By Emily Fielden, Policy & Communications Analyst, CHBA
For years, CHBA and businesses in the residential construction sector have been sounding the alarm on a significant workforce shortfall. According to BuildForce Canada, 22 per cent of the residential construction industry is set to retire over the coming decade with not enough workers to replace them. Meanwhile, it is estimated that Canada will need 1.04 million workers by 2033 to pursue the doubling of housing starts needed to help restore housing affordability in communities across the country.
If companies (with the support of governments) don’t tap into the full potential and expertise of the entirety of the Canadian workforce, if/when the industry picks back up, Canada will have little chance of reaching the government’s housing starts targets, let alone maintaining the status quo. Yet barriers for women and other underrepresented groups still exist.
While the industry has made headway in recent years to remove the barriers for women and other underrepresented groups – particularly in offsite roles where women make up now approximately 40 per cent of the workforce – more can be done to encourage and support women entering the sector, mostly notably in onsite roles.
This has left residential construction companies across Canada asking an important question: How do we not only attract more women to the industry, but ensure they thrive once they’re here? The answer, according to leading women across the industry, starts with culture and extends into actionable policies, workplace flexibility, and revising everyday behaviours that are often unintentionally overlooked.
Members of CHBA’s Women in Residential Construction Council (WIRCC) shared their insights into how businesses in the sector can support women in their workplaces.
Foster a culture of respect
A recurring theme we heard points to culture as the foundation of an inclusive workplace. Natasha Paikin, director of client experience at New Horizon Development Group in Burlington, Ont., puts it simply: “The number one thing businesses can do is foster a culture of respect – onsite and in the office… setting clear expectations around communication, leading by example and addressing any inappropriate behaviour quickly so women feel supported, safe and valued.”
Linda Mansfield, president of Homeworx Modular Homes in St. John’s, Nfld., agrees that a supportive workplace begins with “creating a culture that supports respect and inclusion with clear anti-harassment and no tolerance policies.”
Meredith Yuen, partner at Marino General Contracting Ltd. in Vancouver, emphasizes alignment: When a company shares common goals and mutual respect, it “goes a long way in creating an environment that is welcoming for not just women, but everybody.”
Hire, promote and develop based on ability
Support also means ensuring women have equal access to growth opportunities. Jenna Johannesen, co-owner of Park Lighting and Furniture, Cartwright Lighting and Furniture, and True Light Co. Lighting with locations in Calgary and Edmonton, encourages businesses to foster inclusive leadership and offer mentorship opportunities while ensuring women have access to growth, training and decision-making roles. Through being mindful and conscious that women’s contributions can be unintentionally overlooked or undervalued, workplaces that actively recognize and promote women into visible leadership positions signals that advancement is possible.
Laurie Cole, co-founder, creative director and master builder of New View Designs in Fredericton, NB, echoes this sentiment: “Hire based on ability and skill.” She notes that women are an integral part of the team and should be judged on performance, not singled out. Structured mentorship programs, such as comprehensive onboarding and leadership development initiatives, can help build confidence and long-term retention.
Just as important is avoiding unconscious bias. Mansfield cautions companies not to pigeonhole women into traditionally gendered tasks like taking meeting notes or organizing office celebrations – roles that are often assigned unintentionally.
Create flexibility and offer practical support
The industry’s “make hay while the sun shines” mentality can mean long days and early starts. Rikki Paquette, general manager of Kamloops Truss Ltd. in Kamloops, BC, notes that this isn’t always realistic, especially for working parents. “Offering flexible schedules, open communication and opportunities for work-sharing can help attract and retain talented women in the industry.”
Mansfield echoes Paquette’s words, adding that companies should ensure facilities are inclusive by enabling access to properly fit personal protective equipment (PPE), private change areas and washrooms designed for everyone.
The overarching theme from the WIRCC members is that flexibility and practical support shouldn’t just be viewed as a workplace perk – it’s a retention strategy. When companies adapt to different life stages and offer practical support for their staff, they broaden their talent pool and strengthen loyalty, which is “just good business.”
Build networks and engage in active listening
Internal workplace diversity networks and involvement in industry associations also play a key role in fostering a positive environment. Paula Strilchuk, underwriter, new home warranty at Travelers Canada located in Calgary, highlights the important role of allyship groups, noting that workplace allies are necessary to “work together and advocate for one another.” These forums create space for connection, mentorship and shared problem-solving.
Equally important is the simple act of “active listening.” Strilchuk stresses that women bring skills, credentials and insights that should be recognized and valued.
Chiara Sulyok, regional partner at Alair Homes in Nanaimo, BC, calls for a shift away from the old “sink or swim” mentality. Instead, she advocates for teaching, guiding and embracing new perspectives in the sector. “We want (women and underrepresented groups) to stay in the trades. We want everyone to grow.” She suggests creating structured training pathways and supportive supervision to ensure people aren’t pushed out of the sector prematurely.
Ultimately, the goal is to normalize women working alongside men in the industry. Yuen reflects that her long-term hope is a future where individual women’s councils are no longer necessary – a future where women’s visibility in the industry is so common that special initiatives feel redundant. The industry is evolving towards that goal, and businesses that want to be the best workplace they can be for all should focus on intentional hiring, leadership development and fostering an inclusive culture of genuine respect, she says.
Key takeaways
Overall, the message from the industry leaders of CHBA’s WIRCC is clear: Residential construction companies that focus on culture, mentorship, flexibility and equity aren’t just supporting women and other underrepresented groups – they’re building stronger, more resilient teams. In an industry that is so critical to the health and growth of Canada’s communities, fostering inclusive workplaces is part of how we build the best future for all.
