Jennifer Wilkerson on Recommendations to Support Tradeswomen

Author(s): Scott Douglas Jacobsen

Publication (Outlet/Website): The Good Men Project

Publication Date (yyyy/mm/dd): 2024/09/28

A publication was recently released by the National Center for Construction Education and Research (NCCER), “In Her Own Words: A Call to Action From the Field.” The focus is actionable recommendations to support the recruitment and retention of women in the construction industry. 

Jennifer Wilkerson is the Vice President of Innovation and Advancement at the National Center for Construction Education and Research (NCCER).  Her background includes teaching high school English for 13 years and serving as the acting business manager for six years at the welding and fabrication company she and her husband founded and own.

In her current role at NCCER, Jennifer oversees the innovation process within the organization to identify and implement strategies, opportunities and technologies that support the mission of NCCER. In addition, the test development, research, video, and customer support and engagement departments report to her. 

She has been with NCCER for over 14 years where she began as a project manager overseeing the development and revision of curricula and assessments. From there she moved into the marketing department as the director where she helped cultivate a successful marketing team who won numerous awards and enhanced NCCER’s brand and presence in the construction and maintenance marketplace. She also oversaw the Build Your Future initiative that generated a renewed interest in recruitment and image enhancement for the industry.

Jennifer actively presents about workforce development issues and resources, construction career pathways, industry-education partnerships, women in construction, and recruitment into the construction and maintenance industries. 

She holds degrees in English Education and Business Administration.

Scott Douglas Jacobsen: So, first of all, why the focus on construction?

Jennifer Wilkerson: I work for the National Center for Construction Education and Research, a 501(c)(3) nonprofit education foundation. My husband is in construction, and I worked with him.

I taught high school for 13 years and helped him manage our welding business. When I found the National Center for Construction Education and Research, it was a great blend of my husband’s career and my own. I’ve been working at this education foundation for 15 years now.

Jacobsen: What issues do people in construction face?  I have worked in this industry and understand some challenges.

Wilkerson: As an industry overall, our biggest issue is a serious workforce shortage. This has been a persistent issue for years. Many people left the industry during the Great Recession in 2009–2010, and we saw the same happen during COVID-19. At the same time, these mega projects, like data centers and initiatives driven by the Chip Infrastructure Act, increase the demand for construction work. However, the attrition rate in the industry is alarming — for every five people leaving, only one is entering.

Some factors affecting individuals working in the industry include travel and working outdoors. Unfortunately, we have not done a good job of telling our story as an industry. Many people don’t know what to expect when entering the construction field. As an education foundation, one of our key roles is reaching out to high and middle schools to ensure young people understand what it means to work in the skilled trades, particularly construction.

Often, individuals enter the industry with certain expectations and realize later that the reality is different. For instance, my husband has hired welders who didn’t realize how hot it would be on the job. It’s welding so that it will be hot, but some people are unprepared for that reality.

Travel is another challenge. Someone not working for a company with a steady local presence may need to travel. Large construction companies often have projects in multiple states — I’ve spoken with people managing projects across 39 states. When one project ends, another begins, which can still create anxiety about job security. However, with the current high worker demand, there’s less worry about where the next job will come from.

Recently, we’ve also focused on mental health in the construction industry, a positive development. I’m proud to see a growing effort to address this. The Associated Builders and Contractors coined the term “Total Human Health,” which goes beyond physical safety to mental health. The Bechtel Foundation has committed $7.5 million to support initiatives like suicide prevention and mental health in general. Given the travel, time away from family, and unhealthy eating habits that can come with this career, mental health is a vital concern.

And so, one of the things our industry is trying to do is focus on how we can help people, knowing that this is part of being in our industry. 

Jacobsen: What issues specifically and mostly affect women in construction?

So, it’s interesting. Number one, and this is no secret, even though there are 8 million people in the construction industry, only 4% are women in the trades. That percentage increases to about 11 or 12% if you include women in office roles.

Suppose you’re talking about engineers, project managers, architects, or anyone in an office setting, whether they are executives or otherwise. In that case, the numbers are a bit higher. However, as for the trades, a couple of factors are at play. First, women haven’t traditionally been part of this male-dominated industry. Young women don’t grow up thinking, “I’m going to go into construction,” even though many girls love building things.

