promotes diversity, champions female talent

WiC

50% of London Build’s conference agenda is represented by female speakers, a first-ever for any construction show!

By

The countdown is on to the UK’s leading construction show! London Build returns to Olympia London’s Grand Hall for the live expo on the 17th and 18th November.

Come meet, network and do business with thousands of the UK’s top contractors, developers, architects, civil engineers and more. This year the show will feature 500+ speakers across 6 stages, hundreds of exhibitors, 200+ CPD sessions, exclusive free-to-attend networking events including Meet the Buyer, Women in Construction and Diversity in Construction, the Festival of Construction with plenty of entertainment, live performances and music, surprise celebrity guests and much, much more.

New to London Build 2021 is the dedicated Diversity & Inclusion stage.

Hear from D&I leaders driving change across the industry, as they explore what can be done to make the UK’s built environment more diverse and inclusive, with two days of interactive panel discussions and open Q&A. Topics include ‘Improving the Image of Construction – Challenging Stereotypes’, ‘Hear From Leaders Driving Change in LGBTQ+’, ‘The Future Workforce – Fast Forward to a Completely Diverse Industry’, ‘The Importance of Mentoring and Leadership’, ‘Attracting and Retaining Diverse Talent’ to name a few.

London Build are very proud to announce that this year’s show will have a 50/50 split of men and women across the conference agenda, a first-ever for any construction show! Hear from a diverse and wide range of industry leaders from across the sector, including:

  • Dr Marzia Bolpagni, Head of BIM International, Associate Director – Mace Grou
  • Jenny McLaughlin, Project Manager – Heathrow
  • Frances McAndrew, Global Head of Equity, Diversity and Inclusion – Mott MacDonald
  • Angela Brady, Director – Brady Mallalieu Architects
  • Dr Wei Yang, President – Royal Town Planning Institute
  • Amanprit Arnold, Senior Infrastructure Planning and Policy Officer – Greater London Authority
  • Annette Fisher, Founder and Chair – Let’s Build
  • Sheryl Moore, Group Social Sustainability Manager – Kier Group
  • Miranda Sharp, Stream Lead, National Digital Twin Programme – Centre for Digital Built Britain
  • Olaide Obog, Director of Partnerships – First Base
  • Christina Riley, Senior Planner – Quinn London Ltd
  • Joanne Flaherty, Project Director – Bouygues UK
  • Marylis Ramos, Director – PRP Architects
  • Jyoti Sehdev (She/Her), Group Equality, Diversity & Inclusion Lead and Senior Engineer – Costain

Take part in the UK’s largest networking event for women in construction.

Talk to and feel inspired by fellow architects, contractors, engineers, designers and other diversity champions from all sectors that make up the construction industry. In partnership with NAWIC, this event is free-to-attend and gives visitors the chance to share their experiences with a group of like-minded people. From graduates to Heads of Departments and CEOs to government officials, this is the place to build connections and hear about what is being done to make lasting change.

Once again this year, London Build is working with a large team of inspiring Diversity and Women in Construction Ambassadors. These Ambassadors who are passionate about driving equality, diversity and change, have helped shape discussions at the show and you can network with them at the event to exchange ideas and milestones.

Dates to mark in your diaries:

  • London Build Expo – 17th & 18th Nov
  • Women in Construction Networking Event – 18th Nov 10am – 11.30pm
  • Diversity in Construction Networking Event – 17th Nov 4pm – 5.30pm

London Build Expo is free to attend and promises to be two fun-filled days of high-level content, networking opportunities and endless entertainment.

Find out more and register free tickets for your team today

REGISTER NOW – IT’S FREE.

Hear from some of our speakers taking the stage at London Build:

How far has the industry come and how much further do we have to go?

The esteemed Women’s Engineering Society was formed in 1919 with the aim of supporting women in engineering and increasing their number. I wonder what they would think about the progress that we’ve made in the last 100 years? – Sally Sudworth, Global Head for Sustainability and Climate Change – Mott MacDonald

What do you think is the most important thing when it comes to bringing about change?

