The construction industry is facing a critical challenge: a lack of diversity within its professional ranks. This is particularly evident when looking at the professional registration statistics. The analysis of the South African Council for the Project and Construction Management Professions (SACPCMP) Annual Report 2022/2023 reveals a stark disparity in the representation of different racial and gender groups. Mentorship has a key role to play in addressing this disparity and building a more inclusive future.
Tables 1 and 2 provide an overview of professional and candidate construction managers (CMs) and construction project managers (CPMs) registered with SACPCMP, broken down by race. Overall, the data highlights significant disparities in the representation of different racial groups across both professional and candidate categories. Africans have a strong presence in the candidate categories, suggesting a potential future increase in professional registrations. However, there is a clear need for initiatives to increase diversity, particularly in the professional CM and CPM categories.
Figure 1 highlights the underrepresentation of females in the South African built environment, both among professionals and candidates. Together with Table 1 and 2, the data clearly demonstrates the significant disparity between male and female representation across different categories. This suggests a need for targeted initiatives to address gender and racial imbalances.
While there is a greater proportion of females among candidate CPMs, the numbers drop dramatically when we look at professional designations. This signifies a significant bottleneck that needs to be addressed.
| Category Classification (male & female) | African | White | Indian/Asian | Coloured |
|---|---|---|---|---|
| Professional construction manager | Total (M&F): 235 Male (M): 215 Female (F): 20 | Total (M&F): 617 Male (M): 614 Female (F): 3 | Total (M&F): 43 Male (M): 42 Female (F): 1 | Total (M&F): 45 Male (M): 44 Female (F): 1 |
| Professional construction project manager | Total (M&F): 707 Male (M): 571 Female (F): 136 | Total (M&F): 805 Male (M): 774 Female (F): 31 | Total (M&F): 127 Male (M): 118 Female (F): 9 | Total (M&F): 65 Male (M): 58 Female (F): 1 |
| Category Classification (male & female) | African | White | Indian/Asian | Coloured |
|---|---|---|---|---|
| Candidate construction manager | Total (M&F): 281 Male (M): 206 Female (F): 75 | Total (M&F): 122 Male (M): 117 Female (F): 5 | Total (M&F): 28 Male (M): 25 Female (F): 3 | Total (M&F): 44 Male (M): 34 Female (F): 10 |
| Candidate construction project manager | Total (M&F): 1155 Male (M): 668 Female (F): 487 | Total (M&F): 141 Male (M): 126 Female (F): 15 | Total (M&F): 71 Male (M): 55 Female (F): 16 | Total (M&F): 62 Male (M): 37 Female (F): 7 |
THE CRITICAL ROLE OF MENTORSHIPEffective mentorship programmes could significantly increase the professional registration rates of African candidates, ensuring that future leadership in the construction industry is more diverse and representative of the broader population. This emphasis on mentorship is crucial for addressing existing disparities and fostering a more inclusive and equitable professional community in the construction sector.
To address the gender gap in the built environment, targeted mentorship pro-grammes for women alongside increased awareness and outreach initiatives for un-derrepresented racial groups are essential. These efforts aim to empower women and foster greater diversity in the traditionally male-dominated construction manage-ment sector. Moreover, prioritising diversity and inclusion training within organisations will cultivate a workplace culture that values all individuals, pro-moting equity and respect.
Collectively, these measures are crucial for creating a more diverse and equitable construction management sector in South Africa. Such a holistic approach will not only address existing disparities but will also lay the foundation for a more innovative and resilient industry in the future. Mentorship is particularly crucial when it comes to navigating the profes-sional registration process. I am fortunate to serve at the SACPCMP as both an assessor and an interview panel member. The reality is, the challenges and short-comings are glaring when it comes to the quality of documents submitted for professional registration. From CVs to portfolios of projects, reports on practical experience, successes, and challenges, the quality often falls short. This is where the power of mentorship shines through. Table 3 outlines some perspectives on how mentorship can be leveraged to help address the disparities already discussed.
It is my belief that mentorship is what sets the truly exceptional construction professionals apart from the rest. Mentorship is the foundation upon which tomorrow’s leaders are built. It is the guiding hand that helps aspiring professionals navigate the complexities of the industry, develop their skills, and realise their full potential. I’ve worked in the built environment for over 18 years, witnessing firsthand the impact of guidance from experienced professionals. Imagine two young graduates, both eager to make their mark.
One, let’s call him Craig, is lucky enough to connect with a seasoned mentor who shares valuable insights, navigates industry complexities, and champions his growth. Years later, Craig is confidently leading complex projects, having honed his skills through his mentor’s guidance.
Craig, guided by his mentor, presents a compelling CV highlighting his key achievements and relevant skills. His portfolio showcases his understanding of project management methodologies and his ability to deliver successful projects. He writes a detailed report on his practical experience, reflecting on both successes and challenges. During the interview, he demonstrates a deep understanding of the CM role and confidently articulates his experiences and aspirations. As a result, he secures professional registration.