They enjoy playing with Legos, like creating things and have that mindset, but they need to be told about construction as a career option. Interestingly enough, I read a study in which researchers took a small group of 100 elementary school children and asked them what careers they were interested in. None of the girls picked construction. When the researchers asked the girls why they didn’t choose construction, they said, “Oh, I’m not strong enough. It’s not for girls.”

So, there’s this huge misconception, especially in today’s world of technology, where many jobs in construction don’t require brute strength anymore. Yet, many women and families still hold that perception.

First, we need help combating these misconceptions. Second, when women enter the field, they are often concerned about the same things all women are concerned about: child care, working on male-dominated sites with very few women, and wondering, “Am I the first woman to break into this company? How is this going to work for me?”

Our industry is making strides in this area. We spent about 8 or 9 months conducting research. We spoke to 176 women working in the construction industry and their managers. We wanted to learn two things: What unique abilities and qualities do women bring to project sites? Second, what must we change as an industry to recruit more women?

We received fantastic responses. Interestingly, one of the unique qualities the women and their managers identified is that women are very team-oriented. Women have a natural ability to encourage those around them, and they want to do that. Sometimes, men, though not a bad thing, get focused on their careers and individual performance, while women tend to want everyone to succeed.

The Construction Industry Institute conducted a survey a few years ago with 2,700 respondents. About 5% of the respondents were women, and the rest were men. At some point in the survey, men were asked to rate themselves on productivity, safety, quality, and absenteeism. The men with at least one woman on their crew rated themselves higher in these areas.

After further investigation, it turned out that women’s positive attitude and team-oriented nature contributed to the crew’s overall improvement. Another interesting thing women bring to the job is that they are very good at following prescribed design and engineering plans. This was noted across the board.

I always give the example of my husband and me getting something that requires assembly. I want to read the directions. I want to make sure everything is clear. I want to know how to do it properly. He’s the opposite — ”Oh, I can put it together; I don’t need the instructions.” It’s very natural. We don’t have the brute strength that men do, so we make up for it in other ways: by following instructions, paying attention to detail, and ensuring safety.

I think, “Let me follow this engineering plan. Let me make sure I’m doing it correctly. Let me make sure I’m using the right tools safely.” It was interesting to find that women brought attention to detail, focus, and precision to the job, and it wasn’t surprising to see that reflected in our findings.

Of course, women are also concerned about discrimination and sexual harassment. We talked a lot, and they shared suggestions on how to avoid bias, even based on someone’s name. Interestingly enough, one woman shared her experience — and others in the group echoed it. She said, “I applied for a job under my name, Christine, and didn’t get a callback. I changed it to Chris, keeping everything else the same, and I got a callback.”

One of the things we’ve emphasized in our research is making sure that recruiters and HR departments are aware of these biases. People are not doing it intentionally. Still, since it’s a male-dominated industry, there needs to be more clarity about what women can or cannot do. The woman we spoke to clarified: “Give me the chance; let me prove myself.”

Another thing women should have expected was the amount of training involved. Training is crucial for anyone in the industry, especially those not exposed to the trades. Many women we spoke to, particularly those in companies with strong training programs, expressed loyalty to their employers and pride in their achievements. Some said they didn’t think they’d be able to advance, but training helped them move forward in their careers.

However, 57% of the interviewed women had never had a woman supervisor. They had never seen a female foreman, superintendent, or project manager on a job site. And, like anyone, why would you stay in that industry if you don’t see the possibility of advancing your career?

We’ve discussed this with companies and contractors. It’s important to identify women early on, mentor and sponsor them, and give them opportunities for advancement. 63% of women surveyed said they wanted management positions but didn’t see a path forward without role models.

It’s the classic “If I can’t see it, I can’t achieve it” issue. If women don’t see other women in leadership positions, they don’t feel they can reach those positions themselves. This is a concern that needs to be addressed.

Jacobsen: You mentioned accommodating mothers — how important is that in this industry?

Wilkerson: Obviously, women are still the primary caregivers. Reports have shown that this hasn’t changed much, whether it’s caring for children or elderly parents. Some interesting suggestions came from our discussions with women in industrial projects, especially large ones. For example, one suggestion was to provide parent parking. At first, it was a small, odd request, but it’s quite important.