We need to move out of silos and adopt a holistic approach that is founded upon collaboration. Enough of talking, round tables, reports and promises that focus on only one part of industry, or – even worse – on only one trade or profession; now is the time to come together and to share knowledge, events and vacancies in a way that enables equality of opportunity for all. To bring about effective and long-lasting change we have to look at the bigger picture and take a joined-up and truly collaborative approach – together.- Rebecca Lovelace, Founder, Building People

‘You can’t be what you can’t see’. We need to include, highlight, and promote the representation of women and underrepresented groups at all senior levels of the professions. This is how we inspire and empower the next generation to gain the confidence to get involved and help bring about the change that’s so desperately needed: not only in construction but across all professions. As Nelson Mandela said, ‘it only seems impossible until it’s done’. – Annette Amanda Oyékunlè Fisher, Chair, Let’s Build and Partner FA Global

What excites you about the industry and the positive changes made?

As architects we appreciate and listen to all voices, from everyone who makes up our teams. I have championed Diversity all of my professional career, including when we started ‘Architects for Change’ group at RIBA and I continued this as President of RIBA. The BLM (Black Lives Matter) has showcased importance of more diversity in our profession and our gender balance has improved over the years – but it needs monitoring, with more role models and ambassadors standing up to challenges and promoting what a great profession architecture is.- Angela Brady OBE, Director, Brady Mallalieu Architects

 

 

Only 4% of employees feel confident at work

By

Global research conducted by professional training company Roar! Training has uncovered that only 4% of employees feel confident at work.

The study gives a unique insight into confidence in the workplace. Below are some key findings included in the report.

Main Findings

  • Only 4% feel fully confident at work
  • 96% have experienced imposter syndrome
  • 53% have turned down work opportunities due to lack of confidence
  • 86% reported having worked in a toxic work environment in the past
  • 74% said company culture was very important when looking for a job
  • 76% said their employer has a good company culture, but 58% said their expectation of the company culture didn’t match the reality
  • 37% said they are expected to work out of hours on a regular basis
  • 71% feel their employer has their best interests at heart

Current Perceptions

When asked what caused them to feel unconfident, the responses were varied with some general themes coming through:

  • Self-doubt
  • Lack of recognition
  • Being spoken over
  • Lack of feedback
  • Toxic company culture
  • Fear of failure
  • Anxiety
  • Limited support and training
  • Comparisons with others
  • Imposter Syndrome

Regular feedback (77%), external training (64%), internal training (59%) and regular catch ups (54%) are the top ways people said their employer could help them feel more confident at work.

Imposter Syndrome

96% said they have experienced Imposter Syndrome. So how can we work to overcome this?

Commenting on the issue Kirsty said “The problem with impostor syndrome is that, by its very labelling, it feels somehow irrational or unique. If 96% of us report experiencing it, it becomes more helpful for us to simply accept it as part of human experience, crucial for our growth.”

Kirsty continued “Next time those familiar feelings of “everybody else is better than me!” arise, try catching them and reminding yourself that what you’re experiencing is commonplace. Not an individual failing but simply part of an important process in your development.”

5 Quick Ways To Combat Crisis Of Confidence

Confidence coach Kirsty Hulse has compiled a list of 5 quick ways to combat a crisis of confidence.

  1. Set an ambition to become your own cheerleader. Write it down. Commit to it. We cannot develop confidence overnight, but our intention tells us we are worth a shot.
  2. Create a success spreadsheet. We often focus on what’s ahead, forgetting to reflect on how far we have come. Acknowledge and integrate your growth by consistently logging wins and reminding yourself when you need it.
  3. Ask for feedback. Sometimes, we just need reassurance. Ask those that you can trust around you. “What do you think I do well? What are my talents?” The answers will often surprise you.
  4. Stop saying stop. When we want to be more confident, we tend to say “stop being nervous, stop overthinking.” Instead, think about what you need to start for that to happen. This gives us a directive and moves us from judgement to action.”
  5. Think about who you are when you’re confident. What do you wear? How do you stand? How do you speak? How do you treat others? Have a clear, mental picture and start by trying to embody that for a few moments every day.

