In fact, studies show that women working in heavily male dominated companies do not believe their employers are authentic in their claim to value gender equity. A recent study called “Climbing the Technical Ladder” surveyed 1,800 technical employees and found that women are significantly less likely than their male col- leagues to view promotions at their companies as fair. Researchers in the UK and Australia found that younger women in engineering positions in construction become disillusioned with their career choice because of the gen- der conflicts they experience despite their employers’ claim to value gender equity. These women tend to leave the industry early on in their careers at a higher rate than their male colleagues. In speaking to groups of female engineers, I repeatedly hear about small but significant examples of gender bias that wear away their confidence and job satisfaction. A female mechanical engineer said that when she worked for a major auto supply company, male customers would often not believe what she told them and would ask to speak to one of the ‘guys at the back.’ Another female engineer related an incident when she was in a teleconference and the male client asked to speak to one of her male co-workers because he didn’t believe she knew what she was talking about. Yet, women working in masculine cultures will hide their feelings of dissatisfaction because they fear backlash and being labelled as ‘too emotional.’ This too is a reflection of a lack of commitment to gender equity in a corporation. This disillusionment creates a domino effect on em- ployee satisfaction and retention of current employees as well as the ability to recruit new talent. So what can a construction company do to build an au- thentic brand image as a place that values gender equity? Recognize gender bias. Start from the premise that the processes of recruitment, retention and reward are gender biased. It’s an ugly truth that very few leaders understand or want to admit. Take ownership. One of the most important aspects of culture change according to management guru John Kotter is that people need to see their leaders demon- strate the values they are seeking to instill throughout the organization. Be prepared for push back. Understand that gender eq- uity initiatives require significant culture change in a historically masculine culture like construction. Demand a return on investment. Gender equity initia- tives are not ‘feel good’ programs. They can and should be measured for their contribution to the bot- tom line. Market your progress. Even companies that have diffi- culties reaching equity targets gain valuable loyalty when they honestly and transparently pursue gender equity. The word ‘authenticity’ comes from the root ‘to author.’ Construction companies have the opportunity to author a powerful brand image that resonates with women and all stakeholders through authentic gender equity initiatives. Sharon Barney, MBA, is a consultant, speaker and advocate for gender equity in construction and engineering. Visit her at ca.linkedin.com/in/ sharonlesleybarney or by email at sharonlesleybarney@gmail.com. www.threadsoflife.ca The Canadian Design and Construction Report — Winter 2015 – 7