They explained that they could finish work in time to pick up their kids, but they couldn’t make it on time because it takes an hour to leave the project site. When I mentioned this to contractors, they responded, “Oh, yes, we can do that. That’s not a big deal.” It’s a small change but one that makes a big difference.

Another issue that came up was PTO (paid time off). You may have experienced this yourself — PTO needs to be consistent. You can’t give paid time off to people in the office but not to those in the field. This was a huge complaint and a significant source of frustration. Some progressive companies we spoke with said, “Of course, we provide PTO.” However, the majority do not offer it to field workers.

45% of the women we interviewed said they were uncomfortable asking for time off to care for their children. They said, “I don’t ask for time off for myself, but I’m scared to even ask for time off for my kids.” This creates a culture of resentment between the office staff and field workers.

I hadn’t thought about this much. My husband and I run a welding fabrication shop, and we offer paid time off. It never occurred to us not to do that, but many companies don’t. Consistent policies are essential because how can any parent, especially a single parent, take care of their children if they’re scared to ask for time off to attend a game or event?

This is a significant issue, and once we explained it to the companies, they started to see the problem. I don’t know why they didn’t realize it before, but addressing this conflict between office and field employees is crucial.

Another suggestion that seemed commonsensical was, why does everyone have to start work at the same time and finish at the same time? This could be a source of conflict, but it also presents an opportunity for improvement, especially during certain seasons. For those working outdoors in extreme conditions — mud, ice, heat waves — it makes sense to have flexible hours.

Some said, “I can come in extra early, but I can’t stay late.” Others said, “I can come in later, but I can stay much later.” Introducing shift work is one of the proposals we’ve put forward in our industry. Many projects run around the clock because there’s so much to do, but why does everyone have to start at 6 or 7 in the morning and work 50 to 60 hours a week with the same schedule? The site isn’t going anywhere — it’s construction. We have lighting systems that can make the work possible at any time of the day.

Jacobsen: That’s a great point. These simple changes could make a big difference for employees, especially women. At some point, it could be challenging if you’re in a highly built-area with many residential homes. You might get complaints from locals about light pollution, and there could even be a fee from the local council.

Wilkerson: That’s true. 

Jacobsen: It is true, but it does make sense. If you think about it, you’d get better productivity. You could have one group working from 3 p.m. to 11 p.m. and another from 7 a.m. onward. Your entire day would be covered by people working on the project site. That was an interesting idea.

I remember a recent project I did at a horse farm for about 27 months. I was working seven days a week. Some days were 14 hours; others were shorter. Yet, they provided flexibility regarding when I could come in. If you’re shovelling horse poop and putting fresh shavings in 20, 30, and sometimes even 60 stalls, which is a lot, you need to get it done during the day. You don’t always need to do it in the middle of the day. That flexibility is highly appealing, especially for people with commitments, like single parents or those caring for a sick parent. Flexibility like that could be a huge draw. That leads to another question. Why are women leaving? Why is retention for women more of an issue than for men?

Wilkerson: You never want to use the word “accommodations” because it makes it sound like we’re asking for special treatment, but we’re not. In reality, women often carry more of the burden regarding childcare and other responsibilities. Sometimes, women leave because they don’t see the companies they work for making efforts to work with them. They don’t see that support happening.

It’s more likely that a man will say, “I’ll stick it out. I’ll do it. I’ll suck it up.” But women can only sometimes do that. And this also applies to single fathers — if they’re raising children independently, they would feel the same way. However, we see this issue more often with women.

Another thing that doesn’t appeal to women is the experience on job sites, such as using a port-a-potty daily. When I talk to contractors about this, they say, “We put a lock on it, we even painted it—seriously, we thought that was enough.”

And I say, “Are you kidding me? Let me explain it to you.” I tell them, “Once a month, women have something they need to carry to the restroom multiple times a day. Where are they supposed to put it down in the porta potty? What are they supposed to do?” Then they start realizing, “Oh, I thought it was just about locking the door.” They seriously hadn’t considered why women asked for different job site facilities.

Jacobsen: Those are two separate points as well. First, the comfort level of using a porta potty on a construction site, especially regarding sanitation, is an issue. The second point relates to the different social dynamics, like the type of humour on a construction site compared to the office. The humour on a site tends to be much more vulgar.

Wilkerson:  Yes.

