The document discusses strategies for attracting and retaining talent in the construction industry. It notes challenges such as an aging workforce, skills shortages, and lack of diversity. To attract more people, it recommends improving public perceptions of the industry, providing access to insider knowledge, highlighting diverse role models, and addressing unconscious bias in recruitment. To retain talent, it suggests promoting flexible working practices, emphasizing a sense of purpose, and establishing mentoring programs. The document also outlines some initiatives from NAWIC aimed at tackling these issues around attracting talent.

2.
NAWIC is not an organisation of women who resent men.
We thrive in diverse environments and enjoy working as a
team in the shaping of our built environment.

3.
NAWIC is not one of those “out of touch” groups
We are an inclusive group with strong networks
that welcomes students, trainees, trades and professionals alike.
We don’t work in isolation, we collaborate with groups and
associations in initiatives that can benefit our industry.

4.
The members of NAWIC do not sit around complaining or
bickering about things that are wrong.
We proactively study areas where there is room for
improvement and develop ideas and tools to can make a
difference to both our peers and their environment.

5.
In essence, NAWIC are “just” a network of women
working in an industry we feel passionate about and volunteering
to make a difference.

6.
Our work focuses both in supporting the development and
retention of talent ed individuals and in attracting the new faces
that will become the future of the industry.
Why?
Because our industry cannot afford not tapping into 100 % of
human talent.

7.
For further reading on the benefits of diversity, please refer to
the resources section in our website (under resources material)
where you will find a document full of references shared with us
by
FLUID Diversity Mentoring Programme
The FLUID Diversity Mentoring Programme , an innovative scheme developed by RIBA’s Architects for Change
(AfC) committee and the Construction Industry Council , to address the retention and development of talented
practitioners from diverse backgrounds for management and leadership roles in the built environment.
The project has been developed in response to evidence gathered on diversity by the Construction Industry
Council (CIC), AfC, Commission for Architecture and the Built Environment (CABE), the Government’s Fair
Access to the Professions Report, the Equality and Human Rights Commission’s Race Discrimination in the
Construction Industry Inquiry Report in addition to other reports.
http://fluidmentoring.org.uk

8.
The problem:
"About 400,000 people left the industry since 2008,”
Richard Steer, chairman of Gleeds
With them we lost both their skills and experience.

9.
“Approximately one in five workers are approaching
retirement age , and a further 26 percent are between 45 and
55 years old ; replacing these retirees alone presents a big
recruitment challenge.
(Smith Institute’s publication titled “Building the future: Women in Construction”)
Who will they share their knowledge with?

10.
Recruiters are struggling to find Quantity surveyors , Civil
engineers and Project Management and recent surveys seem to
indicate that “ 45% of built environment students were actively
considering going into other careers – most notably, banking,
insurance, property management and teaching. “
(Target jobs )
Better pay, flexibility and a clear career path are some of the
most common reasons.

11.
By contrast:
“The demand for an additional 245,000 homes each year has
led the CITB to estimate that housing will account for over a third
( 37 percent ) of the UK’s total annual construction output
between now and 2018.”
(Smith Institute’s publication titled “Building the future: Women in Construction”)

12.
In London and the South East specifically “ 20% more workers
will be required on average to meet pipeline demand in 2014­17
that were needed in 2010­13” and a “ 51% average increase in
training provision will be required to meet demand for
construction labour between 2014­17 to plug a gap of over
14,800 trainees”
(“Skills to build” LCCI/KPMG Construction Skills Index (London and SE) Nov 14)

13.
Groups where we could find the solution to the problem
Figures show that:
“ 737,000 young people aged 16­24 were unemployed in
January to March 2015” from which 307,000 were women
(Youth unemployment statistics, House of Commons Library, March 2015)

14.
“182,000 construction jobs to be filled by 2018
Yet just 7,280 completed a construction apprenticeship last year.
We have to do better”
(No more lost generations, Creating construction jobs for young people,
Cross party enquiry, 2014)

15.
A 2014 inquiry by the Young Women Trust found that despite the
evidence ;
“Approximately 2 jobs for each qualified construction worker
5 qualified practitioners for each job in hair and beauty”
(Young Women Trust’s “Totally wasted” Inquiry)
Career advice often leans towards industries that are already
saturated .

