring and supervision practices. Technical training should also be specific to women’s requirements, including general orientation in the construction workplace and accessibility focused on family responsibilities.
Outreach, Recruitment, and Retention: Examine and articulate a strong business case for women in construction. Share best practices to promote the use of successful programs, resources, and tools. Look for industry heroes and tradeswomen to act as spokespersons.
Policies and Procedures: These should be developed to address intrinsic, ingrained barriers to recruiting women. Support internal best practices that can influence labor groups in developing overarching inclusion policies. Be sure safety policies and equipment are appropriate for all employees, including women.
Partnerships with regional stakeholders: Seek opportunities to partner with national and regional stakeholders in support of women in the construction industry. Communicate the importance of diversity to all construction stakeholders, and work with them to integrate women into the construction industry.
This kind of inclusion is an investment in your companies today, that will pay off in the decades to come.
