MBI BuildHer

Overview

MBI BuildHer is about strengthening and uplifting women connected to the Commercial Construction Industry. Bringing together women with everyday influence, to know and activate their purpose, to gain benefit from the learning and sponsorship of others and to create strong relationships and connections.

Women comprise 8.7 percent of Iowa’s construction workforce and that percentage and puts Iowa 3^rd lowest in the U.S.  In today's workforce, women can be found at all levels within our member companies, from CEO or HR manager, customer service, shop supervisor, field engineer, Superintendent, accounting department or office manager. While they may not always wear a hard hat, they are a critical member of the team and contribute to the success of each and every project built or service delivered.

By focusing on professional learning, sponsorship and service, the MBI BuildHer initiative aims to create a supportive environment where women can thrive personally and professionally. Providing the exposure to unleash the potential of women in our industry is a team effort – meaning men and women must create the environment for this to take place. Resources and support to attract and retain women in the industry will be provided at the individual and company level.

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Program Details

MBI BuildHer is about strengthening and uplifting women connected to the Commercial Construction Industry. Bringing together women with everyday influence, to know and activate their purpose, to gain benefit from the learning and sponsorship of others and to create strong relationships and connections.

Women comprise 8.7 percent of Iowa’s construction workforce and that percentage and puts Iowa 3^rd lowest in the U.S.  In today's workforce, women can be found at all levels within our member companies, from CEO or HR manager, customer service, shop supervisor, field engineer, Superintendent, accounting department or office manager. While they may not always wear a hard hat, they are a critical member of the team and contribute to the success of each and every project built or service delivered.

By focusing on professional learning, sponsorship and service, the MBI BuildHer initiative aims to create a supportive environment where women can thrive personally and professionally. Providing the exposure to unleash the potential of women in our industry is a team effort – meaning men and women must create the environment for this to take place. Resources and support to attract and retain women in the industry will be provided at the individual and company level.

January 29, 2026 | VIRTUAL EVENT

Presenter: Rachel Kennedy, Southern Lighthouse - Dallas, TX

Be Workforce Ready: Become an Employer of Choice, a virtual MBI BuildHer session led by Rachel Kennedy of Southern Lighthouse (Dallas, Texas), will equip participants with the strategies they need to stand out in today’s competitive talent market. This session reveals why top candidates choose competitors, how to strengthen your employer brand, and what signals your organization is sending to potential hires. Participants will audit their own talent touchpoints—including an interactive career page review—identify barriers and quick wins, and learn five proven attraction strategies that help companies draw diverse, high-quality candidates. Attendees will walk away with practical, immediately actionable tactics and real success stories that show how to build a reputation as a true employer of choice. 

April 2, 2026 - Iowa City, IA 

Presenters: Chelsea Husum, American GPR & Coring - Denver, CO | Courtney Misener - Cedar Rapids, IA

The MBI BuildHer event in Iowa City, Iowa, will equip participants with practical tools to communicate with clarity, adapt to diverse work styles, and lead with emotional intelligence. Chelsea Husum’s session focuses on real-world strategies for adjusting communication across roles and identities, giving feedback that builds trust, and fostering inclusive team alignment and performance. Courtney Misener’s session expands on this by demystifying emotional intelligence and helping leaders strengthen self-awareness, manage emotions more effectively, and communicate with empathy. Together, the sessions offer actionable guidance for building stronger, more collaborative teams where people feel heard, valued, and motivated to contribute. 

June 4, 2026 - VIRTUAL EVENT

Presenter: Courtney Misener - Cedar Rapids, IA

Boundaries 101: Healthier Relationships through Self-Awareness, a virtual MBI BuildHer session led by Courtney Misener, will help participants build healthier personal and professional relationships by understanding their own boundary styles and recognizing when those boundaries are being challenged. Through practical guidance and real-world communication strategies, attendees will learn how to set, maintain, and reinforce boundaries with clarity, confidence, and empathy. Whether you’re seeking greater authenticity, improved wellbeing, or more respectful interactions at work and home, this session offers impactful tools to support your growth. 

August 6, 2026 - VIRTUAL EVENT

Presenter: Dr. Sharon Grossman, Turnkey Retention Solutions | Surfside, FL

The Burnout Solution: Rewiring the Thoughts That Keep You Stuck in Exhaustion with Dr. Sharon Grossman empowers professionals to break free from the internal pressures that fuel burnout—like perfectionism, self-criticism, and anxiety-driven overthinking. Drawing from her Exhausted to Extraordinary (E2E) framework, Dr. Grossman offers practical, research-backed tools to disrupt negative thought patterns, shift stress perceptions, and rebuild a healthier sense of self-worth. Participants will learn the powerful 3 Cs Technique to challenge unhelpful thinking, reframe workplace demands as opportunities rather than threats, and begin transforming limiting beliefs through self-compassion and personalized affirmations. This session provides the mindset and skills needed to restore energy, increase resilience, and create meaningful, lasting change—regardless of external pressures. 

September 24, 2026 - Ames, IA 

Presenters: Coty Fournier, Well Built Construction Consulting - Parkton, MD |  Amy Roosa, The Safety Rack - Ames, IA 

The MBI BuildHer event in Ames, Iowa, will focus on transforming how professionals influence change, lead authentically, and advocate for themselves within the construction industry. Coty Fournier highlights the five essential mind-shifts that top change agents make to elevate their careers, strengthen teams, and drive industry-wide improvement—offering surprising insights, universal applicability, and simple first steps for putting these shifts into action. Building on this theme of personal impact, Amy Roosa emphasizes how small, intentional actions—like clearer communication, confident language choices, and healthy boundaries—can create powerful outcomes without requiring a dramatic personality change. Together, the sessions provide practical, empowering strategies for shaping your career, leading with clarity, and building a more effective and resilient presence in your company and the industry. 

