As the Australian construction industry faces an ongoing skilled labour shortage, the need for inclusive leadership has never been more critical, with current statistics revealing that women remain significantly underrepresented in both trade roles and management positions.
Research from the Building Commission NSW found that 65% of women in the construction industry felt they needed to work harder than men to receive the same recognition, while the 2020–2021 Workplace Gender Equality Agency’s (WGEA) employer census revealed that the construction industry has the largest gender pay gap in Australia. Women in construction are paid $6.94 for every $10 made by their male counterparts. This is lower than the national average of $7.72 per $10.
Emphasizing inclusivity in construction integrates diverse backgrounds and skills, allowing meaningful contributions from all employees. This shift not only promotes fairness, collaboration, and creativity, but also fosters more productive teamwork and more innovative solutions. Inclusive projects often achieve higher quality and efficiency, and employees feel more valued, boosting morale and productivity. This kind of positive change is most often successful when it comes from leadership down, driving impact for all teams from office to site works.
As the Australian construction industry modernizes, inclusivity is crucial for a resilient future. In this article, we explore expert insights from Angela Hucker, CEO and Founder of EPIC Group, and Leon Ward, Regional Lead (Australia + New Zealand) for PlanRadar.
Angela Hucker notes that, “When we bring together people with different perspectives, skills, and different ways of thinking, the results are nothing short of remarkable. Research shows that when you have a minimum 30% gender diversity in companies of any size and scale, genuine change starts to happen. There is greater innovation, increased productivity, better decision-making, and greater returns for companies.”
Understanding the role of decision-makers in construction
Project managers, executives, clients, and regulatory bodies are key decision-makers in the construction sector, influencing the direction and success of projects. Project managers handle daily operations and ensure project milestones are met, while executives set strategic goals and allocate resources. Clients, whether individuals, corporations, or government entities, define project requirements and standards. These roles hold significant sway over various aspects of the construction process, including the implementation of inclusive practices, through their choices in hiring policies, work environments, and team dynamics.
Fostering gender inclusivity in construction projects hinges on the actions of these decision-makers. Executives can enforce inclusive hiring practices to ensure balanced gender representation, and project managers can build equitable team cultures by promoting collaboration and addressing biases. Clients can drive inclusivity by embedding diversity requirements into project deliverables. This inclusive approach improves team morale, productivity, and the company’s reputation – all while attracting a broader range of skilled hiring candidates.
Commitment to gender inclusivity by decision-makers is crucial for achieving substantial and lasting improvements in the construction sector. So, where to start?
Q&A: Key strategies for engaging construction decision-makers for diversity
How can construction leaders focus on building awareness and understanding?
Angela Hucker:
To effectively engage construction decision-makers in promoting diversity, leaders should:
- Lead by example: Demonstrate commitment to diversity through inclusive hiring practices, equitable policies, and creating opportunities for underrepresented groups.
- Educate continuously: Implement ongoing diversity training to address unconscious bias and promote cultural competency, ensuring all employees understand the value of diversity.
- Maintain open dialogue: Encourage regular discussions on diversity to gain insights and address challenges directly.
- Use data: Track and analyse diversity metrics, such as workforce demographics and pay equity, to inform decisions and measure progress.
- Support mentorship: Establish mentorship programs to advance the careers of women and underrepresented groups in construction.
- Collaborate across the industry: Partner with industry associations and educational institutions to share best practices and drive sector-wide change.
- Advocate publicly: Set public diversity goals, report on progress, and hold the organisation accountable to ensure transparency and continuous improvement.
Leon Ward:
Establishing clear policies and accountability measures is another way construction leaders can build awareness and understanding. By developing and enforcing policies that promote diversity and inclusivity, leaders set a standard for behavior and expectations within their companies. Regular audits, diversity metrics, and performance reviews can help monitor progress and hold leaders accountable for their efforts. This structured approach ensures that inclusivity becomes a measurable and integral part of the company’s operations.
How can decision makers create a compelling business case for inclusive and equitable team culture?
Angela Hucker:
Decision-makers can build a strong business case for an inclusive and equitable team culture by focusing on the clear benefits diversity brings. Diverse teams drive innovation, improve problem-solving, and enhance decision-making through varied perspectives. This connection between inclusivity and better financial performance and competitive advantage is key. Highlighting that a commitment to equity attracts top talent and reduces turnover—cutting recruitment and training costs—underscores the economic value of inclusivity. Aligning these benefits with company goals, like market expansion and customer satisfaction, shows that inclusivity isn’t just a moral choice but a vital factor for sustainable growth and long-term success.
Leon Ward:
A significantly under-looked angle to build a business case for inclusivity is by focusing on employee engagement and retention. Inclusive and equitable cultures often lead to higher levels of employee satisfaction and team loyalty, which help in reducing turnover rates. Decision-makers can present evidence that a positive, inclusive work environment fosters a sense of belonging and commitment, which translates to lower recruitment costs, higher productivity, and a more cohesive team dynamic.
What are some of the key ways construction decision-makers can encourage participation and ownership in creating a fairer work culture?
Angela Hucker:
Construction decision-makers can build a fairer work culture by promoting greater team collaboration, ensuring every employee feels heard. Leaders should actively seek input from all levels, create feedback channels, and genuinely consider suggestions in decision-making. By promoting transparency, clear communication, and shared goals, employees can unite around a common vision for equity. Leaders can also support employee-led efforts, like diversity committees, giving individuals a say in shaping the workplace culture. Recognizing and rewarding these contributions boosts ownership and motivates continued efforts towards a more inclusive workplace.
Leon Ward:
Offering comprehensive training and development programs is another key way to encourage participation and ownership in creating a fairer work culture. Decision-makers can implement workshops and courses focused on diversity, equity, and inclusion, ensuring that all employees understand their importance and how to contribute. Recognizing and rewarding inclusive behaviors is also a powerful way to encourage participation and ownership – whether through incentives, awards, bonuses, or public acknowledgment.
