COMMENT The property industry is evolving, with growing conversations around diversity and inclusion and a gradual shift towards more flexible working models. Yet, significant barriers persist, hindering the ability to fully harness the potential of our workforce.
Challenges such as leadership disparity, unconscious bias and reliance on traditional entry pathways continue to limit opportunities for women and underrepresented groups. While progress is evident, much remains to be done to build an inclusive and supportive industry that thrives on the strength of diverse perspectives.
Aspirational divide
One of the biggest challenges we face is the disparity in leadership aspirations between men and women. Recent research by CBRE revealed that while 70% of men aspire to leadership roles, only 30% of women feel the same. Many cite the pressure of leadership as a key deterrent, highlighting the need to make these roles more accessible and sustainable.
A pervasive culture of presenteeism and the expectation of constant availability exacerbates this challenge. Networking events and client meetings are often centred on late-night drinks or all-day conferences – settings that can exclude those with caregiving responsibilities or those who choose healthier lifestyles. Leadership should not be about who dominates the room or logs the most hours but about fostering diverse perspectives and empowering employees to set boundaries. Inclusivity must become the standard, not the exception.
Another significant barrier is unconscious bias, which creates an echo chamber in networking and recruitment. People often gravitate toward those who look and sound like them, reinforcing homogeneity in leadership and limiting innovation. To counter this, the property industry must actively seek out diverse voices and create environments where all employees feel valued and respected.
Workplaces have the potential to be powerful equalisers, exposing individuals to different perspectives and breaking down echo chambers. This requires us to acknowledge our biases and step beyond our comfort zones – rethinking who we connect with, the viewpoints we consider and the individuals we invite into leadership conversations. By amplifying diverse voices at all levels, from site managers to senior executives, we can foster a more inclusive culture that drives better decision-making and innovation.
The pandemic demonstrated that flexibility is not only feasible but also beneficial for employers and employees. Yet, many property roles, such as site management and facilities operations, are still perceived as incompatible with flexible working due to their on-site nature. This perception is rooted in outdated practices equating visibility with productivity. Rethinking these dynamics through shift patterns, smarter scheduling, or task-sharing can introduce greater flexibility without compromising outcomes.
Flexibility is essential
Flexible work benefits everyone, from parents managing childcare and carers for elderly relatives, to individuals who strive for a healthy work/life balance. Hybrid models can make leadership roles more accessible to women who might otherwise avoid these positions owing to their traditionally all-encompassing demands. Coupled with mentorship and structured support, flexibility can help women navigate career progression while balancing personal responsibilities, ultimately fostering stronger, more inclusive leadership.
The property industry also needs to diversify how people enter the sector. Traditional routes, such as private education and rigid degree pathways, continue to dominate, perpetuating a lack of socioeconomic diversity. Alternative pathways like apprenticeships and on-the-job training have proven effective in attracting fresh talent from diverse backgrounds. Expanding these initiatives can break down barriers and ensure the workforce reflects the communities it serves.
I recently met a young planner who began her career with a local council, progressing through an apprenticeship before joining a private consultancy. This alternative pathway demonstrates the value of accessible routes into the industry and should be promoted more widely.
Widen the talent pool
At WILL+Partners, we have seen the impact of nurturing talent through initiatives like the WILL Academy, which supports university students with their dissertations and provides opportunities for growth. Expanding such programmes to reach younger students, particularly at school level, could broaden the talent pool and build a more inclusive workforce.
The property industry shapes the very spaces where people live, work and connect, giving it the power to lead the way in fostering a more inclusive and equitable workplace. Firms that embrace flexible work policies and champion diverse leadership teams demonstrate how inclusivity drives both social progress and business success, setting a powerful precedent for other sectors.
To fulfil this potential, we must challenge traditional norms, embrace flexibility, and dismantle the barriers that discourage women and other underrepresented groups from pursuing leadership roles. Diversity is not just a moral imperative – it’s a strategic advantage that brings fresh perspectives and fuels innovation.
Clare Danahay is head of workplace at WILL+Partners
