Proven strategies for increasing gender and racial diversity on construction sites
- Prioritize diversity from day one of conception of the project. Budget and plan for diversity.
- Project Labor Agreements are proven to improve diversity performance.
- Establish an Access and Opportunities Committee (AOC) that includes all stakeholders, meets monthly and rigorously reviews monitoring data and compliance strategies.
- Establish and budget for a comprehensive reporting and monitoring system, including collecting written documentation of all workforce requests and union responses.
- Use HIPP analysis (High Impact Poor Performers) to identify and improve the worst performers.
- Workforce participation targets are a floor, not a ceiling. Aim above the targets.
- Report data at least monthly in an online and searchable format.
- End “checkerboarding.” Stop the practice of moving women and minorities from job to job to cover diversity targets. Checkerboarding interrupts tradesperson’s on-the-job skills training and results in fewer women staying in the trades.
- End tradeswomen’s isolation on worksites. Assign tradeswomen, especially those new to the trades, in pairs or more.
- Establish from the bid process that core crews are no excuse for not complying with contractually mandated workforce diversity. Prioritize the placement of women and minorities on core crews to ensure steady employment and consistent skills training.
- WBEs are not a solution. WBEs hire women at lower rates than other contractors.
- When subcontractors fail to comply with their contracts, fine them using the New Haven model of clear notification followed by small initial fines with aggressive escalation.
- It is the increase in numbers and the presence of tradeswomen on sites that will change the industry and drive all diversity goals. Hire more women.
PGTI’s mantra: We are in this together. There is no silver bullet.
We will never never never give up.