December 3, 2026 - Cedar Rapids, IA 

Presenters: Nicole Christy, N. Christy Consulting, LLC - Kansas City, MO | Jamie O'Brien, J O'Brien Coaching, LLC - Odessa, MO 

The MBI BuildHer event in Cedar Rapids, Iowa, Build Better Teams: Interrupt Bias and Improve Team Outcomes will empower participants to strengthen team culture, performance, and trust by understanding and addressing unconscious bias. Led by Nicole Christy and Jamie O’Brien, this event explores how bias influences collaboration, productivity, and retention—and the real costs it creates for organizations. Participants will learn practical, evidence-based strategies to interrupt bias in everyday situations, from talent planning and delegation to hiring, meetings, and project assignments. Through real-world examples and actionable tools, attendees will leave equipped to build more inclusive, high-performing teams that drive better business outcomes. 

Overview

Join this committee to further the association’s focus on the inclusion efforts of females within the commercial construction industry. Information and data gathered is to establish and maintain a culture that supports diversity in our industry by encouraging activities that remove barriers in our workforce.

Visit the Committee Page

Overview

MBI Commitment to Advancing Women in the Workforce Pledge

As a member of Master Builders of Iowa (MBI), we pledge to actively promote and support the inclusion and advancement of women in the commercial construction workforce. We recognize that an inclusive workforce strengthens our industry and drives success for all. By signing this pledge, we commit to the following actions:

1. Promote Equal Opportunities
   We will create and maintain an environment where women have equal access to career opportunities at every level, from entry-level positions to leadership roles.
2. Encourage Women in Skilled Trades
   We will actively encourage and support the recruitment of women into skilled trades and field roles, ensuring they are equipped with the necessary training, resources, and mentorship to succeed.
3. Provide Professional Development
   We will offer professional development, sponsorship, and networking opportunities that help women in our workforce grow their skills and advance in their careers, both within our company and the industry at large.
4. Foster a Respectful and Inclusive Culture
   We will foster a workplace culture that is respectful, inclusive, and free of harassment, where all employees, regardless of gender, feel valued and supported.
5. Ensure Pay Equity
   We will commit to pay equity, ensuring that women receive fair and equal compensation for their work, and that compensation is based on skills, experience, and performance.
6. Create Leadership Opportunities
   We will actively work to create leadership opportunities for women, ensuring that they have a seat at the table in decision-making processes at all levels of our organization.
7. Raise Awareness and Advocate for Change
   We will raise awareness of the importance of women in construction and advocate for changes within our industry that will lead to a more inclusive workforce.

By signing this pledge, we commit to not only attracting more women into our workforce but also supporting their growth and success in the construction industry. Together, we will work to create a stronger, more inclusive future for Iowa's commercial construction workforce.

These are the companies that have pledged their commitment to MBI's BuildHer initiative.

A-1 Mobile Storage Service
Acme Electric Company
AGC of the Quad Cities
AT&T
Baker Group
Basepoint Building Automations
Best Portable Toilets
Breiholz Construction
BrownWinick Law Firm
Build the QC
Bush Construction
Cardinal Construction
Carl A. Nelson & Company
Carroll Construction Supply
Carroll Supply
Conlon Construction
Creative Planning
CW Suter
Dakota Red
Dean Snyder Construction
Design Build Structures
Dillon Construction LLC
Elder Corporation
Equitable Advisors
Estes Construction
General Constructors, Inc.
Glosser System Installers
Grubbs
Henkel Construction Company
Hildreth Construction Services
Holmes Murphy
HPC LLC
Hubbell Construction Services
Hy-Vee Construction
IMAG Construction Services, Inc.
JE Dunn Construction
King's Material, Inc.
McClure Engineering
McGough
Modern
Mortenson
Nelson Construction & Development
Nelson Electric Co. LC
Neumann Brothers
PDM
Peters Construction Corporation
Portzen Construction
Quinn Equipment
Rapids Foodservice
Rinderknecht Associates Inc.
River Cities Engineering
Russell
Ryan Companies US Inc.
Schumacher Elevator Company
Seedorff Masonry, Inc.
Star Equipment, Ltd.
Studio192
Terracon Consultants, Inc.
The Rasmussen Group
The Weitz Company
Tri-City Electric Co.
Tri-City Group
Trinity Electric
Turner Construction
United Rentals
W.R. Meadows
WA Klinger
Weitz
Weitz Industrial
Wendler
White Cap
Wolf Construction Services, Inc.

10 Ways to Support Women in Construction

The construction industry is facing one of the most significant workforce challenges in its history.  As demand for skilled labor grows, organizations cannot afford to overlook half of the population: women.  Yet, women remain dramatically underrepresented in the trades and across the broader construction workforce.  Increasing participation of women is not only a matter of equity — it is also a practical solution for closing labor gaps, bringing fresh perspectives, and strengthening project outcomes.

Encouraging women to join and remain in construction careers requires more than opening the door.  It requires organizations to examine their culture, policies, and practices to ensure women feel welcome, supported, and valued.  From the language used in job postings to the availability of properly fitting personal protective equipment, every detail communicates whether construction is a viable and inclusive career path.

How Can You Help?

This document outlines ten actionable steps organizations can take to build a more inclusive construction industry.  These include rethinking how physical demands are presented, offering health benefits that address women’s needs, creating access to mentors and role models, ensuring minor flexibility in scheduling, fostering equitable training opportunities, proper fitting PPE, etc.  Each recommendation is designed not only to attract women to the field but also to ensure they can thrive and grow into long-term careers.

By committing to these changes, construction companies can strengthen their workforce, enhance safety and productivity, and build an industry that better reflects the diversity of the communities it serves.

STAT CHECK! 

