Five ways to ensure female representation is not a box-ticking exercise

According to the Office for National Statistics (ONS), 2.2 million people were employed in the UK construction sector throughout 2022, but just 297,000 were women – indicating room for improvement.

Meanwhile, CIOB’s special report Diversity and Inclusion in Construction shows an estimated 5%-7% of people working in construction are from black, Asian and minority ethnic (BAME) groups.

This lack of diversity limits the talent pool and can hinder creativity and innovation.

Construction leaders need to consider using different strategies that promote a thriving future for women in construction.

From my personal experience, I would like to share five ways for leaders to take positive action to increase female representation in the workforce.

To tackle the issue of misconceptions that construction is a male-only territory, it is important to expose young women to the industry’s diverse career paths, well before they consider college options.

The link between construction and the education sector is an area industry professionals can actively explore further. They should make a conscious effort to present the industry to schoolchildren as early as primary years.

Targeting schools at this level, using engaging vocational activities, increases awareness and introduces young females to construction, providing earlier intervention and breaking negative stereotypes.

Making early years literature – such as the children’s book The House That She Built by Mollie Elkman and Georgia Castellano – available in school libraries can help expose younger children to construction. 

In addition, school career fairs could showcase construction alongside traditionally sought-after professions. This can spark early interest and highlight the valuable skillsets the construction industry desperately needs, such as problem-solving, technical expertise and creativity.

Encouraging female employees to undertake continuous professional development (CPD) programmes or training courses can allow them to demonstrate their skills and gain industry knowledge.

Earlier in my career, I obtained a degree in business management and a PRINCE2 certification in project management. This allowed me to ensure I have both the skills and experience to progress within the company.

At the same time, consider offering in-house mentorship programmes that pair experienced workers with new employees. This can foster a supportive network and encourage growth within the company.

Traditionally defined career paths can be limiting. Encouraging and facilitating cross-departmental learning opportunities for women in construction can provide better insights into the business.

As I progressed in my career, I worked across every department and focused on understanding the products that were sold, the business processes – from quotation to manufacturing through delivery – as well as IT systems on data extraction, analysis and reporting.

I engaged with stakeholders at all levels across the business, with suppliers and customers from buyers to site managers, builders merchants to national housebuilders.

I spent time in the office and on construction sites. This holistic knowledge and experience prove invaluable when transitioning to leadership roles.

Being presented with the opportunity to explore options within the industry kept my role interesting and rewarding. It allowed me to explore and then define a specific career that I knew I wanted to pursue long term.

This is important for employee wellbeing and industry retention; both are crucial for maintaining and increasing female representation.

Employees are powerful ambassadors. When women in construction feel valued, supported and empowered, they become active advocates for the industry.

Decision-makers can consider asking their employees questions such as: "Would you recommend this industry to female friends or relatives?"

Positive responses can build a pipeline of qualified candidates who enter the field with a positive perception and a strong support network from the outset. It may be interesting to hear the views of both male and female colleagues.

Businesses can also hold open days for employees to bring friends and family to showcase the opportunities the construction industry offers.

Providing work experience for younger relatives or friends of employees is also a positive and mutually beneficial avenue to introduce females into the industry.

Diversity and inclusion should be at the forefront of recruitment processes.

Businesses can revise job descriptions to remove unconscious bias and use language that welcomes applicants from all genders and backgrounds.

However, it is important to note that these must be the views of your company – you must be committed to equal opportunities.

Be explicit in highlighting your commitment to a diverse workforce by specifically mentioning women and underrepresented ethnicities. This sends a clear message about your company culture and attracts a wider pool of talented individuals.

By implementing these strategies, construction leaders can create an inclusive environment in which women can thrive.

This is not about quotas; it’s about fostering an environment where talent is recognised, nurtured, supported and invested in, regardless of gender.

Rox Newton is a process manager at Scotts Timber Engineering.