Jacobsen: So, for individuals who aren’t used to it, the experience can be jarring. And that monthly cleanliness issue we discussed becomes part of that humour, whether or not it’s addressed in their presence. This affects the social dynamics and can also impact retention.

Wilkerson: I agree with you. I was impressed by one particular contractor — I won’t mention any names — who had strict policies regarding sexual harassment and discrimination. They posted these policies on the project sites, had them on their website, and included them in the tool talks in the morning. They made it part of the daily routine. In one instance, something happened, and the company shut down the job site for five days. They told everyone, “You’re not getting paid. Everyone’s going home until we figure out what happened here.”

If more companies took that stand, we could prevent many issues. As you said, some people think it’s just jokes or humour, but others perceive it differently. We need to train people to understand that.

In many cases, they don’t know better. If no women have ever been on the project site, it’s just “boys’ locker room talk.” They don’t realize they wouldn’t speak that way around their wives or daughters. They don’t make the connection.

Jacobsen: Yes. That reminds me of my experience during basic training in the Canadian military earlier this year. Their policies on sexual harassment were implemented in subtle ways, to their credit. They’ve had failings, and I’ve reported on that, but subtle things came up. For instance, if your uniform was out of order — like a loose button or an unzipped fly — you might have to do 25 push-ups.

If someone had four buttons open, that could be 100 push-ups on top of everything else during basic training. However, if they needed to correct something on your uniform without punishment, they would always ask, “May I touch you?” This was consistently applied throughout my entire platoon during training. They also held classroom discussions on sexual harassment — what it is and what it isn’t — which were very structured, as you’d expect in the military.

I suspect similar measures could be implemented on worksites.

Wilkerson: Exactly. That’s why we’ve suggested incorporating it into the tool talk in the morning. You don’t want to remind people constantly, but eventually, it becomes second nature. It should be part of the culture, just like safety.

I spoke with an ironworker, a woman, a couple of years ago, and we discussed this issue. She said, “What people don’t realize is that if you’ve said something to me that bothers me or I take offence to, and then I’m 50 stories in the air with you, tying off on a beam, I’m worried that you’re looking at my butt.” It creates a distraction and makes the work environment feel unsafe.

I’m worried, and that causes safety issues. That is part of safety. That’s why we suggest making it part of the safety talks. For everyone to be safe mentally and physically, we need to be aware of what we’re saying, what we’re doing, and how we’re making people feel. That’s a huge issue, especially when working 50 or 100 feet in the air.

Jacobsen: There are many construction sites that, on paper, agree with all the safety guidelines. Still, in practice, some people drink on-site, smoke marijuana on-site, or work under the influence of substances without considering the impacts on others. Even if you ignore ethical and legal guidelines regarding safety and health, at the very least, they are putting themselves at risk.

Wilkerson: I’ve seen this too. It’s not uncommon. 

Jacobsen: I’ve witnessed individuals who, through carelessness, sustained severe injuries. For example, while I was working for a concrete form company, we had someone fall off a roof and barely miss the concrete forms. These heavy steel structures hold foundations in place before removing them and taking the wood down.

He landed on a soft, crushed rock, but he partially broke his back and walked with a limp afterward. He was a French Quebecois; that injury happened over a decade before I met him. That kind of injury lasts a lifetime.

Wilkerson: Exactly. We have to take these things into account. 

Jacobsen: I had ACL surgery from a sports injury, so I have to remember that my knee doesn’t have the same structural integrity as most other people’s. The surrounding muscles have to compensate. While working on a farm, I had two back injuries. Thankfully, I received financial support for time off and medical help. Still, these are the kinds of concerns that come with physically demanding environments. These are extraordinarily tough environments.

Wilkerson: Yes. 

Jacobsen: Reflecting on your earlier points, I realize this needs to be expressed honestly in high and middle schools. The physical risks and rewards need to be communicated clearly. It can also be a very fulfilling job. If you’re with the right crew — people who care for one another — and, as you noted, a woman on the crew can often contribute to that team-building and uplifting environment. Whether she’s a fellow crew member or in a leadership role, this holds.

Based on the evidence, how can we best express a more modern work environment with greater gender parity? How can we use the social and cultural strengths of both men and women on these sites to ensure projects are completed on time while following instructions to the letter?

Wilkerson: The companies doing the best job are the ones where it could be more top-down.