• As of early 2025, Iowa’s total population is approximately 3.2 million, with females comprising about 49.9% and males about 50.1%. North American Community Hub Statistics, 2025.  nchstats.com/iowa-population
• 67% of women were participating in the labor force, compared to 77% of men. In that year, women constituted 47.5% of Iowa’s workforce, with men making up the remaining 52.5%. In Iowa, women account for 14.1% of the workforce in the construction sector, indicating a slightly higher representation than the national average.  Iowa Workforce Development, March 2025.  https://workforce.iowa.gov
• Across the U.S. construction industry (including office and administrative roles), women represent approximately 10.8% of employees as of December 2023. Focusing on construction trade and extraction occupations (the roles most often associated with fieldwork), women's representation is significantly lower, around 3.9%.   National Association of Home Builders, Sept 2025.  nahb.org
• These figures underscore that women remain significantly underrepresented in construction overall—and particularly in core field trades roles—even though their presence is slightly stronger in Iowa and growing steadily over time.

For more information or questions, please contact Tara Rinehart at TRinehart@MBI.Build. 

1. LANGUAGE

Gender specific or “sexist” language implying a bias against women reinforces a stereotype that construction is a “man’s job.”  The phrases, titles, terms and even general conversation, even unintentionally, reinforce that men are the norm and can make women feel excluded. It can undermine confidence and belonging and could make women feel the constant need to prove themselves. It will limit collaboration, can harm culture and may impact a company’s reputation. 

a. STAT CHECK! 

• 80% of workers report using gender-biased language more than four times per week and 40% have heard it in meetings, 30% during interviews. DiversityQ Magazine, Oct. 2022.  diversityq.com

b. Here are some examples of how to support neutral language alternatives. 

• Common terms like "guys" or defaulting to "he/him" pronouns reinforce that men are the norm and can make women feel excluded. Other examples include: terminology like "manpower" is commonly utilized in construction and could shift to "labor hours," "workforce hours" or "crew hours;" titles like "Foreman" or "Journeyman" versus considering "Site supervisor" or "Journeyperson;" and advertising for "skilled tradespeople" rather than "tradesmen"
• In recruiting materials, highlight "talent," "craft" and "skills" rather than terms tied to physicality like "tough" or "strong." 
• Avoid stereotypical imagery, such as only men in hard hats, and instead feature women in varied roles across the company. 
• Encourage the practice of inclusive communication in meetings ensuring everyone's input is solicited and acknowledged. 
• Refrain from all joking comments about women's abilities. 
• Consider getting feedback from female team members. 
• Ensure that recruitment and promotion processes are designed to avoid bias. Consider adding women to hiring panels, and utlizing staff lists when reviewing succession and promotion potential. 
• Other examples of areas to remain cognizant of: Employee Handbook, job descriptions, job postings, candidate interview, RFP's, website, etc. 

2. Environmental & Structural Barriers

Practical day-to-day workplace factors can strongly influence whether women feel welcome and able to thrive or even exist in construction. 

a. STAT CHECK!

• 64% of respondents reported the absence of women's restroom facilities at construction sites, and 67% noted a lack of gender-friendly PPE, and 85% were concered about the absence of maternity-friendly safety gear. Connected World, "She Builds Nation" report, 2024. Read more HERE.
• An International Women in Male Dominated Industries report states that in male dominated jobs, women's amenities are often treated as an afterthought, resulting in toilets being improperly serviced, inaccessible or entirely absent. 

b. Some examples are listed below. 

• Ill-Fitting Gear: PPE like gloves, harnesses, boots, or safety vest are often designed for average male body sizes. For women, oversized or poorly fitting PPE isn't just uncomfortable, it can be unsafe. increasing the risk of injury. It always stocked on site or women are asked to "make do" with men's gear, or they have to pay for it themselves despite it being required. 
• On Site Infrastructure & Amenities: Lack of women's restrooms or inadequate, unsanitary facilities. Nursing mothers by law must be provided a private, clean area that isn't a restroom for lactation; forcing females to utilize their vehicle or other non-private or unsafe area can be humiliating and logistically difficult. Also, lack of site specific separate or safe changing facilities (ifprovided for men), poorly lit or unsecured remote or night shift environments. 
• Tools & Machinery: Often designed around male anthropometry (grip size, reach, lifting capacity) that can disadvantage women physically, even though many tasks could be adapted with more ergonomic, inclusive design. 

c. Stories/Case Studies 

• Idea1. The Safety Risk of Ill-Fitting PPE

A newly hired femail ironworker, "Elena," is assigned to work at height. Her job requires a safety harness, safety vest, and specialized gloves. The job site provides standard PPE designed for average male body sizes. Elena's harness is too large, creating slack that could lead to an unsafe outcome in a fall, and her gloves are oversized, reducing her grip and dexterity, which increases the risk of injury. Elena is asked to "make do" with men's gear, or she has to purchase specialized, properly fitting equipment herself despite it being required. 

Recognizing that oversized or poorly fitting PPE is not just uncomfortable but unsafe, the company institues a policy requiring the consistent stocking of PPE (gloves, vests, harnesses, and boots) tailored to diverse body sizes and gender-specific needs. They also mandate that all required gear must be readily available on-site at no cost to the employee. 

Elena reports feeling prioritized and safe. The company avoids potential injury lawsuit and retains a skilled worker by proving they value her safety and do not expect her to "make do". 

• Idea 2: Diginity and Compliance with Lactation Support 

"Jada," a site supervisor returning from maternity leave, needs to use a breast pump during the workday. The current construction site has inadequate, unsanitary facilities, or only portable restrooms available (64% of respondents reported absent women's restroom facilities on construction sites). Her supervisor initially suggests she use a small supply closet or her vehicle. This lack of a private, clean, non-restroom area for lactation is humiliating, logistically difficult, and non-compliant with legal requirements.