Kirsty Hulse, Founder of Roar! Training said “Our workplace findings show just how widespread lack of confidence is and how this is holding us back from our full potential. Boosting confidence isn’t an instant fix, but with the right steps in place, consistency and self belief the 96% of people feeling unconfident could experience transformative results.”

Kirsty continued “The results of our survey show that there is definite room for improvement to ensure that the workplace is a safe, enjoyable space where employees are encouraged and left feeling as confident as possible.

Whether external training is needed to put that framework of encouragement and support in place to boost confidence, or company culture needs to be addressed and improved, positive change is very much at the core of what we all need.”

Download the full report

 

As 5% of women lose jobs, the pandemic has widened the gap says Deloitte survey

By

Even before the COVID-19 pandemic overtook the globe in early 2020, inequities were holding women back in the workplace.

In 2020, women globally earned 81 cents for every dollar earned by men. The pandemic has widened the gap. In 2020, as 114 million jobs were lost across the globe, employment losses for women were at 5%, compared with 3.9% for men.

And studies have found that during the crisis women assumed additional responsibilities, such as taking on more household, childcare, and other caring duties— while continuing to work.

To understand the impact of the pandemic on gender equality in the workplace, Deloitte Global conducted a survey of 5,000 women across 10 countries between November 2020 and March 2021. The survey probed several areas relating to their work lives, including their experiences during the pandemic and career expectations for the future. Respondents varied across age groups and the data from the survey has also enabled analysis through the intersectional lenses of race and ethnicity and sexual orientation and gender identity.

The survey findings indicate that gender equality in the workplace regressed during the pandemic. But the findings also demonstrate the vital role that employers can play in reversing that trend.

Survey Highlights

Women’s wellbeing has fallen since the pandemic

Healthy boundaries between work and home have deteriorated. Only 22% of women believe that their employers have enabled them to establish clear boundaries between work and personal hours. As many as 77% of women say their workload has increased and 51% of women feel less optimistic about their career prospects today than they did before the pandemic, and 29% of the women who said their career isn’t progressing as fast as they would like (42% of the total sample) say poor mental health is one of the reasons for this.

Women continue to deal with non-inclusive behaviour at work, even in the virtual workplace

More than half have experienced some form of harassment or microaggression in the past year, ranging from the belief that their judgment is being questioned because they are women to experiencing disparaging and/ or sexual comments. The data also shows that many of these events go unreported to employers, with concerns over career penalty being one of the main reasons cited.

LGBT+ women and women of colour face even more challenges

LGBT+ women and women of colour are more likely to report lower levels of mental wellbeing and work-life balance compared with the overall sample. LGBT+ women are less likely than those who are not LGBT+ to say that their employer’s commitment to supporting women has been sufficient since the COVID-19 crisis  began (35% vs. 44%). Women in these groups have also experienced more non-inclusive behaviours. Compared with white women, women of colour in the survey are more likely to say they have heard comments about their communication style (15% vs. 5%) and to have their judgment questioned (14% vs. 8%). LGBT+ women are nearly four times more likely to say they have experienced jokes of a sexual nature than non‑LGBT+ women.

The Majority of women are not satisfied with their jobs and do not see a long-term future in their current job

Less than half of the respondents rate their current job satisfaction, motivation, and productivity at work as “good” or “extremely good,” compared with about three-quarters before the pandemic. Almost half (45%) of the women who had to change their working hours due to care responsibilities say their relationship with their employers was negatively impacted, increasing to 54% for women of colour and 65% for women who are sole parents. Women of colour are also more likely to say that their careers are not progressing fast enough (52% vs. 42%) compared with the overall sample. With regard to satisfaction with their jobs, 57% of women say they plan to leave their current job within two years, and 21% of these women expect to be gone in less than a year. Work-life balance was the top reason why women would consider leaving their current employer.

On the bright side, when women experience a truly respectful and inclusive culture, they are more engaged, productive and loyal.