Someone can sit in the C-suite and say whatever they want. As you mentioned earlier, it’s on paper. They believe in it, but if they don’t have their frontline managers bought into that vision, it won’t work. They need to train those managers — specifically for construction.

Here’s the reality: 51% of our population is women. We’re facing a shortage: We need 1.5 million people in this industry over the next year and a half to two years. Where are we going to find them? If we don’t start opening up to minorities and women, we won’t be able to meet the demand. Owners are already seeing project delays, schedule delays, and other challenges. The only way forward is for us as an industry to embrace the need for diversity.

We’ve talked to many people, especially at larger companies, and they’re doing a good job. There’s always room for improvement, but I see the breakdown when companies aren’t training their supervisors, superintendents, and assistant superintendents.

You can talk all day in the office about your commitment to diversity and uplifting everyone. But it will only happen once you go down and train the people on the front lines, ensuring that this commitment is ingrained in them and holding them accountable. That’s absolutely what has to happen.

Jacobsen: Do you think having honest conversations with younger people about the rough nature of the job — let them know that this is a viable career option but comes with challenges — is essential? If you’re in the field, you’re working in all seasons. If you’re in Arizona, you will deal with very hot and dry weather. It might be windier and colder if you’re in Seattle, Washington.

Wilkerson: Yes, exactly. There’s always a trade-off. Some careers work better for certain people. It’s about finding the right fit. What we tell young people is that there are lots of options. For those who don’t want to sit in an office all day, don’t want to be confined by four walls, and want something different every day, construction can offer those benefits. But like any job, there are trade-offs.

We hear young people say, “I want to be a doctor; I want to do this.” But do they understand the hours and responsibilities of those jobs? Every career has trade-offs. We try to highlight the benefits.

There’s great camaraderie in construction. People make lifelong friends. You’re giving back to the community by building hospitals, schools, and stadiums — cool stuff you can drive by and say with pride, “I helped build that.” But, again, there are trade-offs.

Jacobsen: That makes sense. It’s about balancing expectations.

Wilkerson: Exactly. I was pleased to hear from some of the women we interviewed. They came from all different backgrounds, and many were proud to share their accomplishments with their children. One woman said, “I want my kids to know what I do.” Some of them mentioned that, in the past, they didn’t want their children to know what their job was, but now they feel a real sense of pride in their work.

But now, I feel proud of it. I get to say, “Mom’s over there working on this,” or “We’re building this.” Again, there are trade-offs. You must be honest with young people because otherwise, you bring in many people who will leave within the first 90 days. It won’t last.

With the career and technical education programs we work within high schools and community colleges, we say:

1. Make it realistic.
2. Don’t have it all in the lab.
3. Don’t let them sit there without knowing what working in different environments will be like.

They need to know that. They need to be able to make an informed choice because they want to make that choice.

Jacobsen: Yes. I remember working on a farm where I lived on-site. I had to walk out into two feet of snow, haul myself onto a tractor, and clear a path to start on the stalls early. That comes with the job. I didn’t know how to drive a tractor or work with horses. I had no experience. Surprisingly, I didn’t get injured by the horses, but I did get injured working with them through overwork — partly my fault.

So, if we implement these changes, is there any data showing reductions in prejudice on the worksite or injuries and deaths? Or, perhaps, reductions in suicides related to worksite stress, as you mentioned earlier?

Wilkerson: Yes. Specifically for women, we’ve put out an implementation guide based on a research project we conducted. We’re now preparing to work with a few contractors to do specific case studies so we can gather more data. Unfortunately, we don’t have much data yet.

In general, fatalities have decreased across the industry as safety measures have improved. Contractors look at recordable incident rates, and clients like Google, ExxonMobil, or Dow want to know a contractor’s recordable incident rate before awarding them a job. Contractors with high accident rates are not getting the jobs they used to because this has become a key factor in construction project bids, especially in the large commercial and industrial sectors where we primarily work.

You won’t win the work if you have a poor recordable incident rate. It’s one of the required metrics in a proposal. So, we’ve seen fatalities decrease over time, but as I mentioned earlier, we’re concerned about the rising suicide rates. That’s why mental health has become a significant focus for us.