The company establishes a clear standard for all sites requiring a dedicated, private, and clean lactation support trailer (or office space, depending on site size), ensuring the space is not a restroom. They also provide a separate, safe changing facility (if changing facilities are provided for men) and ensure remote or night shift environments are properly lit and secured.

Jada is able to continue her supervisory role effectively without sacrificing her health or dignity. The company successfully retains a valuable supervisor, confirming that addressing on-site infrastructure is crucial for women to feel welcome and able to exist in construction.

• Idea 3: Addressing Tool Design for Increased Productivity

A carpentry apprentice, "Chloe," frequently uses a standard hand grinder. After several months, she begins experiencing significant strain in her wrists and hands because the grip size and weight of the tool were designed around male anthropometry, which physically disadvantages her. The continuous strain slows down her work and risks a repetitive motion injury.

The foreman, prompted by a review of ergonomic practices, recognizes that tools and machinery are often designed around male characteristics. The team invests in a variety of modern tools, including pneumatic or battery-powered options, with ergonomically designed grips and lighter weight. They also explore ways to use available mechanical advantages (like small hoists or dollies) to reduce required lifting capacity.

Chloe’s strain is reduced, her efficiency increases, and she reports better job satisfaction. The company realizes that adapting tools to be more ergonomic and inclusive benefits all workers, not just women, and increases overall team productivity.

Long, rigid hours can be especially challenging for women (and men) with caregiving responsibilities.  Without even some limited or isolated flexibility, more worry and financial stress can occur, and retention becomes harder. 

a. STAT CHECK! 

• Inflexible working hours ranked among the top three reasons women voluntarily left their jobs. Deloitte, 2023, Women at Work Global Outlook survey
• 31% of working women with children under age 18 said they were being driven out of the labor force by inflexible work schedules and have struggled with restarting a career after the need for family breaks. FlexJobs survey, July 2019
• Mothers with young children are less likely to be in the labor force than those with older children, and flexible work options play a role. Bureau of Labor Statistics, 2024.
• In shift-based work, irregular and inflexible scheduling made it difficult for women to maintain steady full-time employment, or work at all. WhenIWork, 2025
• Women with access to schedule flexibility reported significantly higher satisfaction with work-life balance, 71% vs. 48% for those without flexibility. Institute for Women's Policy Research, Nov 2024
• Another study showed that being able to change one's schedule was linked to a 60% increase in job satisfaction, while taking time off decreased job stress by 59%. Centers for Disease Control, March 2022. 
• About half of working women feel stressed much of the day - higher than men - largely due to juggling work and family obligations. Mothers are nearly twice as likely as fathers to contemplate reducing hours or quitting due to childcare issues. Gallup Report, 4 Things Leaders Need to Know to Support Working Moms, May 2024.

b. Thinking outside the box is crucial to consider whether flexibility works for the business. Remember, flexibility in construction doesn’t mean losing structure; it means using tools, technology and creative scheduling to support diverse needs while keeping projects safe and efficient. Examples could include:

• If a team member must miss the morning Group Stretch and Flex, could they complete it on their own upon arrival in a designated area?
• If a team meeting, safety brief or trade huddle occurs at a specific time, can it be recorded, documented or summarized for those who miss it? Or use or a e-learning platform to summarize or record it then watch it that way? Or digital crew boards utilized to post key notices, or a mobile app or mobile text sent out? 
• If a team member must leave briefly to tend to a family need (i.e. child’s doctor appointment, school conference, etc.), allow the team member to return to the job site vs. unnecessarily dismissing them for the day.
• Provide flexible windows for breaks, as long as coverage and safety are maintained, so workers can mange personal needs more easily (i.e. calling a doctor or teacher, checking in with children upon arrival home from school, talking to a babysitter, etc.).
• Staggered start times allow for elongation of the workday on the job site, or partial or split shifts, as well as job-sharing.

4. Perceived Physical Demands & Stereotypes 

Perceptions of physical demands or general intimidating phrasing often discourage women from entering construction, even when the reality is less extreme. Sometimes job descriptions, training materials, or workplace conversations aren’t up to date to reflect current or modern advancements in the industry.  They can exaggerate the physicality of roles or leave out the fact that tools, equipment, and teamwork already mitigate many of these demands. 

a. STAT CHECK! 

• A more recent analysis of industry narratives revealed that outdated stereotypes—linking construction careers intrinsically to physical strength and masculinity—discourage women from entering the field. These misconceptions persist, even as modern tools and safety practices have significantly reduced the need for brute physical strength. Building Talent Foundation, Women Surge Forward in Male-Dominated Fields but Construction’s Momentum Lags Behind, March 2024. 

b. Here are some other examples of how physical demands may be misrepresented or overstated: 

• Exaggerated weight requirements (i.e. “Must lift 100 lbs regularly when in practice most tasks involve 30-50 lbs with occasional heavier lifts (often done as a team or with equipment.)
• Use of Tools & Machinery (i.e. Job postings often fail to mention the use of hoists, forklifts, dollies or cranes that drastically reduce manual lifting, creating an image of brute strength over skill. “Requires strong hands to operate tools” when many modern tools are pneumatic, battery-powered, or ergonomically designed for efficiency and not brute strength.)
• Endurance & Long Hours: (i.e. “must stand all day” or “constant bending/stooping” when in reality, tasks may be varied, with natural breaks and rotations, or workers often alternate between standing, walking and using equipment.  While long days happen, many employers now rotate shifts and follow safety rules limiting excessive hours, but descriptions may still imply grueling, nonstop labor.)

c. Case Studies 

Case Study 1: Perception of Physical Limitations 

Scenario 

A qualified female apprentice on a commercial HVAC installation site was repeatedly assigned only light tasks such as tool organization and material tracking, despite her certification in pipefitting. Supervisors and peers expressed concerns that certain mechanical lifting or overhead work was “too strenuous” for her. Over time, this limited her hands-on experience and progression toward advanced responsibilities.