Some companies have created genuinely inclusive cultures where women believe they are fully supported by management and respected by their peers. Women who work for these organizations  report higher levels of mental wellbeing, motivation, productivity, and loyalty to their employers. They are also far more likely to say they are planning to stay with their employers for longer than two years, compared with women who work for businesses that have not demonstrated an inclusive culture.

Six unique insights into actions organizations can take now

  1. Create and maintain a culture that is truly inclusive – EVERY DAY
  2. Enable work-life balance
  3. Visible commitment of leaders is key
  4. Provide fulfilling development opportunities that work for women
  5. Success at work is empowered by support for life outside work
  6. Rebuild better – with gender equality in mind

Download Report

Visit our searchable Knowledge Bank for a range of reports and studies on gender diversity, leadership and related topics.

Employees from large companies were nearly five times less likely to be physically active than employees from SMEs

By

The 2021 Employee Benefits, Health, and Wellbeing survey – are employee incentives making the UK a healthier nation?

Over the last year moving into 2021, the global shift in working practices has taken businesses an estimated 5-10 years into their projected futures. This has left many employee benefits schemes needing to be overhauled, with many finding that crucial support for health and wellbeing is no longer appropriate to the new working landscape.

For a long time, typical work benefits have included gym memberships, office breakfasts and even boozy socials – how many of these are still relevant to people’s lifestyles and ways of working, and how does the UK’s workforce feel about them?

Over four in every five UK employees state that their company’s employee benefits scheme no longer fits their lifestyle

Consumer brand,  Wet Ones, asked employees at 133 workplaces across the UK how their health and wellbeing needs and habits have changed, and whether updated benefits packages from their employers would help to support their wellbeing.

The research highlighted a gap between company benefit schemes and employee lifestyles.

Key findings

  • Employee benefits programmes are out of date. Over four in every five UK employees (81%) state that their company’s employee benefits scheme doesn’t fit their lifestyle
  • 82% state that employee benefits play a key role in whether they want to work for a company
  • Current company benefit schemes are most suited to people aged between 45 and 54. The highest majority (36%) of employees whose company provides a benefits scheme that suits their lifestyle are in this age bracket
  • 84% of employees are more physically active since working from home
  • The biggest ‘want’ from employees is greater flexibility on working hours – this was top of the list for 70% of UK employees
  • Employees from large companies are nearly five times less physically active when working from home than employees from SMEs – different size companies should include wellbeing measures adapted to their employees’ routines
  • SME employees are least likely to take up mindful activities, with just 11% starting regular meditation or yoga

Why should companies focus on employee benefits, health and wellbeing?

With the lines between work life and home life becoming ever more blurred, it’s more important than ever that work and wellbeing go hand-in-hand.

Not only is this increasing crossover a result of the pandemic, it reflects the different approach that many people now take to their careers. In today’s non 9-5 world it’s much easier to become consumed by your work – meaning that wellbeing isn’t something you just do in your spare time but an essential component of the job itself.

In addition, they’re essential for attracting young talent:

  • 93% of young UK employees (under the age of 25) state that employee benefits play a key role in whether they want to work for a company
  • While it’s important for older age groups, this figure decreases the older the employee is – 66% of those aged between 45 and 54 say it plays a key role
  • An employee benefit scheme is also a means to attract the best and brightest talent – 85% of those with bachelor’s degrees state it plays a key role in attracting them to a company. This rises to 90% of those with postgraduate degrees

Changing lifestyles – how much do people now prioritise their time for health and wellbeing?

People are exercising more often through the week when working from home – rather than spending a longer session ‘binge exercising’ at the weekends. 84% of UK respondents say they are more physically active since they started working remotely – and just 15% are less physically active.

Regular and short periods of physical activity prove to be the most effective for many people. This means a shift towards home exercising and methods that don’t require a membership, and employers need to recognise this.

How have lifestyles changed in the UK?

Since the pandemic began we’re not simply finding more time for wellbeing – we’re finding new ways of achieving it during the working day too.

  • The UK has become a nation of walkers – nearly three in five (56%) of employees now walk more during the working week, and not just on weekends
  • Two in five (39%) feel they have had an improved diet – with more ditching takeaways and pre-packaged meals to cook healthy home cooked meals
  • 25% of people in the UK are also taking part in more wellness activities such as engaging with nature and gardening

Does the size of company impact an individuals wellbeing habits?