16.
Women , still only make 11% of the construction workforce in
the UK and most of the jobs are office based .
(Figures taken from Be on Site website )

17.
Why is our industry not being identified as a source of
employment for young people and for women?

19.
We reviewed our own feedback and identified 2 stages where we
have an opportunity to permanently engage these audiences
in particular
Attraction
Retention

20.
Attraction:
As an industry, we are good talking amongst ourselves but not so
much communicating with the wider world.
Changing Perceptions
Access to inside knowledge
Visible role models
Recruitment

21.
Changing Perceptions
Our industry has a reputation for being bullish, harsh and dirty .
We should pay attention to what the public have to say and find ways to
rectify preconceptions .
To do:
● Reconsider the message we send
● Emphasise what makes the industry special
● Acknowledge the team effort
● Use images with context in order to tell a story
● Acknowledge the value of age and experience

22.
Access to inside knowledge
There is a lack of understanding of what the Built Environment encompasses and
what the effect that it has in our lives is.
To do:
● Communicate more clearly the opportunities available within the industry vs
traditional , more expensive, routes
● Showcase talent in Apprenticeships, Graduate schemes, In­house development
programs etc…
● Early engagement of talent (schools)
● Share our experience

23.
Visible role models
In order to consider joining an industry, it helps been able to identify yourself with
those within.
To do :
● Normalise diversity
● Showcase different types of role models.
● Be inclusive in the way we present our teams and companies
● Tell more stories in order to inspire curiosity

24.
Recruitment
Unconscious Bias is often cited as the single most important issue to be addressed if
recruiters are to help organisations close the gender gap.
(Guardian 5th September 2013)
To do:
● Acknowledge the UB
● Use inclusive language in job descriptions
● Create a robust recruitment process
● Be objective : Involve more than one person in the process
● Level the playing field: understand the skills and capabilities on each candidate

25.
Retention
“Women are present in middle and upper management in several
construction organisations, unfortunately, the number of women
in leadership positions remains low. “
(What Women Want in a Construction Career, NAWIC)
Flexible working practices
Sense of purpose
Mentoring

26.
Flexible Working Practices
Women need a “climbing” frame, not a ladder
Recent JPMorgan report looking into FWP as a tool to raise female employment
rates found that “ such an innovation would stand to benefit employers and employees
alike” (Women and flexible working, JP Morgan Chase & co, December 2014)
To do:
● Embrace diversity, broaden skills
● Focus on productivity , not hours
● Embrace BIM ’s potential as a flexible working tool for work sharing
● Create organised networking opportunities

27.
Sense of purpose (as a catalyst)
Social enterprises are far more likely to be led by women than mainstream businesses.”
(Social Enterprise’s “The people’s business” report)
“Research suggests that some female traits and experiences may be behind their
choice to become social entrepreneurs”
(The guardian’s article “Why are more women leading social businesses? “)
To do:
● Promote core values : collaboration, innovation, positive outcome, sustainability
● Acknowledge contribution
● Encourage long term thinking
● Rethink the meaning of “Success”

28.
Mentoring
“The absence of role models at the highest level has the psychological effect of
signalling to women that it is impossible to attain such a position”
(Women and flexible working, JP Morgan Chase & co, December 2014)
To do:
● Real diversity to bring change avoiding tokenism
● Empower managers and supervisors to lead on mentoring
● Encourage & Nurture talent through Business Sponsorship
● Create opportunities for cross­disciplinary conversations

29.
Nawic initiatives

30.
Attracting
Ask the…
● Young adults tend to see life in a linear
way
● Most young people don’t have access to
those doing the jobs that interest them
● The industry is full of inspiring “doers”
whose experience is very valuable
● They are happy to share their often not
so linear journey
The goal of our project is to set a framework
in which we can bring everyone together to
allow this conversation to happen.

31.
Schools, Colleges & Educational
Projects
● Career days
● Conferences
● Partnering
● Collaborate with educational projects such
as Technopop
● Student Membership
(Access to : NAWIC’s professional network,
career advice, recruitment contacts, industry
insights and online resources)

32.
Retaining
Peer to peer mentoring/support
Our members include both those working
directly in the industry and those providing
services to the industry.
“Help has been amazing, meeting the team
made me feel more positive and all the tips
regarding my CV really helped me to get a job”
“ It is very empowering to be able to talk about
the aspirations and difficulties in the
professional life and find an empathetic
audience”

33.
Site visits
They are a great way to reconnect with the
core values of the industry and an opportunity
to remind ourselves of the impact that our work
has on the wider society.
To those working at the front end of projects,
this is a great chance to acknowledge the
value of their contribution
To the rest, they are a great opportunity to
network , stay current and share best practice.
CPD

34.
Environmental academy
Led by NAWIC’s Sustainability champion
focuses on best practice
Working Sessions
Mini conferences around relevant topics
followed by an open debate in the search of
implementable actions
Annual conference
An opportunity for all regions to share best
practice and speak to industry leaders

35.
Final thoughts
Remember
“We systematically overestimate the value of access to information and underestimate
the value of access to each other” Clay Shirky
Upcoming Annual Conference (London)
12th November
Keep and eye
www.nawic.co.uk

36.
Our Bios
Follow Cristina @burutapen Follow Anna @anna_nasalska

37.
Useful Links
NAWIC UK & Ireland Linkedin Group
http://uk.linkedin.com/grp/home?gid=3915967
Twitter Feed
@nawicuk ( https://twitter.com/nawicuk )
Monday paper
http://paper.li/~/publisher/b0011e5c­88f0­437c­b342­991eedaed3cd#!created
Ask the
https://www.nawic.co.uk/index.php/resources/reference­material/188­ask­the