Underlying Issue

The perception that women are less physically capable than men persists, even though modern construction relies heavily on mechanical aids, team lifts, and safety protocols that mitigate physical strain for all workers.

Mitigation Strategies

• Implement Task-Based Assessments: Replace assumptions about capability with clear, objective criteria for physical task readiness based on certification and training.
• Supervisor Training:Conduct gender-bias awareness sessions to address unconscious stereotypes in work assignments.
• Ergonomic Equipment Access: Ensure equal access to lifting aids and mechanical tools that standardize physical demands across the workforce.
• Mentorship Pairing: Pair apprentices with mentors who actively support equitable work distribution.

Case Study 2: "Cultural Fit" Stereotypes on Job Sites 

Scenario 

A woman in a construction management role reported being questioned about her authority and technical competence by subcontractors. Comments such as “you don’t look like someone who runs a crew” were common. This contributed to slower information flow, delays in cooperation, and increased emotional labor to assert leadership.

Underlying Issue

Persistent gender stereotypes about leadership and technical acumen in construction undermine respect for female professionals and impede collaboration efficiency.

Mitigation Strategies

• Inclusive Site Orientation:Include respect and diversity expectations in all site orientations, emphasizing zero tolerance for gender-based comments.
• Visible Leadership Support: Senior leaders should publicly reinforce the authority and expertise of all team members regardless of gender.
• Communication Protocols:Establish standardized communication channels to reduce reliance on informal credibility validation.
• Career Visibility Programs: Highlight women’s leadership successes in company newsletters or internal communications to normalize diverse representation.

Case Study 3: Recruitment and Retention Barriers

Scenario 

During recruitment drives, women often express interest in construction but later decline offers after touring sites that appear male-dominated or physically intense, despite the availability of roles suited to a wide range of capabilities.

Underlying Issue

Perceptions of the construction environment as physically harsh and socially unwelcoming deter entry and long-term retention of women, particularly in skilled trades.

Mitigation Strategies

• Inclusive Marketing:Update recruitment materials to feature women in diverse roles—supervisory, technical, and operational.
• Realistic Job Previews:Showcase ergonomic tools, safety procedures, and teamwork systems to accurately represent the physical realities of modern construction.
• Feedback Loops: Conduct exit and declination interviews to identify recurring perception barriers.
• Support Networks:Develop women-in-construction groups or affinity programs to promote peer support and career growth.

Case Study 4: Unconscious Exclusion in Equipment Training 

Scenario 

A foreperson scheduled heavy equipment training but assumed women on the crew might not be interested. As a result, they missed certification opportunities critical for advancement.

Underlying Issue

Unconscious bias in training and development opportunities perpetuates gender disparities in skill credentials.

Mitigation Strategies

• Equitable Training Access Policy: Mandate that all training invitations are extended universally.
• Tracking and Auditing:Regularly audit participation data by gender to ensure balanced access.
• Incentivized Inclusion:Incorporate inclusion metrics into supervisor performance evaluations.
• Awareness Campaigns:Use internal communications to dispel myths about gender suitability for specialized technical roles.

5. Benefits That Support Women's Health

Thinking beyond just getting women interested in construction careers, and focusing on women’s health once they’re hired is key to retention and long-term career development.  Supporting women’s health holistically in ever stage of life can make the industry not only attractive to women but more sustainable for long-term careers.

a. STAT CHECK!

• Benefits such as reproductive health services, maternity care, and mental health support correlate with fewer missed workdays. Integrated Benefits Institute, 2024.
• Many women delay or skip medical treatment due to time or cost pressures, a trend compounded by gendered caregiving burdens and insufficient employer support. National Institute for Health, 2020. 
• Women face higher health care costs compared to men, on average paying 18% more or about $266 extra annually, excluding maternity care, which can deter women from prioritizing healthcare needs (and in turn experience absenteeism, disengagement, and turnover). Deloitte, Closing the Cost Gap: Strategies to Advance Women’s Health Equity, 2023.
• 76% of employers say wellness programs boost their productivity, while up to 50% report staying longer at a company because of wellness offerings. In employee perception studies, 85% believe wellness offerings are important when choosing an employer, and 80% feel more loyal to companies that provide such initiatives. Moreover, organizations with active wellness programs report 20% lower healthcare costs, reduced stress levels (nearly 60%), and a surge in marketplace investment.  Gitnux, Corporate Wellness Statistics, 2025, gitnux.org

b. Examples to support women's health can include: 

• Paid maternity leave, since lack of viable leave options or draining their vacation balances can force women out of the workforce if they plan to have a family or required to provide caregiving support, as well as tolerance and understanding of potential Family and Medical Leave of 12 weeks with potential intermittent leave to transition back to work.
• Lactation support, providing on-site, clean rooms that by law cannot be a restroom and must be private, as well as the ability to take appropriate breaks to manage this.
• Examine benefit coverages, including out-of-pocket expenditures, as it applies to the needs of women compared to men to understand the financial and accessibility impact of employer plan choices; work with healthcare provider to understand how benefits could be modified to help close any gaps or disparities in outcomes.
• Fertility and family planning benefits that could provide affordable birth control, cost curbing expense for IVF, help with adoption assistance expenses, etc. can make a huge different for women.
• Menstrual & Menopause resources such as stocked restrooms or supply stations, on site medical cabinets with pain relief, and medical coverage for hormone replacement therapy and education can often be overlooked but increasingly valued by women.
• Gender Specific PPE & Equipment that is readily available and fits properly to ensure comfort and safety.
• Employee Assistance Program and Mental Health/Emotional Support or access to counseling, especially for those with caregiving responsibilities, work/life balance or financial stress, etc.
• Promoting wellness through workplace initiatives that focus on supporting all employees can influence employee health, satisfaction, retention and even the financial success of organizations.

c. Stories/Case Studies 

• Idea 1: Focusing on Retention through Lactation Support and Flexibility

A highly valued female apprentice or journeyperson (e.g., "Sarah") considers leaving the industry permanently after returning from maternity leave because she cannot find a private, clean, non-restroom space to pump breast milk on the large job site. Furthermore, the rigid break structure makes it nearly impossible to manage the legally required lactation breaks.

