California's construction industry is hurting for workers. That's not an exception; the shortage is a national problem. But the shortage is arguably more severe in California than in other states due to various aggravations.

Most recently, there's stepped-up immigration enforcement, in a state where 41% of its 922,000-plus construction workers are foreign born. Another pressure is keeping up with the impacts of catastrophic events like last year's Palisades fire, which destroyed or damaged over 18,000 structures. Add in an aging workforce, a dearth of vocational training and candidates for it, and small wonder the industry's vitality is sapped.

In addition to its drive to promote vocational training, the industry should look at under-represented populations to fill the worker gap. And women are a logical target. Employers that understand their value, remove limitations and nurture their talent will give themselves a competitive advantage.

Here are some starting points for promoting a more inclusionary environment for women and, ultimately, for all workers.

Why a diversified workforce matte and what the barriers are

California actually has one of the better female inclusion track records in the U.S. with the 135,000 women, or 11% of the total, working construction as recently as 2022. However, the majority are in management and administrative roles; only 3% to 4% are skilled crafts persons. Only 3.5% to 4.7% of those in construction apprenticeships are female.

They're still under-represented, though, to the detriment of companies' overall performance. Businesses with gender, ethnic and cultural diversity outperform their peers, seeing as much as 2.5 times better cash flow per employee, 19% higher revenues attributed to innovation, and average earnings that are 19% higher before interest and taxes (EBIT).

Several barriers hold women back from getting started in construction and successfully growing their careers. In one industry survey, only 35% said their experience aligned with their company's stated commitment to supporting women; only 39% believed their employer took complete steps to advance a diverse and inclusive workplace. Further, while 58% of respondents wanted to grow their careers, only 47% said their companies offered tailored career advancement programs.

Then, too, are the significant on-the-job challenges of sexual harassment and workplace violence. Nearly a quarter of female construction workers have reported frequent sexual harassment – which led to almost half leaving the industry.

Actions that will open the doors to women and others, too

Here are some important considerations for moving forward.

Build an inclusive culture. It's critical to walk the talk, and that starts with leadership that sets the example. But it also requires a demonstrated commitment to a supporting environment that's bolstered by policies and actions that matter. Update your employee handbook to reflect current laws and inclusive language. Establish multiple channels for reporting workplace concerns, including anonymous options. Implement mandatory anti-harassment and workplace violence prevention training for all employees.
Focus on worker safety. Of course, this is important to all employees, but there are nuances that too many construction firms may overlook. Personal Protective Equipment (PPE), for example, is key to a safety culture, but this isn't a one-size-fits-all proposition. Only 31% of women construction workers said their PPE was specifically designed for females. Oversized hard hats and work gloves and ill-fitting harnesses pose a safety hazard. Another exposure is tools and equipment that aren't designed for smaller frames, which can lead to ergonomic injuries that are more common among women. Such risks can be minimized by investing in the right PPE, modernizing equipment and stepped up safety training, improving productivity, reducing workers' compensation claims and making the job more attractive to women.
Reduce liability exposure. Construction firms that invest in proper female-fit PPE, harassment prevention training, and inclusive workplace policies aren't just doing the right thing — they're actively reducing their liability exposure. Workplace harassment claims, workers' compensation costs from ergonomic injuries, and the turnover-driven expense of constantly recruiting and onboarding new talent all show up on the balance sheet. Insurers are increasingly attentive to workforce practices when underwriting construction risks, and companies that demonstrate a proactive culture of safety and inclusion are better positioned to negotiate favorable coverage terms. The business case for inclusion is about both the revenue upside and managing the downside risks that erode profitability quietly and consistently.
Beef up benefits. A more robust benefits package aligned to individual workers' needs is a powerful draw to all workers, including women. Health benefits with lower deductibles and higher employer-paid premiums speak to the employer's commitment to employee health. It's also key to fix benefits gaps. Often overlooked, for example, is the value of short- and long-term disability, offered by only 29% and 17%, respectively, of construction companies. This means women may not have employer-paid maternity benefits, which leads 63% of parents to leave their construction jobs. Also important is the guarantee of pay equity and advancement opportunities.

The national conversation about trade education versus traditional college pathways has created new pathways to attract diverse talent. Women have an important place in construction, and such actions will be essential to nurture the next generation of female construction talent.

Instant Insights /

The case for construction workplaces where women can thrive

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