The other, Tim, is left to navigate the challenging landscape alone. Tim applies for professional registration as a construction manager. His CV is generic, his portfolio lacks clarity, and his report on practical experience is a simple chronological list of projects. During the interview, he struggles to articulate his experiences and demonstrates a lack of understanding of the essential principles of construction management. He ultimately fails to gain registration. Tim struggles to find his footing. His initial enthusiasm has waned, and he feels overwhelmed by the complexities of the industry.
| Leading numbers by category and race | Commentary on mentorship | Proposals for improvement |
|---|---|---|
| Professional construction manager: Majority white (617) vs African (235) | The disparity highlights the need for mentorship programmes to support African candidates in progressing to professional levels. | Develop targeted mentorship programmes that pair African candidates with experienced professionals. Implement support networks and provide resources for skill development. |
| Professional construction project manager: white (805) vs African (707) | The white population leads in this category, with Africans and other races lagging behind, indicating a need for mentorship to bridge this gap. | Strengthen mentorship initiatives focused on this category, ensuring continuous professional development and career advancement opportunities for African, Indian/Asian, and coloured candidates. Provide resources and support to increase their representation at the professional level. |
| Candidate construction manager: higher number of African candidates (281) vs white candidates (122) | There is significant potential for African candidates to progress to professional levels with appropriate mentorship. | Establish mentorship programmes that specifically address the needs of African candidates, offering guidance and career planning resources. Encourage professional development through workshops and training sessions. |
| Candidate construction project manager: predominantly African (1,155) vs white (141) | The high number of African candidates indicates a strong future pipeline for professional registrations if adequately mentored. | Implement structured mentorship programmes that facilitate the transition from candidate to professional status. Provide mentorship from experienced professionals and create a supportive community for career development. |
The difference? Mentorship.
Mentorship not only aids in skill develop-ment, but also provides the necessary encouragement and networking opportu-nities that can help candidates advance to professional levels.
From the very beginning of my career, I knew the importance of choosing a professional path aligned with my aspirations. The Project and Construction Management Professions Act (48 of 2000) was my guiding star, clearly defining the roles of CPMs and CMs. It clarified the scope of services, highlighting the critical distinctions between the two paths. This early understanding helped me make informed decisions about my professional journey.
What kind of impact do I want to make in the construction industry?These were the pivotal moments when having a mentor would have been invalu-able. Their experience could have illumi-nated the intricacies of each role, provided clarity on the different challenges and rewards, and offered a compass to guide my decision.
Coming from a mining background, I faced challenges in having a mentor within my organisation. However, I approached a few individuals through LinkedIn and had meet-and-greets with those who were willing to assist me in my professional development. It wasn’t that straightforward. In hindsight, I wish I knew about the SACPCMP and SAICE mentorship services – it would have made the process much more seamless.
Mentorship is not just about acquiring knowledge; it’s about building a legacy. By sharing our experiences, we empower the next generation of CPMs and CMs to make a meaningful impact on the built environment.
My experience has shown me that mentors matter. They become catalysts for transformation, shaping future leaders and guiding them towards fulfilling their full potential. We must actively invest in mentorship programmes to ensure the future of the construction industry is in capable hands.
Think of it as “from protege to master” – the mentorship journey in construction. We have a responsibility to lead with legacy, fostering a culture of knowledge sharing and guidance. It’s not just about personal gain; it’s about building a stronger, more sustainable built environ-ment for generations to come.
While the SACPCMP offers a free referral mentorship programme, the SAICE Project Management and Construction Division (PMCD) has also recognised the critical need for mentorship in professionalising the built environment. They have taken proactive steps to address this challenge by committing to mentor aspiring mentees, ultimately contributing to the growth and development of the project management profession.
The SAICE PMCD, recognising the profound impact of mentorship, has set an ambitious goal: to dedicate a minimum of five mentors to actively guide and support aspiring CPMs and CMs. This commit-ment is a testament to their dedication to fostering a culture of excellence within the construction industry.
Mentorship is not just a good practice, it’s a necessity. By investing in mentorship programmes, we are not just shaping the careers of individuals, but ensuring the future of a thriving and innovative construction industry.
By fostering a culture of mentorship, we empower the next generation of con-struction professionals, ensuring a future where Craig’s success becomes the norm, not the exception.
In the built environment, mentorship is not just about building structures, it’s about building tomorrow’s leaders. It’s time to invest in the future by embracing a culture of mentorship that empowers the next generation of construction professionals and ensures the continued success of our industry.
The need to increase the number of professionally registered individuals, es-pecially female professionals, in the built environment is paramount. To achieve this, a multifaceted approach is needed. In addition to mentorship, in the context of females, it is recommended that initiatives should focus, among others, on:
The time for action is now. Let us work to-gether to dismantle the barriers to female participation in the built environment and build a future where gender equality is a reality, not just an aspiration.
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