The construction company, realizing the cost of losing skilled talent, quickly implements an on-site, designated lactation support trailer (which by law cannot be a restroom and must be private). They also provide a clear policy allowing for flexible, appropriate breaks to manage this need, while maintaining safety and coverage.

Sarah feels supported and valued, demonstrating that the company is willing to invest in supporting women at every stage of life. She remains with the company, contributing her skills, which directly addresses the fact that lack of viable leave or support options can force women out of the workforce. This case study highlights the importance of providing tangible support (like a safe, private space) to protect women from unnecessary embarrassment or vulnerability.

• Idea 2: Addressing Health Equity and Long-Term Loyalty

A high-performing female Project Manager, "Maria," faces significant stress and potential financial strain due to the high costs associated with family planning (e.g., IVF or adoption assistance) or requires extensive care for a chronic women's health issue. The current employer health plan offers minimal coverage for these needs, potentially causing her to delay or skip medical treatment.

The employer performs a Benefit Coverage Review to understand financial and accessibility disparities for women in their current plan. They work with their healthcare provider to modify the plan, incorporating financial assistance for fertility treatments, affordable birth control, or specific hormone replacement therapy (HRT). They also enhance access to the Employee Assistance Program (EAP) for mental health support related to financial or caregiving stress.

Maria reports significantly reduced stress and increased job loyalty. The company's action demonstrates a commitment to closing the cost gap and prioritizing women's holistic health. This supports the finding that organizations with strong wellness offerings report that up to 50% of employees report staying longer at a company because of those offerings, and 80% feel more loyal.

• Idea 3: Using Wellness Programs to Boost Productivity and Reduce Absenteeism 

A construction firm recognizes that employees (especially mothers who are nearly twice as likely as fathers to contemplate quitting due to childcare issues) are experiencing high levels of stress, leading to reported absenteeism.

The company implements a comprehensive workplace wellness initiative that includes both physical and mental health support, such as readily stocked menstrual supplies/pain relief on site and expanded access to counseling via the EAP. They also introduce minor flexibility, such as flexible break windows for workers to manage personal needs (like checking in with a child or calling a doctor).

The company tracks the data. Over one year, they report a 20% reduction in healthcare costs and a measurable decrease in missed workdays. Employee perception studies show significantly higher satisfaction with work-life balance (similar to the 71% reported for those with schedule flexibility), and the company reports a surge in productivity. This case study demonstrates that promoting wellness influences employee health, satisfaction, retention, and the financial success of the organization.

6. Harassment Free Support and Ongoing Training 

In male dominated fields like construction, having a harassment free policy is certainly compliant but isn’t enough.  The real impact comes from reinforcement, leadership buy-in and cultural embracement. 

a. STAT CHECK!

• Sexual harassment complaints from female construction workers are the second highest rate per 100,000 employed women.  EEOC and Bureau of Labor Statistical Data, 2024. 
• 6% of women in the trades report frequently experiencing sexual harassment on the job. Institute for Women’s Policy Research, 2022, www.irpr.org
• Research highlights that 41% of women in the industry have experienced gender harassment and 88% have experienced sexual harassment. National Association of Women in Construction, 2024, nawic.org

b. Examples of how an organization can support this: 

• Leaders must be strong role models to respect and call out inappropriate behavior. 
• Move beyond once-a-year training to ongoing, scenario-based toolbox talks, posters, crew meetings and general conversations tailored to construction contexts (job sites, trailers, field crews, etc.).
• Training should empower bystanders to intervene or report concerns, not just tell women how to protect themselves. For example, The Golden Rule theory (treat others as you would want to be treated) or Wife/Daughter/Mother theory (would I be ok if I knew my wife, daughter or mother was treated this way) helps others to visualize in a different lens or context.
• Multiple, clear and confidential reporting channels are imperative. Allowing someone to report to their supervisor, a manager, an executive, the Safety Team or Human Resources is a best practice, with the Human Resources Department or other similarly designated individual to investigate and potentially work with legal resources is also a best practice.  That same resource should track complaints to consider patterns of behavior, repeat offenders or departments with high incident rates to address systemic issues. Anonymous reporting options should exist with a promise of no-retaliation to those who report or participate in an investigation. 
• Broader environmental factors such as safe, private restroom facilities, lactation spaces, PPE, etc. to provide tangible support and protect women from unnecessary embarrassment or vulnerability.

7. Career Development 

Having resources and pathways beyond basic employment is what helps all employees but more specifically it can help women enter, grow and stay in construction.  This helps women not only break into the field, but also builds confidence, skills and long-term careers. 

a. STAT CHECK!