Our study found big differences in how active employees are since home working began, depending on the size of the company:

Employees from large companies were nearly five times less likely to be physically active than employees from SMEs – suggesting that more support is needed from larger companies, through managed workloads or adapting health incentives.

SMEs

52% of employees working at SMEs have been able to focus on healthy home cooked meals when WFH. Half are walking more often, and one in three are doing an increased amount of cardio activities.

Interestingly, employees of SMEs were also least likely to do mindful activities, with just 11% starting regular meditation or yoga, and 19% taking up creative activities such as painting or drawing.

Medium to large businesses

Only 3% of employees from medium to large businesses have done more strength exercises since working from home, and one in five are more engaged with nature through gardening and being outdoors.

Large companies

Although employees of larger companies generally do less physical activity (with 48% doing less since working from home), those that do are engaging in a broader range. Those working for large companies are most likely (58%) to have taken up meditation, yoga or other calming activities.

More than half (51%) are also walking more since being out of the office, and half are doing regular strength exercises.

Have companies adapted to fit their employees changing lifestyles?

The research shows a significant need for companies to adapt their benefits packages, with four in five UK employees (81%) saying that theirs doesn’t fit their lifestyle.

What they want from their companies to support their physical, mental, and personal wellbeing:

  • 70% call for greater flexibility on working hours from their employer
  • 61% of employees ask for private healthcare, dental and allowance for health maintenance (like glasses, correct desk equipment, physio etc)
  • 53% would like their employee to support with additional ‘health day’ allowance for personal wellbeing

Age differences: Are companies set up to attract the next generation of top talent?

As things stand, most of the UK’s company benefit schemes are suited to employees aged between 45 and 54. 36% of people in this age bracket say that theirs suits their lifestyle. So where does that leave younger generations?

What do Gen Z employees want?

With just 16% of UK employees under 25 feeling that their current benefits package fits their lifestyle, 84% are left wanting something more suitable. Among the findings for this age group are:

  • The majority want to see vaccinations (not just for Covid-19) included in their benefits packages.
  • 25% want to see additional ‘health days’ included in their holiday package
  • 21% want greater flexibility around their working hours

What do young professionals want?

More young professionals (24%) between the ages of 25 to 34 believe their company provides an employee benefit scheme that fits their lifestyle. But there are plenty who want more from their employer:

  • Just under one in three (30%) want more support from their companies to access healthcare
  • 28% want to see additional ‘health days’ included in their holiday package
  • 26% want therapist sessions and mental health support

How can companies more effectively support health and wellbeing of employees?

People are investing more and more in their physical and mental wellbeing, and companies need to reflect this new way of living by offering benefits that fit this mould. With many UK employees feeling that their company’s benefits package is out of date, it’s time for companies to adapt to ensure they’re offering real and relevant benefits to everyone – of every age – who works for them.

Read more on these topics

BAME under-representation. Open and honest conversations are needed.

By

First published in 2017, Green Park and Operation Black Vote, developed the Colour of Power to graphically illustrate the lack of female and black, Asian and minority ethnic (BAME) representation in the upper echelons of the UK’s most powerful institutions.

Out of more than 1,000 of the most senior posts in the UK, only 3.4% of occupants were BAME and only 23.6% were female. By visually exposing the race and gender disparity in Britain’s leadership, whose decisions often directly or indirectly impact the everyday lives of our multi-cultural population, Green Park hoped to begin an honest debate in the UK about who wields power and what might be the unintended consequences as a result.

Three years on and June 2020 sees Black Lives Matter protests spread across the globe, sparked by the murder of George Floyd at the hands of the police in the United States and fuelled by growing tensions of police brutality and racial injustice. In the UK, anti-racism protests have taken place up and down the country and the toppling of slave trader Edward Colston’s statue in Bristol has reignited debate about our own colonial history, national memory and institutionalised treatment and perceptions of race.

