Before entering the construction sector, Yvette earned a bachelor’s degree in political science and worked in governance and strategic planning. She then continued her studies with a thesis on “La Révolution tranquille.” But a turning point came: “I had read The Blue Zones and realized I wanted to move, be outdoors, take care of my health. I discovered that I loved wood and architecture,” she recalls.
In 2016, she began a vocational diploma (DEP) in carpentry. The early days were difficult: as the only woman in her cohort, often isolated, she had to fight to find her place in a male-dominated environment. “I was number 17 in the class, never had a partner. Little by little, I was sidelined, and it was very difficult psychologically,” she admits. She was even advised not to file a complaint so as not to “harm the school.”
After transferring to a more inclusive school, Yvette obtained her DEP in 2018. In collaboration with the school and her colleagues, she actively participated in a Habitat for Humanity project. In 2022, she completed a certificate in construction site management, which made her eligible for a QBQ license for new residential construction. That same year, her dedication and perseverance were recognized: she won the Grand Prize of the Chapeau, les filles! contest, selected from 800 applications. “It was an incredible recognition. It opened doors for me and allowed me to work in a dozen companies since then,” she shares.
Being yourself in a male-dominated environment
For Yvette, fitting in does not mean blending into a male mold. She is determined to maintain her identity and style on construction sites. “I am a woman on the construction site. I don’t want to turn into a man. I stay true to myself. I just want to be accepted as I am and hired for my potential, not because of the labor shortage.”
This conviction translates into a proactive approach: arriving early, observing the site, reaching out to colleagues, and helping foster an inclusive environment. “I check in with colleagues to see how they’re doing, if I can help. It seems simple, but it builds cohesion and reduces turnover, which can be very costly. In construction, replacing a carpenter can cost up to 200% of their annual salary due to lost days, training, and integration.”
Performance culture vs. team culture
Yvette points out a common paradox: “Fast workers with a poor attitude are often promoted, while those with potential and a good attitude are overlooked. But a construction site cannot operate in silos: it’s the entire team that drives productivity.”
She emphasizes the importance of developing each person’s strengths, coordinating work, and fostering a positive dynamic rather than prioritizing individual speed at the expense of teamwork. Her interventions are sometimes misunderstood when she focuses on health and safety. “It’s not just a slogan for me, nor a way to please the associations that issue fines.”
She also notes that women remain rare in certain trades and criticizes simplistic solutions: creating companies exclusively for women or LGBTQ+ individuals is not enough. “Inclusion means working together in a respectful and human environment,” she insists.
Yvette’s Five Cs
- Heart: act with humanity and empathy
- Climate: maintain a healthy and respectful environment – 1-2-3, that’s enough!
- Control: talk to people to identify problematic situations
- Buddy / Coach: pair less experienced workers with a skilled buddy or coach
- Courage: intervene when behavior is unacceptable and TAKE ACTION
Harassment and construction-site jokes: a daily reality
Harassment can be subtle or “under the radar”: lingering stares, double‑entendre jokes, inappropriate comments that, over time, create a toxic environment. “It’s another way of harassing: they stare you in the eyes, honk their machines to annoy you, test you every day. But once you disarm them, it gets better… for a while.”
Yvette’s anecdotes reveal the raw reality on the ground: harassment, sexual jokes, sexually suggestive images or documents circulating on construction sites—cocktail menus with explicit names, vulgar photos, stickers on hard hats. “When the superintendent spreads this kind of thing, it shows the real problem: toxic leadership and the absence of a safe framework.” Her message is clear: prevention, inclusion, and respect must be daily practices, not just written rules.
The importance of a safe space and healthy leadership
For Yvette, the construction site must become a safe space for dialogue and transparent communication, a place where everyone can ask questions and share without fear. “There is a lack of ‘safe spaces’ on construction sites: places to speak openly, to learn without being judged. Toxic leadership and siloed work are major obstacles to productivity and retention.”
She emphasizes that recognition and encouragement are just as important as technical skills: “We’re not told what we do well, only what we do wrong. For someone in the minority on a site, it’s even harder. We need leaders who can guide, encourage, and correct fairly.”
“If we change the culture on construction sites, I can stay in the field, thrive, and enjoy building. But for that, it takes courage, heart, and leaders who take action.”
Despite new legal obligations, creating a safe and respectful work environment remains a major challenge for many companies. Between regulatory requirements and on-the-ground realities, employers still have much work to do to transform their organizational culture.
