Moving beyond EDI to embed good employment

Despite efforts to diversify construction, it remains a work in progress. Women make up 15% of the workforce, dropping to 2% in on-site roles, while BAME employees and people with disabilities each represent just 6%. The benefits of EDI – higher retention, more productive teams, and healthy morale – are crucial, especially in an industry that loses two workers to suicide every day, says Nicola Hodkinson, owner and director at Seddon.

But we must be realistic. Construction remains a male-dominated sector, and many workers see EDI as irrelevant, costly or, at worst, a threat to their workplace. Real change requires inclusion, not enforcement – pushing an agenda won’t work.

Taking action without the EDI label

Companies can apply EDI principles without using divisive terminology by aligning initiatives with business priorities.

Blind recruitment, which focuses on skills over background, has proven to be an effective way to increase workplace diversity. By focusing on this approach as a way to secure the best possible talent, rather than a diversity initiative, businesses can make hiring more inclusive without resistance.

Broadening recruitment by engaging with a variety of schools, colleges, and training providers helps reach a wider talent pool. This benefits both underrepresented groups and an industry facing skills shortages. When hiring focuses on building the best workforce rather than meeting quotas, it gains broader support.

Representation matters. I have seen firsthand how this works. When I became the first female director in my company, I wasn’t alone for long. As more women stepped into senior roles, it reinforced the idea that leadership was accessible to them. It is very true that you can’t be what you can’t see. Representation also helps shift perceptions among male workers, allowing them to see the tangible benefits of a diverse leadership team.

Building high-performing teams

While technical skills are essential in construction, they are not the only factor that determine success. A high-performing team needs the right balance of skills, working styles, and perspectives to function effectively.

For example, a team composed entirely of highly driven, results-oriented individuals might lack the coordination skills necessary to see projects through. Understanding team dynamics, such as personality traits, working styles, and communication approaches, is crucial for creating well-balanced teams that work efficiently together.

Beyond personality profiling, true diversity within teams brings different problem-solving approaches. Neurodiverse employees, individuals from different educational backgrounds, and those with varied lived experiences, all contribute unique perspectives. This is an asset in construction, where complex challenges often require innovative solutions. However, for these benefits to be realised, businesses must foster environments where different approaches are seen as strengths rather than barriers.

Encouraging inclusive teamwork also involves removing biases in performance assessments. Too often, leadership and influence are associated with traditional assertiveness, which may not account for quieter but equally effective leadership styles. Recognising different leadership strengths and valuing collaboration as much as competition can lead to stronger team performance overall.

By shifting the focus from simply recruiting the most technically skilled workers to assembling well-rounded teams, organisations can build more innovative and adaptable workforces. The key is to ensure inclusion happens naturally as a byproduct of strong employment practices rather than being seen as an externally imposed initiative.

Moving beyond gender to family-friendly policies

A key opportunity for better employment practices lies in workplace policies. Rather than gender-specific initiatives, a broader approach that benefits all employees is often more effective.

Work-life balance is not just a women’s issue. While women may still take on the majority of caregiving roles, organisations should also ensure that men have equal access to flexibility and support. For example, switching out policies that support mothers with balancing work and family life to ‘family-friendly’ policies recognises the responsibilities of all employees. Offering flexible working hours, supporting shared parental leave, and reducing long commutes help both men and women achieve a better work-life balance.

Retaining talent through purposeful career development

Many organisations still equate career progression with moving into management roles. However, not every employee wants to manage people – some may prefer to develop their technical expertise, explore lateral moves, or take on project-based work. Companies that provide varied career development options are more likely to retain talent in the long term.

Additionally, businesses should avoid imposing diversity quotas and instead focus on developing pathways that naturally lead to diverse leadership. This means ensuring all employees have access to mentorship, sponsorship, and skill development opportunities tailored to their individual goals.

Finally, businesses should not view retention as the only marker of success. Employees who leave, gain experience elsewhere, and return with fresh perspectives can be valuable assets. Creating an environment that values “good leavers” strengthens long-term relationships and builds a loyal workforce.

A new approach

Construction needs all of the benefits that inclusive workplaces bring, especially as we continue to battle a mental health crisis in our sector. But business leaders must adapt their approach to ensure their whole workforce sees and feels the value. Rather than grouping initiatives under an EDI strategy, we should embed fairness, accessibility, and flexibility into everyday practices. Ultimately, the goal is to create a workplace where opportunity for all is embedded in daily operations, fostering a more inclusive and resilient industry and all businesses should strive to be Great Employers in the eyes of their employees.

Author: Nicola Hodkinson – Owner & director of Seddon.