FILL THE SKILLS GAP
WITH DIVERSITY Diana Chrouch Chairs the Diversity and Inclusion Committee for the Worshipful Company of Constructors
T HAS A ‘BUSINESS AS USUAL’ APPROACH TOWARDS DIVERSITY AND INCLUSION LED TO BOX TICKING EXERCISES?
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he skills gap in the construction industry is a burning imperative that the sector has faced for a number of years. This shows no sign of being resolved, with the CIOB estimating that the industry will need to find 157,000 new recruits by 2021 to keep up with current projects. More alarmingly, specialist recruiter Randstad put the figure much higher by calculating that it would take an extra million construction workers by 2020 if the country is to build the necessary 300,000 homes per year needed to cope with demand. Throughout this looming crisis, countless well-crafted articles and evidence-based reports have been published setting out a strong business case for filling the skills gap through greater diversity and inclusion. Yet here we are in 2019, still wondering why, if there is evidence that there would be a huge benefit to attracting and retaining workers from a wider talent pool, the levels of diversity across many parts of the industry remain disappointing. At the last count, the Office for National Statistics reported that Women make up only 14% of workers in the
sector, whilst only 7.4% are black, Asian and Minority Ethnic (BAME). Accurate global figures for disabled and LGBT + people are more difficult to find, but there are plenty of clues that these groups face major issues too. A confidential survey by Construction News and the Architects Journal reports that only 1 in 7 workers who identify as gay would be uncomfortable letting their colleagues know their sexuality for fear of harassment and abuse. Whilst the picture for disabled workers is also sketchy with low adoption rates of supportive good practice to enable their successful recruitment. Future proofing To turn things around and to begin to future proof the industry there is a clear need for a root and branch paradigm shift to effect major and sustainable change. In fact, a ‘business as usual’ approach towards diversity and inclusion has led to box ticking exercises like the widespread creation of ineffective diversity policies, and only the lightest of toe dipping into deeply entrenched cultures through unconscious bias training. Furthermore, the perpetuation of “who you know” recruiting that pervades too many areas of the sector appears to pay only lip service to diversity and inclusion. Continuing in this way can only lead to further skills issues as an ageing population and the limiting impact of Brexit on EU workers continues to challenge the sector. It doesn’t have to be this way The good news is that it does not have to be this way. Since women make up approximately 47% of the UK workforce, it makes sense for the construction