How can leaders work on providing tools and resources to support inclusive change?
Angela Hucker:
Leaders can drive inclusive change by providing tools and resources to tackle subconscious biases, boost women’s leadership, and develop mentorship programs. Start by implementing comprehensive training programs that identify and address unconscious biases, helping employees recognize and reduce these biases in their daily interactions and decision-making.
Additionally, offering leadership training tailored for women ensures they gain the skills, confidence, and opportunities needed to advance in the organization, creating a diverse leadership pipeline. Companies can pair these efforts with structured mentoring programs where seasoned leaders guide and support new talent, reinforcing a commitment to inclusivity.
Leon Ward:
Leaders can promote inclusive change by implementing training programs that educate employees about diversity, equity, and inclusion (DEI) principles. These programs should address topics like unconscious bias, cultural competence, and inclusive leadership.
Also, construction leaders can help foster inclusive change by creating support networks and affinity groups within their teams. These groups offer safe spaces for employees from underrepresented backgrounds to connect, share experiences, and support each other. Facilitating these groups involves providing resources like meeting spaces, funding, and access to senior mentors.
Overcoming common barriers to construction sector inclusivity
Overcoming common barriers to inclusivity in the construction sector requires a multifaceted approach, starting with addressing resistance to change. This resistance often stems from fears and misconceptions about the impact of inclusivity initiatives on historical work practices and unconscious hiring biases. To mitigate these concerns, it is essential to promote open dialogue and transparency within the company. Leaders should actively engage with employees at all levels, explaining the benefits of an inclusive work environment and addressing any fears or misunderstandings. Encouraging honest conversations and providing clear examples of successful inclusivity initiatives can help alleviate anxiety, build support for shifting attitudes and create a more receptive environment for inclusive practices.
Resource constraints are another significant barrier to inclusivity in the construction sector. Many companies, particularly smaller ones, may feel they lack the financial or logistical capacity to implement comprehensive inclusivity programs. However, inclusivity does not always require substantial financial investment. Identifying cost-effective strategies, such as leveraging existing resources and partnerships, can make a significant difference.
The third barrier, a lack of knowledge or expertise, can be addressed by providing access to expert guidance and encouraging ongoing education and professional development. Many construction firms may not have in-house diversity experts, but they can tap into external resources to bridge this gap. Hiring consultants or partnering with organisations that specialize in diversity and inclusion can provide valuable insights and practical strategies.
Future outlook: Embracing change for a more diverse and inclusive construction workforce
Engaging construction decision-makers has become increasingly vital for the Australian construction sector, especially in light of ongoing challenges such as a skilled labour shortage and supply chain disruptions. Leon Ward notes, “By involving key stakeholders in the decision-making process, construction businesses can navigate these challenges more effectively, implement innovative solutions, and make informed decisions that can mitigate the impacts of both labour shortages and supply chain issues.”
A more inclusive workforce brings different perspectives and skills, leading to creative problem-solving and better project outcomes; and diverse teams are proven to handle complex issues better by drawing on a wider range of experiences and approaches. Importantly, fostering inclusivity can improve recruitment and retention, making the industry more appealing to a broader talent pool, which helps address the skilled labour shortage for Australian construction companies.
For construction businesses aiming to engage decision-makers and build inclusive teams, the first step is to connect with influential people within their own teams. Promoting open communication, collaboration, and strategies that encourage gender diversity can lead to more effective responses to industry challenges. As the Australian construction industry continues to modernise and adapt to these challenges, creating supportive work environments not only benefits a diverse workforce, but also strengthens the construction sector.
About Angela Hucker (CEO and Founder, EPIC Group)
Angela is the CEO and Founder of EPIC, a TEDx speaker, internationally certified coach, mentor, ambassador, educator, and advocate for women in construction. She has over 25 years in the construction industry that started in her family’s commercial landscaping business. Breaking barriers early, she became one of the first women in Queensland skilled in locksmithing.
Angela’s expertise is broad, encompassing oil and gas, mega-projects, civil engineering, maritime and renewables. She has contributed to international projects in the Middle East, Asia, and Australia, with one of her projects featured on US TV show “Mega-Structures.”
Her firsthand experiences as a FIFO (Fly-In Fly-Out) worker spurred her to tackle the unique challenges women face in construction, ultimately leading to the creation of EPIC.
Angela’s commitment extends to her active roles in multiple committees with NAWIC, which focusses on diversity, inclusion, and advocacy. Her commitment to community service is evident through her volunteer work with organisations such as White Ribbon Australia, Beacon Foundation, Women Building Australia, and Be Hers.
Angela is passionately committed to making the construction industry a more welcoming place for women and driving it towards a sustainable future. Her leadership, vision, and dedication are paving the way for future generations of women in construction.
About PlanRadar
PlanRadar is a leading platform for digital documentation, communication and reporting in construction, facility management and real estate projects. It enables customers to work more efficiently, enhance quality and achieve full project transparency. By improving collaboration and providing access to real-time data, PlanRadar’s easy-to-use platform adds value to every person involved in a building’s lifecycle, with flexible capabilities for all company sizes and processes.
PlanRadar’s Australian chapter is currently partnered with the Australian Institute of Building, EPIC Group, Fire Protection Association Australia and was recently announced as a Best Stand Winner at the 2024 Fire Australia Expo, and an Established Suppliers Winner at the 2023 Australian National PropTech Awards in the category “Design, Build & Develop”. They also work closely with the Housing Industry Association (HIA) Australia, Future Place and Digital Built Environment.
Today, PlanRadar serves more than 150,000 users across 75+ countries.
