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Why Women Are Leaving the Construction Industry — EC&M On Air Highlights

⏱️ 4:28 🎤 Ellen Parson
AUDIO EPISODE
Why Women Are Leaving the Construction Industry — EC&M On Air Highlights
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Chapters

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  • 0:00
    Sponsor Message
    The episode begins with a sponsor message from IEM, highlighting their custom manufacturing capabilities for electrical equipment.
  • 0:30
    Episode Introduction
    Ellen Parson introduces the EC&M On Air podcast and today's topic: why women are leaving the construction industry.
  • 1:11
    Research Overview
    The discussion covers a report by the National Center for Construction Education and Research and Ambition Theory titled 'Building Better: Rethinking Leadership in Construction'.
  • 2:08
    Poor Leadership Impact
    A significant statistic reveals that 68% of women in construction cite poor leadership as a reason for leaving the industry.
  • 2:34
    Growth Opportunity Gap
    Despite 87% of women desiring growth opportunities, only 47% find their companies offer relevant leadership programs.
  • 2:50
    Professional Invalidation
    Many women report being mistaken for junior positions, having their judgment questioned, and being interrupted more often than others.
  • 3:38
    Sponsorship Effectiveness
    The segment concludes by noting that only 30% of women participate in sponsorship programs, yet those with sponsors report higher career satisfaction.
  • 4:12
    Conclusion & Call to Action
    Ellen encourages listeners to visit the website for the full report and subscribe to the podcast for future episodes.

Speakers

E
Ellen Parson
Host — editor in chief of ECM

Key Takeaways

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Prioritize leadership training that addresses common challenges faced by women, as 68% identify poor leadership as a reason for leaving.

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Develop and promote tailored growth opportunities and leadership programs; 87% of women desire growth, but less than half find relevant programs.

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Foster an inclusive environment where women's expertise is respected, as 75% report their judgment being questioned and 70% are mistaken for junior roles.

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Implement effective sponsorship programs, given that 30% of women participate, and those with sponsors are more satisfied with their careers.

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Actively solicit feedback on existing employee resource groups and leadership initiatives to ensure they are genuinely effective for career advancement.

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