Constructing change

The construction industry has long been perceived as a male-dominated field, but diversity is not just a moral imperative — it’s a strategic advantage. While the National Association of Home Builders reports that women currently make up approximately 10.8% of the U.S. construction workforce — an increase from 9.3% in 2002 — there is still significant room for growth.

Earlier this month, the construction industry celebrated Women in Construction Week, a time dedicated to recognizing the contributions of women in the field and promoting opportunities for future generations. As we continue through Women’s History Month, it is crucial to not only reflect on the progress made but also acknowledge the work still needed to build a more inclusive and equitable industry. By fostering an inclusive workplace, supporting mentorship initiatives and championing women in leadership roles, we are committed to shaping a future where women in construction are not just welcomed but empowered to thrive.

The business case for diversity

Diversity within the workforce is not merely a matter of equity; it is a strategic advantage. Companies that embrace diverse perspectives are better equipped to innovate and adapt in a competitive marketplace. In construction, where problem-solving and creativity are paramount, the inclusion of women can lead to more comprehensive solutions and improved project outcomes. A comprehensive study by McKinsey & Company, published in May 2020, analyzed data from over 1,000 large companies across 15 countries. The findings revealed that companies in the top quartile for gender diversity on executive teams were 25% more likely to achieve above-average profitability compared to those in the bottom quartile. Furthermore, the study highlighted that the greater the representation of women, the higher the likelihood of outperformance. These insights underscore the tangible benefits of fostering gender diversity within leadership roles.

The construction industry, with its inherent need for innovation and efficiency, stands to gain significantly from increasing gender diversity — not just in workforce numbers but in leadership and decision-making roles as well. By cultivating an inclusive culture that actively supports the recruitment, retention and advancement of women, companies can secure a competitive edge while contributing to a more resilient industry.

Challenges persist

Despite progress in increasing female representation, women in the construction industry continue to face significant challenges, including workplace harassment and microaggressions. A comprehensive study by the Institute for Women’s Policy Research, based on a survey of over 2,600 tradeswomen, found that discrimination, harassment and a lack of respect contribute significantly to high turnover rates among female construction workers. The report, A Future Worth Building: What Tradeswomen Say about the Change They Need in the Construction Industry, revealed that 26.5% of surveyed women reported high levels of workplace harassment. Additionally, a 2024 article highlighted that 88% of women in the sector have faced microaggressions at work, with 41% of these incidents involving supervisors or managers. Such experiences not only deter women from entering or remaining in the industry but also emphasize the urgency for cultural change.

Addressing these systemic barriers through stronger policies, leadership accountability, and workplace education is critical to fostering a more inclusive and supportive work environment where women can thrive.

Driving industrywide change

Creating a more inclusive construction industry requires collaboration between companies, industry leaders and advocacy organizations. While many companies are committed to fostering an equitable workplace, broader change is also being driven by national organizations that provide education, mentorship and advocacy for women in construction. These initiatives are instrumental in breaking down barriers and ensuring that women not only enter the industry but also have the support they need to succeed.

Several key organizations are leading the charge:

● National Association of Women in Construction (NAWIC): Established in 1953, NAWIC provides members with opportunities for professional development, education, networking, leadership training and public service. The organization plays a critical role in advocating for policies that support women in the trades and creating a strong professional network.

● Home Builders Institute (HBI): A leader in workforce development, HBI offers free education, training, and job placement services to help individuals, including women, build successful careers in construction. By equipping workers with the skills and confidence needed to thrive, HBI plays a vital role in increasing the number of women entering and staying in the field.

● Commercial Real Estate Women (CREW) Network: CREW is dedicated to advancing women in commercial real estate, including construction, development, and investment. Their industry research, including benchmark studies, provides insights into gender gaps and opportunities to advance women in leadership roles.

● Urban Land Institute – Women’s Leadership Initiative (ULI-WLI): ULI’s Women’s Leadership Initiative promotes the advancement of women in real estate and land use, supporting career growth, leadership training, and networking opportunities. Their programs help women build connections and gain visibility in the industry.

By working alongside these organizations and implementing internal initiatives, construction firms can take meaningful steps toward lasting industry transformation.

Brian K. Revere is president of Breeden Construction. A subsidiary of The Breeden Co., Breeden Construction is a privately owned, nationally recognized general contracting company specializing in multifamily communities.