As I mentioned, the Bechtel Foundation has provided funds and started working with the American Suicide Foundation. They brought them in to be a part of the initiative to ask, “In five years, how do we dramatically reduce the suicide rates in the construction industry?” Because, as you said, you don’t always know what’s happening — it could be that night, before they come to work, or at any time. There’s a significant concern in our industry because of the stress involved. You’re travelling; you’re away from your family.

We know there’s drug abuse and alcohol abuse, especially when you’re travelling and don’t have your normal support network. Unfortunately, the construction industry has the second-highest suicide rate among all industries. That’s why progressive companies are adopting mental health awareness as part of their safety plans.

Jacobsen: Mental health is becoming an essential component of safety.

Wilkerson: Exactly. I’ve heard companies talk about treating workers like industrial athletes. They’re teaching their employees who travel for them what to eat on the road, how to maintain good sleep habits, why they shouldn’t drink energy drinks during hot weather, and what they should do instead. It will take a while, but I see companies stepping up and committing to this, so I have hope for the future.

Jacobsen: One thing I don’t agree with is turning this into political currency. I’m sure you’ve read arguments or seen individuals or organizations claim, “Men take most of the dangerous jobs.” While that’s factual, it’s the wrong frame. The appropriate response is to ask, “How do we reduce mortality and injury rates in these dangerous jobs while increasing gender parity?” That’s a much healthier orientation. It shifts the focus to improving conditions rather than objectifying people or using their work as political talking points.

Wilkerson: Exactly. Political objectification of people — especially those working in tough jobs — is highly inappropriate and insensitive.

Jacobsen: It’s about finding solutions, not using people as leverage.

Wilkerson: Larger companies are already making strides. Safety has become a top priority. Safety is integrated into every chapter in our curriculum, whether we’re teaching welding, carpentry, or pipe fitting. The industry has done a great job moving the needle on safety, at least with our companies.

Jacobsen: Suppose you’re safety-oriented and consider all safety aspects, including mental health and overall well-being. In that case, you can make a real impact. Even simple things matter. I remember working on a site as a teenager, and I got the worst heat stroke I’ve ever had. I’m very fair-skinned, and my entire face blistered — I was bedridden. Something as simple as having sunscreen and staying hydrated with electrolytes could have prevented that.

Wilkerson: Yes, those small measures can make a significant difference.

Jacobsen: Yep. No one was drinking anything on that site or encouraging it. In fact, on a personal note, I’ve written about this — my father is an alcohol misuser, and that was the only liquid available on that site. I didn’t partake, but that’s part of the culture, probably still prevalent, especially from the ’90s. It will take time to change, but it can change, and it’s for the better health of the men and women doing these extraordinarily difficult yet crucial foundational jobs for any infrastructure project.

Wilkerson: Absolutely. Yes, drug and alcohol testing has become a big focus. Contractors we talk to say, “Are you willing to train people?” We ask, “What type of person do you want us to help recruit? What are your requirements?” And they always say, “They need to pass a drug and alcohol test.” If someone can pass that and is committed to staying clean, they can be trained for any skilled trade they want. But they must understand that they’ll have to pass these tests regularly.

I visited the Kentucky Welding Institute, an amazing training facility. The people in their programs do urine, hair follicles, and blood tests. They tell students, “Get used to it. You will be tested regularly.” Even in school, they do random tests to prepare them because the employers hiring from that program require clean drug and alcohol tests at any time.

Jacobsen: Yep. That’s entirely fair. If it’s your time, that’s fine — it’s your life. But you can’t be under the influence when you’re being paid for a job and working an 8- or 16-hour shift. It’s irresponsible, not only to yourself but also to your employer, who trusts you with their finances and project.

Wilkerson: Yes, and to your colleagues. As you said earlier, you’re putting others in danger if you’re impaired because you can’t make sound decisions when you’re in the air or doing high-risk tasks. I was impressed with the program. They tell students, “We won’t help you get hired if you can’t pass these tests. If you can’t do it now, you won’t be able to do it later.”

Jacobsen: I have cousins and uncles who’ve spent their entire careers in construction. Once this gets published, I’ll send it to them for their review.

Wilkerson: There you go!

Jacobsen: I had a last question, but we’ve covered it six ways. I probably talked too much — there’s much you can sift through.

Wilkerson: No worries. What’s the last question?

Jacobsen: How can we retain people in this extremely hard field, specifically women?

