ABSTRACT
This case study is examines the strategy employed by one national construction contractor, to develop its workforce in such a way that by December 2005 the percentage of both female and ethnic minority members of staff was double the average percentage of other contractors. It traces developments over the past five years, which have included a culture change programme and a major emphasis on recruiting, retaining, promoting, developing and rewarding the very best staff. It sets the evolution of a more diverse workforce in the context of good working practices, which put meeting the needs of the organisation as paramount, along with the appreciation that both the customer and its own people are its most important asset. The aim of this chapter is to explore the development of culture change, perceptions and actions in relation to diversity within the context of a contractor’s company. It has four major objectives. First, to explore the benefits of a ‘low key’ approach to policy and practice change; second, to identify the key activities, processes and influences which have brought about change; third, to consider issues of both recruitment and retention in sustaining diversity and fourth, it explores external and other influences which detract from, or support change.
