The U.S. Construction Sector in 2025: Why Women & Inclusion Are Critical

The U.S. construction industry in 2025 is in a state of transition. While demand remains strong—especially in infrastructure, housing, and energy—labor shortages, dated perceptions of construction as a career, and lack of diversity are among the biggest risks. For companies to keep up with demand and stay competitive, fostering equality and inclusion—especially for women—is no longer optional.

The State of the U.S. Construction Industry in 2025

The construction sector needs a significant influx of new workers: the Associated Builders & Contractors (ABC) estimate that the U.S. must attract about 439,000 net new workers in 2025 to meet expected demand. Another estimate from the National Association of Home Builders (NAHB) and Bureau of Labor Statistics suggests that approximately 723,000 construction workers per year must be hired to meet demand in residential and related segments. Labor shortages are creating delays, pushing up costs, and forcing some contractors to decline work. So, growth is possible—but constrained unless the workforce gap is addressed aggressively.

Women in U.S. Construction: The Landscape

In 2024, around 1.34 million women worked in the U.S. construction industry, which is about 11.2% of the construction workforce. This is the highest share in over 20 years. Women are much more likely to be in office, administrative, management, architecture/engineering, or support roles than in field roles. For field-based trades, supervision, and “on the tools” jobs, representation is much lower. Among leadership and supervisory roles: Women make up about 10.6% of construction managers. In contrast, in trade worker roles, their share drops severely, often down into single digits.

Why Equality & Inclusion Aren’t Just “Nice to Haves”

Promoting gender diversity and inclusion has tangible business value, especially in the construction sector. Tackling the labor shortage means expanding the talent pool. Women represent an under-utilized group in construction; greater inclusion helps meet that need. Diverse teams tend to perform better in innovation, problem solving, safety, and coordination. Companies seen as inclusive tend to do better with recruitment, reputation, employee morale, and retention. Reflecting the communities you serve enhances trust, local acceptance, and even potential business opportunities.

Practical Steps for U.S. Construction Employers

To turn intention into action, here are strategies U.S. companies can use to promote inclusion and grow women’s participation in construction.
1. Proactive & Inclusive Recruitment – Use job descriptions free of gendered or biased language. Advertise via networks and organizations that promote women in trades/STEM. Partner with community colleges, trade schools, and high schools to introduce young women to trade work. Track recruitment & hiring data by gender to spot where drop-off happens.
2. Mentorship, Sponsorship & Career Development – Offer mentorship and sponsorship programs to help women advance into trades, supervisory, and leadership roles. Highlight female role models from within the company. Provide leadership training specifically for women, and ensure pathways for advancement are transparent.
3. Flexible Work Policies & Family-Friendly Supports – Where possible, allow flexible hours, shift adjustments, and hybrid work for administrative roles. Create policies supporting parental leave, return to work after leave, and caregiving responsibilities. Provide accommodations like on-site facilities or space for nursing mothers.
4. Culture & Leadership Commitment – Institute training on unconscious bias and inclusive leadership. Implement strong policies on harassment, zero tolerance, and safe reporting mechanisms. Create employee resource groups or women’s networks. Celebrate Women in Construction Week and related events to build visibility.
5. Transparency, Measurement & Accountability – Measure metrics like % women in trades vs leadership, retention rates by gender, promotion rates, and pay equity. Set concrete goals (e.g., increase female field trade roles by X% in 2-3 years). Report progress publicly. Use feedback surveys to understand what works and what barriers remain.
6. Supply Chain & Partner Expectations – Include diversity & inclusion clauses in subcontractor and supplier contracts. Seek out women-owned, minority-owned businesses in procurement. Require partners and contractors to meet inclusive hiring or safety practices.

Moving Forward: Inclusion as a Foundation for Growth

Real change in U.S. construction requires more than statements. It requires investment, structural changes, and leaders willing to break longstanding norms. If companies embed inclusion into their core culture—not just in HR policies but in recruitment, site design, and leadership practices—they’ll be better placed to meet soaring demand for labor, stay competitive on bids, improve retention, and be seen as employers of choice. For Approach Talent USA, this is not just about doing the right thing. It’s about ensuring clients have access to a workforce that’s capable, diverse, and resilient—and helping them shape workplaces where women can thrive.