Introducing Diversity and Inclusion in Traditional Industries

(This article originally appeared in Ambition, the thought leadership publication by the Association of MBAs (AMBA) – in print and online – and has been republished on this website with the permission of AMBA.)

While companies around the world have made public commitments to improving diversity and inclusion among their workforces, research shows that those in traditional industries fall behind. Traditional industries, such as mining, manufacturing, transport and construction, have struggled to attract and welcome an inclusive workforce that spans the full range of human differences including race, ethnicity, gender and gender identity and sexual orientation.

Shifting the mindset of entire industries continues to be a challenge due to deep-rooted biases and practices that have laid the foundation for less inclusive workforces. Construction, one of the most male-dominated industries in the world, documented its first female worker in the late 1800s when, after her husband became ill, Emily Roebling stepped in as a field engineer to oversee the completion of the Brooklyn Bridge. Fast forward to today and centuries later, only 10% of the construction industry’s workforce is female.

Although individual companies are slowly moving the needle, traditional industries have missed the mark on large-scale success due to a number of factors. A lack of suitable mentors and training, gender bias and little to no expansion of recruiting channels have all contributed to the problem. Hiring managers in these industries often rely too heavily on their own networks to fill roles, which are typically limited in diversity. At the same time, with little diversity historically, there are few role models available to provide guidance, advice and support.

Although difficult, it’s not impossible for traditional industries to change. Many companies in these industries are putting more emphasis on diversity and inclusion, recognising it is both the right thing to do and good for the business. When properly facilitated, diversity and inclusion programmes have a direct impact on employees, company identity and ultimately, the bottom line. According to management consulting firm McKinsey & Company, ethically and culturally diverse companies are 33% more likely to outperform their competition. The firm also notes that gender diversity among executive teams correlates to 15% higher profitability and value creation.