This has all taken place against the back-drop of the coronavirus pandemic, where the UK has one of the world’s highest death tolls, and findings of a Government-commissioned review have confirmed that among those diagnosed with COVID-19, the death rate is higher for BAME groups than white ethnic groups.

Open and honest conversations are needed

If ever there was a need for open and honest conversations about the UK’s relationship with race and power, the time is now.  In relaunching the Colour of Power, Green Park wishes to not only continue the current momentum of the anti-racism movement, but more specifically focus on the role of the corporate sector in perpetuating systems and ideals that do not support equal opportunity.

The Colour of Power 2020 demonstrates not only the disparity of power in the UK’s highest echelons, but the total failure to address it despite three years of government-backed targets and ample rhetoric about commitments to diversity & inclusion.

Just 52 out of the 1099 most powerful roles in the country are filled by non-white individuals, or 4.7% of the total number compared to the 13% proportion of the UK population.  The 2020 figures represent a gain of only 1.2% or 15 additional roles since the Colour of Power 2017 index. Prime Minister Boris Johnson was responsible for a third of this increase, through his appointment of ten ethnic minority Government ministers, up from 5 in 2017.

The research covers the top roles across 39 categories including central and local government, public bodies, the private sector, education, sport and charities. Fifteen of these categories had no ethnic minority representation at all at their top levels in 2020; five categories have seen a decrease in BAME individuals over the past three years and more than half the categories (21) have seen no change.

As organisations across Britain and the world declare their commitment to improving equality and diversity, in the light of the Black Lives Matter movement, the research reveals that Black individuals are particularly under-represented with just 17 of the 1099 roles held by Black men and women – amounting to 1.5% compared to the national population figure of 3.6%.

BAME individuals experience inequality across the board

Inequality in outcomes for BAME individuals across health, justice and education have been highlighted by the Covid-19 pandemic as well as the Black Lives Matter movement. Green Park’s research reveals a virtually complete absence of BAME individuals in leadership roles in these categories – which could point to a lack of understanding of the issues faced by ethnic minorities.

Based on a 12% annual turnover rate – it’s calculated that a total of 395 positions would have new occupants since 2017. Even accounting for the fact that some individuals would have moved roles over the period but stayed on the list, it’s estimated that of 190 new names on the list, just 20 (10.5%) will be from minority backgrounds. At this rate of progress, representation amongst Britain’s top leaders will not reach the 13% representation in the current working population until at least 2044 – by which time the population will be more than 20% minority.

A call for accountability, action and change

The inadequacy of the present state of inclusion needs to be acknowledged. There is a deep-seated cultural denial about our present position, despite the irrefutable evidence. Evidence clearly shows our workforces and institutions are not reflective of their stakeholders. The Colour of Power is a call for accountability, action and change.

Simply measuring diversity isn’t enough to create change and drive inclusion. And randomly applying training solutions isn’t working either. Before diversity & inclusion strategies can be successful, a few basic principles must be established which underwrite any thoroughgoing commitment to inclusive action. Firstly, we must recognise that it’s no longer acceptable for members of the majority, however well-meaning they may be, to decide exclusively on the opportunities, outcomes and experiences of people who are different to them. If we’re to be inclusive in the way we ensure inclusion, then we need to begin with more diverse decision-making groups.

Where groups continue to under-represent their stakeholders, they need to design compensatory processes that acknowledge and nullify the disadvantages that minorities have accumulated. This approach will be greeted with cries of ‘double standards’. But double standards already exist. It’s obvious in the way BAME candidates fall away in the early rounds of recruitment.

Those in entrenched positions of power need self-knowledge and a willingness to adopt new perspectives. We need to let go of the myth of an achieved meritocracy and reform our working practices so that they are inclusive from the start. And we need to remember at all times that inviting people into decision-making processes is an antidote to groupthink.

The fact that one person – the Prime Minister – is responsible for a third of the increase in ethnic minority individuals on the Colour of Power list, reveals that if there is a will to make a difference, then change is achievable. But, boards across the public and private sectors must act now rather than make promises for later.

[Words: Raj Tulsiani, CEO & Co-Founder, Green Park]

READ MORE