Should you get a mentor at work?

The UK construction industry is slowly diversifying which is great news. 

BUT

the data shows progress is still painfully uneven. 

Women now make up around 14.7–15% of the overall UK construction workforce based on recent ONS and industry reports, but only 1–2% work in on-site trades, and just 7% hold senior leadership positions. 

Even when women enter the sector, they are disproportionately funnelled into administration, design or management support roles rather than operational or technical tracks. Industry surveys show 81% of women are in admin/design roles while only 1% are in skilled trades, highlighting the structural gap in visibility and progression. 

Women repeatedly point to lack of visibility, sponsorship and informed guidance as barriers that begin as early as secondary school. 

Studies report that young women still receive outdated or discouraging advice about construction careers from school mentors and advisors. 

Even once inside the industry, women may find it difficult to find the right mentors who understand the cultural terrain: navigating male-dominated teams, bias (one in three women experience workplace gender bias), and the isolation of being the only woman on a team or site.

 

Formal mentoring programmes like Construction for Women have shown measurable benefits like

 - increasing confidence

-  improving retention 

-  widening access

-  access to new opportunities 

-  better understanding on how to navigate a career in construction 

BUT 

uptake across the broader sector is inconsistent.  We need more active mentors who show up for their mentees.

The push for more mentors isn't just a touchy feely nice thing to do - it makes absolute business sense.

- Diverse teams make better decisions and solve problems more effectively.

- Companies with strong inclusion practices see higher productivity and retention.

- A wider talent pipeline protects the industry from skills shortages.

Evidence from diversity and inclusion studies shows that representation boosts performance, innovation and workforce stability. 

1. Build structured mentorship pathways not informal “tap on the shoulder” systems that favour those who look like current leadership.

2. Integrate mentoring into apprenticeship routes especially for young women entering technical roles.

3. Champion internal female role models as visibility is fuel.

4. Track progression data by gender: eliminate blind spots in promotion and training.

5. Equip male leaders to mentor women effectively as this isn’t just “women supporting women”; it’s about shared responsibility.

6. Use an external specialist like a qualified coach or mentor to support your male and female mentors, providing a safe space for them to learn and share their experiences of mentoring, and gaining practical skills like listening as well. 

Mentoring isn’t a “nice-to-have”. It’s the infrastructure that enables women not only to enter the sector but to stay, grow and lead.

If you want to find our more about mentoring programme support email barbra@gleecoaching.co.uk