by Stephane McShane, Maxim Consulting Group

When women are exploring possible career paths, it is still uncommon for them to consider a career in the construction industry.  As a point of discussion, my own career path took me from modest beginnings in the field as an electrician, through estimating, project management, branch management, executive management, and a current role as a business consultant and professional speaker in the industry.  There were many obstacles along the path, the largest of which was the decision to enter it at all.    

According to NAWIC, as of the end of 2018, approximately 1,106,919 women were employed in various occupation sectors of the construction industry, making up 9.9 percent of the construction workforce in the US.  As of the end of 2o19, women held the majority of American jobs at 50.04%, excluding farm workers and the self-employed. That is an increase from 49.7% in 2018.  Those statistics are certainly disparate from those of the construction sector.  

The benefits of women in the industry are, however, both tangible and measurable.  A study by McKinsey & Company suggests that executive teams in the top quartile for gender diversity were 21% more likely to outperform on profitability and 27% more likely to have superior value creation.  It is well understood and documented that diversity at all levels of the organization bring positive benefits.  However, how is it achieved? Unless a woman happens to have a family member or trusted advisor in the industry who can fill the educational gap about available careers, our industry goes largely overlooked. With the significant workforce shortage, the need for strategy that creates engagement and interest for women to enter the construction business is at an all time high. Until recently, this was a demographic largely untapped, bringing with it a tremendous opportunity to increase our workforce.  With all of that said, and significant upside to gain, there are still significant barriers to entry that exist that must be addressed.  

Marketing

The marketing materials that are produced on social media are still largely composed of photos, videos, and statements of men in our industry. The tide is beginning to turn on this, as we begin to see more women being featured. The perception must continue to shift to be even more inclusive of women. Targeted marketing campaigns aimed at the female demographic should be strongly considered.  

Outreach to the junior high and high school students must be done in a way to ensure that all can see the opportunities that exist, not just the male population. As contractors, it is a wise investment of time to participate and sponsor construction technology programs and career days. Even more immersive is the chance to participate in the ACE Mentoring program, which works with high school students to learn to design, estimate, and pitch construction projects.  

Part of that marketing collateral should surround our industry’s willingness to pay our employees to be trained, in contrast to other markets where the potential employee may spend tens of thousands or hundreds of thousands of dollars for the chance of gaining employment. This has been a key talking point that is unique to construction, and a welcome relief and path forward for many whose economic status may prohibit such an investment.  

Points of Entry

With the industry continuing to shift from a construction focus to a manufacturing focus, this has forced the need for contractors of many trades, including general contractors, to have varied staffing needs.  The opportunities span across accounting, engineering, procurement, manufacturing, project operations, safety, field installation, and others. Producing specific marketing capital that would explore female candidates who have interest in any of these schools of thought would be beneficial. No longer is the candidate pool limited to the engineering and construction management majors, as there are career opportunities across so many other functional areas described above. Offering summer internships and scholarships is another way to increase the visibility needed to open awareness to this much needed group.  

Cultural Acceptance

Within the construction associations and companies in the industry, an acceleration of the cultural acceptance of women in the industry is paramount. While the words are many times spoken that the opportunities are available, there is occasional hesitation when hiring women. Not long ago, it was expressed to me by a construction executive that he, “Would never have” hired me because I am a woman. His reasoning was that I am married, and that I have children that I would have needed to attend to. He did admit, however, that in hindsight his reasoning was short-sighted and biased, and it would have been a mistake not to hire. Such cultural obstacles still exist, however unjust they may be.  Since COVID, the remote work environment has been battle tested. With this, flexibility in schedules and work locations for all employees has opened, allowing for those with a multitude of responsibilities, both personal and professional, to balance their respective workloads effectively and productively.  

Truly Equal Opportunity

Advancement opportunities must be based on merit, utilizing a predetermined and published skillset and financial metrics that are appropriate for the position being sought. To do this effectively, roles and responsibilities, along with clear expectations by position must be developed to bring clarity to those wishing to move within an organization.  Effective employee development programs bring a tremendous amount of transparency to performance metrics, allowing the next generation of workers to determine where they wish to go, and how quickly they get there.  

Compensation should also align with both skillset capture and financial goal achievement.  The same as with advancement, the compensation models given to employees must be clear and easy to understand.  The employees must feel empowered with the ability to influence their direction in the organization, advancement opportunities, and incentive compensation amounts.  Having roles and responsibilities defined, career path mapping, advancement based on skills gained, and compensation aligned with performance allows for a truly equal opportunity environment that eliminates gender parity and inequality.

It is true that opportunities abound for women in the industry.  It is also true that the obstacles for entry are still prohibiting the inclusion of women at rates comparable to most other industries in our country.  The path forward must contain the right messages, commitments, and actions required to ensure that the opportunity of employing women can fill, or even exceed, the workforce shortfall that we are experiencing today, and in the future.  Attracting, engaging, developing, and retaining high performance individuals is certainly a viable path out of the shortage of talent that we are in.  Our speed of action toward this goal will dictate how long we will continue to struggle to fill the available positions in our firms.  

About The Author

Stephane McShane, Director at Maxim Consulting Group, is responsible for the evaluation and implementation processes with our clients.  Stephane works with construction related firms of all sizes to evaluate business practices and assist with management challenges. Her areas of expertise include:  Leadership development, organizational assessments, strategic planning, project execution, business development, productivity improvement, and training programs. Mrs. McShane is an internationally recognized speaker, mentor, author, and teacher.  Her ability to motivate, inspire, and create confidence among your work groups is extremely rare and highly effective. www.maximconsulting.com