The numbers don’t lie.

Women make up 45% of Taylor Morrison’s workforce — four times the construction industry’s average. In a sector still overwhelmingly male, Taylor Morrison has done what too many homebuilders still have not: treated women as essential, not exceptional, to their talent and leadership pool and labor force.

And they’re not doing it for optics. They’re doing it because it makes business sense.

Homebuilding’s Biggest Blind Spot

The homebuilding industry is in a chokehold. High mortgage rates, rising material costs, land constraints, and a crushing skilled labor shortage threaten to slow new home production at a time when the country desperately needs more housing.

One of the biggest challenges? Not enough skilled workers.

According to NAHB, more than 200,000 construction jobs remain unfilled, pushing wages higher and increasing project delays. The problem isn’t new, but it’s getting worse. The pipeline of skilled tradespeople—framers, electricians, HVAC specialists, and site managers—has been shrinking for years, driven by an aging workforce and a lack of younger workers entering the field.

Meanwhile, AI and automation are reshaping other industries, displacing workers and shifting job opportunities. However, in construction, the demand for skilled tradespeople remains immune to automation. You can’t build a home without people.

And yet, the industry continues to act as if women aren’t part of the solution.

For decades, homebuilding has recruited from the same talent pool, largely ignoring half the population as a viable workforce. While other industries have adapted to demographic shifts and evolving career preferences, homebuilding has remained stubbornly male-dominated.

What Taylor Morrison Has Proven

Sheryl Palmer, Taylor Morrison’s longtime Chair and CEO has been vocal for more than two decades about the need for homebuilding enterprises to “mirror” their customers. The traditional nuclear family — married couples with young children—now accounts for less than 20% of all U.S. households. The homebuyer pool has evolved, yet the workforce behind new-home construction remains largely unchanged.

With the homebuilding industry being traditionally male dominated, we're incredibly proud of the women at Taylor Morrison who continue to challenge that status quo and pursue the immense opportunities this meaningful career can provide for everyone," Taylor Morrison Chairman and CEO Sheryl Palmer says in a prepared statement. "As an organization, we have experienced a growing number of women joining our workforce and are excited that they're paving the way for people from all backgrounds to consider a career in construction."

Palmer hasn’t just talked about the need for more women in the industry—she’s made it happen. Under her leadership, Taylor Morrison has:

• Increased women in construction roles by 887% in 10 years
• Built the only female-majority board among U.S. public homebuilders
• Maintained a workforce that is 45% female—four times the industry average

That’s not a social initiative. That’s a business model.

The company’s approach isn’t about lowering standards or filling quotas. It’s about setting a higher bar for the entire industry. Taylor Morrison has made it clear that if you want the best talent, you have to cast a wider net. And the results speak for themselves.

The Economics of Inclusion

Homebuilders and their channel and trade partners who fail to attract women into their workforce leave money —and efficiency — on the table.

Labor shortages increase cycle times and force builders to rely on costly subcontractors, driving up homebuyer costs. Expanding the talent pipeline isn’t a gesture; it’s a competitive advantage.

More high school graduates are opting for trades and apprenticeships over traditional four-year degrees, recognizing that skilled labor is financially lucrative and resistant to automation. Meanwhile, more women are seeking careers that offer stability, growth potential, and tangible impact.

Yet, most homebuilders aren’t recruiting them.

Taylor Morrison isn’t alone in recognizing the opportunity. A growing number of high schools and trade programs are reviving vocational training, aiming to introduce students—including young women—to careers in skilled labor. School districts around the country are investing millions in shop classes, manufacturing labs, and construction training programs.

In Wisconsin, enrollment in high school architecture and construction courses is up 10% year over year, while manufacturing program enrollment jumped 13%. In Texas, school districts are building multi-million-dollar career and technical education centers, recognizing that the demand for skilled labor is outpacing college enrollment growth.

The message is clear: the next generation of workers isn’t necessarily looking for an office job. And that includes women.

Why the Industry Can’t Afford to Ignore This

The housing crisis isn’t just about land and interest rates. It’s about labor. The U.S. is already millions of homes short of demand, and production will only slow further if builders can’t staff job sites with skilled workers.

The idea that homebuilding is a man’s job is not just outdated—it’s actively harmful to the industry’s future.

Women already own 13% of construction companies. They’re already proving, every day, that they belong on job sites, in management, and at the helm of billion-dollar enterprises. They’re already there. But not nearly enough of them.

So why hasn’t the industry moved faster?

Part of the problem is perception.

For decades, construction has been framed as physically demanding, requiring brute strength. But modern homebuilding relies just as much on project management, logistics, and problem-solving as it does on physical labor. Equipment advancements have also leveled the playing field, making most construction roles accessible to anyone with the right training and experience.

Another issue is access. Many women who might be interested in construction careers simply don’t see a clear pathway in. Apprenticeship programs remain overwhelmingly male-dominated, and mentorship opportunities are scarce. Homebuilders that want to solve their labor problems need to start actively addressing these barriers.

A Business, Not a Buzzword

The backlash against workplace DEI programs has made some business leaders hesitant to discuss gender equity at all. But this isn’t about checking a box. It’s about recognizing that the industry’s failure to build an inclusive workforce is actively worsening its most pressing challenges.

There is no downside to recruiting more women into the industry. There is no risk to making construction careers more accessible. There is no strategic argument for continuing to operate with a self-imposed talent shortage.

The only risk is doing nothing.

Companies that adapt will have a workforce strong enough to meet demand, shorten construction cycles, and stabilize costs. Companies that don’t will struggle to keep pace.

The choice is clear.

Homebuilding needs skilled labor. Women are a massive untapped resource. The math is simple. The only question is: what’s your company going to do about it?