• Over 90% of employees say access to learning and development makes them unlikely to quit, and 92% of employees say workplace training improvise their engagement, with 70% believing that these opportunities heavily influence their decision to stay. Devlin Peck Academy, Employee Training Statistics, Trends and Data in 2025, devlinpeck.com
• Companies that prioritize training enjoy 30% higher retention rates. MarketBiz, Aug 2025, Workplace Training and Development Statistics and Facts
• 59% of Millennials rank learning opportunities as highly important when choosing a job, with 76% of Gen Z learners seeking continuous learning as essential to career success. Jobera Employee Development Statistics, Trends and Facts, 2025.
• 56% of men reported having access to company-offered skills training, compared to only 42% of women. 73% of men were satisfied with their company’s learning opportunities, while just 55% of women shared that sentiment.  HR Dive, Learning Opportunities are Key for Retention, 2022.
• In 2024, women earned 85% of what men earned on an hourly basis across both full and part-time work, which is a slight improvement over the figure of 81% in 2023. Pew Research Center, Gender Pay Gap in the U.S., 2025.

b. Examples of career resource support could include: 

• Education & Training Support such as tuition assistance, paid apprenticeships, paid licenses and CEU credits.
• Career Development Pathways that are transparent promotion tracks show how to move from one role to another to experience additional opportunities and growth.
• Mentorship pairings of new females with experienced women allies in the field to network, seek advice and general camaraderie.
• Leadership training, job shadowing, or other rotations to broaden career options.
• Pay Equity Reviews to identify potential unjustified gaps through evaluation of data, job comparisons, and other legitimate factors (i.e. experience, education, performance) to ensure all employees are being paid fairly and consistently regardless of gender, race, or other protected characteristics, for doing the same or comparable work.
• Professional Organization support for membership, or internal women’s networking meetings and potential time away from normal work duties (i.e. MBI BuildHer program opportunities, National Association of Women in Construction, Tradeswomen, Inc., local trade unions, industry conferences and webinars, etc.)
• Visibility & Recognition of achievements in newsletters, awards programs or other public campaigns (i.e. annual Women in Construction week or MBI Construction Week).

8. Role Models & Mentors

This gets to the heart of how many women either thrive or leave the construction industry.  In male-dominated fields, role models and mentors can make a transformative difference in engagement, confidence and career growth.  It signals, “if she can succeed here, so can I” and provide proof of possibility, advocacy and support.

a. STAT CHECK!

• Employees who participate in mentoring programs have a 50% higher retention rate than those who don't. Mentorloop, Mentoring Statistics You Need to Know, 2025
• In STEM fields, having a female mentor improves retention and belonging, even when academic performances (like grades) isn’t affected. In one study, none of the engineering students with female mentors dropped out, compared to measurable dropouts among students with male mentors or no mentorship. Proceedings of the National Academy of Sciences, 2017
• 63% of women reported never having had a formal mentor, and yet 67% believed mentoring is highly important for advancing their careers. Development Dimensions International, A Global Study for Mentoring Women in the Workplace, 2024.

b. Examples of ways role models and mentors can support women include: 

• Breaking stereotypes that construction is only for men to be able to truly visualize, plan and support women in leadership, supervisory or skilled trade roles.
• Help outline and explain more clearly how to move through a career path to other roles or promotional opportunities.
• Can amplify women’s achievements, making them more visible in a field where women are often overlooked.
• Reduce self-doubt from constant questioning of their own skills (i.e. Imposter Syndrome) and normalize feelings or provide reassurance.
• Encouragement to stay when conditions get challenging and help navigating how to find help and support instead of exiting the industry.
• Open doors to professional networks, peer groups, women’s resources groups, unions and organizations.
• Creates a ripple affect of cultural change and normalizes women in the industry and may encourage more male allies.

9. Visbility Matters

Research across industries shows that representation in marketing, media and outreach has a powerful influence on whether women see themselves in a role.  For construction, where women are underrepresented, this is especially critical.  Again, when women see other women in these roles, it will more closely resonate with them as an aspirational viable opportunity, even if it breaks stereotypes.  While it may not be realistic to portray women in 50% of visible marketing and other outreach, it’s important to note that inclusive but realistic representation fosters trust and resonates with audiences.

a. STAT CHECK! 

• Only 27% of Americans believe women are accurately represented in advertising and that sentiment drops to 29% among women themselves.  Forbes, One Size Does Not Fit All, 2024
• About 25% of ads feature only men, but only 5% are women-only. Men have three times more speaking time, and 66% of women say they stop watching content that negatively stereotypes them.  Geena Davis Institute, Gender in Media, 2017

b. Examples of how to help in this area include: 

• Breaking the “men’s image” through marketing that shows women in construction careers and trades to normal women in these roles, on job sites and operating equipment. When clients, partners and the public see women in this vein, it enhances the impact and opens up perception to a more progressive and inclusive opportunity. 
• Storytelling power shares women’s personal career stories through testimonials, real photos and day-in-the-life images or videos to be more persuasive than generic ads since authenticity truly matters.
• Reaching the next generation by visiting middle and high schools, colleges, etc. to drive interest and recruitment in early stages.
• Outreach to other organizations, associations, community events, etc. to educate on the opportunities available in construction.

c. Stories/Case Studies 

• Idea 1: When Women Can See Themselves, They Apply 

A mid-size commercial contractor launches a hiring campaign for field roles. Their marketing shows only men: men in equipment, men pouring concrete, men running pre-task plans. Applications from women are almost nonexistent.

After a review, the HR manager notices a disconnect with national data: only 27 percent of Americans believe women are accurately represented in advertising, and women trust brands even less. The company realizes their own marketing reinforces the stereotype that construction is “a guy’s world.”

They shift their approach. They bring in a photographer to capture real images of their female employees. They highlight a female equipment operator on their homepage, feature a woman-led crew on jobsite banners, and create short video clips following two apprentices through a typical day. Nothing staged or glamorous, just honest representation.

Within months, they see an increase in female applicants and more women attending their career fairs. The shift isn’t magic. It’s alignment. When women see women, opportunity feels real instead of hypothetical.

• Idea 2: Storytelling That Cuts Through Stereotypes 

A general contractor struggles to communicate their culture to young women considering nontraditional careers. Their job descriptions are straightforward, but bland. Their website reads like every competitor. Their outreach materials highlight equipment, not people.

A superintendent suggests profiling two women on her team for a “Day in the Life” story. They film short, authentic clips: a project engineer explaining why she thrives in fast-paced environments; a welder describing how she went from feeling intimidated to feeling proud of her skillset; an apprentice laughing about how she learned to read drawings faster than her brother.