Wilkerson: Listen to what we’re talking about here. We need to make changes. We retain people by making every project site a project of choice. We need to think about the people working for us — whether it’s the facilities, the break areas, or what they’re doing during the day. How are we helping them?

These are skilled professionals who build incredible things. We cannot treat them like, “I need you for this project, and it’s going to be an 18-month job.” We need to treat them as human beings, and we want to stay in this industry. I see some companies committed to this — making their project sites ones people want to visit.

We need to think about what that means. You mentioned hydration — what else do we need to provide? What tools, education, drinks, food? What are we doing for them? Contractors must ask themselves, “Would I want my daughter, wife, or son to come here and work daily?” Is this an environment that encourages people to want to come back every day? They must take a hard look and evaluate if the answer is no. Talk to your people.

The interviewed women said, “Come and ask us — we’re happy to tell you what’s working and what’s not.” Contractors need to get out of their offices and find out what the people on the ground need to do their jobs and what makes them want to stay on a project site they enjoy coming to.

Not like the project where you got sunburned and thought, “Holy cow, this is crazy.” We need to get out of our offices and have people out there who are the voices of those in the field. Years ago, people referred to workers as “hands” — how many hands do we have on-site? No. They’re not just hands; they’re people.

The solution to this problem and how to retain workers is to ask yourself, “Would I want my kids, my spouse, or my significant other on this project site? Would they be comfortable here?” Listen, my husband’s been to sites where he said, “Absolutely, I’d be fine with our girls being here.” But he’s also been to other sites where he said, “Not on your life.”

Jacobsen: That’s a stark contrast.

Wilkerson: It is. And here’s the thing — both of our daughters are in construction. Both of them. Not everything is perfect, but they’ve said, “You know what?” My younger daughter, 22 and in construction management, told me, “I can honestly say the team I work with has my back. They treat me like I’m their sister.” However, the reason is that the company’s owner accepts nothing less.

She’s been on project sites with teams that weren’t like that, but when she works with a team that treats her like a sister; she says, “That’s where I want to be.” They have her back, and she feels good about it.

Jacobsen: And the biggest benefit for companies regarding retention is longevity. You’ll have a healthier, longer-lasting career for many people. Even if they’re working for the summer, you might attract them back for a long-term career.

Wilkerson: Exactly. They’ll want to return if you create a welcoming, supportive environment.

Yes. In the past — and you’ve probably experienced this — a lot has changed in the industry. Contractors used to think only about the current project: “I need people for this project right now.” But there’s the short game and the long game. The long game is that if you’re doing what you’re supposed to do now, you won’t be worried about hiring for the next project.

Jacobsen: Exactly.

Wilkerson: I always ask, “What’s your short game?” You want qualified people for the next three projects, but what will you do after that? Are you going out of business? Don’t you need people for the long term?

Another thing is that the United States has an enormous number of infrastructure projects that either need to be done or require repair and updates, now and especially in the coming years. America has always been a country of big infrastructure projects.

Jacobsen: Yes, I noticed that. After doing most of my basic training in Canada earlier this year, I took a trip to the U.S. I went from New York to Boston, DC, Atlanta, New Orleans, Chicago, LA, and Seattle. The first thing that impressed me, especially in New York, was the massive infrastructure projects the U.S. has undertaken throughout its history. Many of those will need repair or updating in the coming decades.

Wilkerson: Yes, there’s a lot of job and career opportunities. But we have to treat our people right. It’s a lot to manage. I’ve probably kept you way too long.  There’s so much information here; I don’t know how you will decipher it all! 

Jacobsen: I want to say thank you very much for your extended time today. This conversation has been incredibly crucial — not just for women in the industry but for the health of the entire industry.

Wilkerson: You’re welcome! It’s great to talk about it.

Jacobsen: I can’t say I was in construction for very long or was any good at it, but I understand the experience.

Wilkerson: That’s cool that you got to experience it.

License & Copyright

In-Sight Publishing by Scott Douglas Jacobsen is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. ©Scott Douglas Jacobsen and In-Sight Publishing 2012-Present. Unauthorized use or duplication of material without express permission from Scott Douglas Jacobsen strictly prohibited, excerpts and links must use full credit to Scott Douglas Jacobsen and In-Sight Publishing with direction to the original content.