These stories are posted on social media and shared during school visits. Engagement spikes. Women comment, “I didn’t know this was even an option,” and “I could see myself doing that.”

The company discovers that storytelling isn’t fluff. It’s visibility. And visibility is often the first nudge that gets someone to consider a career in the trades.

• Idea 3: Reaching Future Talent Before Stereotypes Set In 

A regional contractor participates in career fairs at community colleges but rarely sees young women showing interest in their booth. Meanwhile, high-school counselors report that many girls don’t consider construction because they assume it’s “not for them.”

The company adjusts its strategy. Instead of focusing only on post-secondary events, they partner with three middle schools and two high schools for early outreach. They send a mixed-gender crew to talk about career pathways, income potential, and growth opportunities. A female operator brings a small simulator so students can try the equipment.

Teachers report that several girls started asking follow-up questions about apprenticeships, and counselors request additional sessions. By the next year, the contractor sees more women attending their apprenticeship information night.

The change is simple: show up earlier, show up consistently, and show up with women. Early exposure plants seeds that break down stereotypes before they solidify.

10. Empower Every Voice 

Cultural change doesn’t happen by just hiring women; it happens when men actively listen, respect and make space for their voices.  Sometimes we don’t recognize how much our behaviors and assumptions shape the environment where women or other minorities in particular settings aren’t encouraged to provide input and makes it difficult to normalize their presence. 

a. STAT CHECK! 

• In mixed-gender meetings, many women felt ignored, disregarded or spoken over, and when they do speak, their ideas may only gain attention when repeated by a man. It was also noted that women often self-censor due to societal norms, worrying about appearing “aggressive,” or not respecting authority.  Harvard Business Review, 2014

b. Here are a few ways to relay this message effectively: 

• Ensure inclusive input or a variety of input during meetings. If you notice women aren’t speaking up, just as you would with anyone else, consider soliciting their feedback and make them feel welcome in doing so.  A team that only functions with the same people participating over and over isn’t inclusive and may not be well rounded to make us safer, projects more successful and the industry stronger.
• Model inclusive behavior when it comes to contributions from women. In construction, crews take cues from supervisors and foremen. If a male leader interrupts women, dismisses their input, or overlooks them in meetings, it signals to the team that this behavior is acceptable. Conversely, when male leaders model active listening, respect, and inclusion, it creates a ripple effect, reinforcing that women’s contributions matter and should be taken seriously.
• Help manage the tone of conversations where the pitch, attitude or mood of voices doesn’t match the verbiage, affects the overall perception or derails a professional engagement.
• When its appropriate, remind others that by creating a respectful, inclusive environment, they’re helping to build a stronger industry for their daughters, nieces and future generations.
• Help women find their voice through other ideas mentioned above, such as mentorship, professional development opportunities, and 1:1 feedback. Note that some women are fearful that they’ll sound aggressive, disrespectful or self-righteous when simply noting their experiences or basic feedback and observations. 

c. Stories/Case Studies: 

• Idea 1: Addressing the "Echo Chamber" in Safety Meetings

In the weekly safety brief, "Maya," a safety technician, suggests a procedural change to improve material staging efficiency, citing concerns about traffic flow. Her suggestion is quickly dismissed or overlooked by the foreman. Five minutes later, a male superintendent, "John," makes the exact same suggestion, and the foreman immediately praises the idea and agrees to implement it. Maya feels disregarded and stops offering input, reinforcing the difficulty of normalizing her presence.

The Project Manager recognizes the pattern of Maya being overlooked. The company mandates a practice where foremen and supervisors must model inclusive behavior by actively listening and ensuring all input is solicited and acknowledged. During the next meeting, when Maya speaks, the supervisor explicitly repeats her point, attributes the idea directly to her, and asks follow-up questions to ensure the team hears and respects her contribution.

Maya begins to feel welcomed and respected, and the company benefits from a crucial safety improvement.

• Idea 2: Overcoming Self-Censorship through Coaching and Mentorship

"Sarah," a high-potential superintendent-in-training, consistently excels in her work but remains silent in executive strategy meetings. In a 1:1 conversation, she reveals to her mentor that she has excellent ideas but is fearful that if she speaks up strongly, she’ll sound aggressive, disrespectful, or self-righteous, based on previous negative experiences.

Sarah’s mentor (who could be an experienced woman ally or a male ally) provides specific coaching on professional communication techniques. They also work with Sarah on finding her voice through mentorship, professional development opportunities, and 1:1 feedback. The mentor also commits to advocating for Sarah's work and ensuring senior management is aware of her perspective, opening doors to professional networks.

Sarah gains the confidence and tools necessary to articulate her ideas without fear. By being coached on how to navigate the tone of conversations, she successfully presents a crucial plan change at the next meeting. This success validates the need to help women find their voice and reinforces the positive impact of mentorship on confidence and career growth.

• Idea 3: The Foreman's Choice - Creating Cultural Change on the Crew 

On a crew, an experienced laborer, "Frank," frequently uses joking comments about a female crane operator's abilities, questioning her input and skill level in a dismissive tone. This behavior signals to the rest of the crew that dismissing women’s input is acceptable.

The foreman, "Mike," recognizes that interrupting women, dismissing their input, or overlooking them in meetings signals acceptance of inappropriate behavior. Mike moves beyond a general "harassment-free policy" and actively intervenes, pulling Frank aside to address the behavior. Mike models active listening and respect, reminding the entire crew that creating a respectful, inclusive environment helps build a stronger industry for their daughters, nieces, and future generations.

The crew takes cues from Mike, and the negative, sexist language is halted. The operator’s contributions are taken seriously, increasing team safety and collaboration. This demonstrates that cultural change is driven by male allies actively listening, respecting, and making space for women’s voices.