Spring 2008 issue of Horizons

INDUSTRy u

ARCHITECTS & ENGINEERS

The Key to a Firm’s Success Architecture and engineering firm leaders know that talented, motivated employees are the key to a firm’s success. The challenge lies not only in attracting the best personnel, but also in developing and retaining them. So, what are some ways a firm can attract, develop and retain desired employees? Listed below are suggestions in each of these three main categories. Attracting Talent A tried and true method to attract top talent is to recruit. Interviewing may only occur a few times each year; however, recruiting for top talent should be a continuous process. Firms should be cognizant of where to search for talent. Search opportunities should include academic universities and search firms, as well as inquiries among current personnel for acquaintances. If universities are deemed the top talent pool, architecture and engineering firms should establish solid relationships with both professors and students. Firms may offer academic scholarships, give presentations to undergraduate classes, and provide internships to undergraduates as a means of establishing relationships with top recruits. Firms also must value the power of alumni. While no firm wants to lose talented employees, it unfortunately happens. A firm whose alumni are viewed as outstanding talent can take pride in being a developer of such talent. If it becomes widely known that a company actively develops its personnel, recruiting and attracting talent becomes a much easier process.

Firms also may offer incentives such as flexible work schedules. Part-time and alternative work weeks are some examples of flexible arrangements. Developing Talent Developing employees is crucial to the longevity of a firm and its ultimate success. Top executives must make the development of top talent a priority. They also should be involved in the formulation of core competencies that employees must master to excel within the firm. Having a foundation of core competencies enhances the performance review process. Competencies can be referenced in an evaluation session. They also can be used as benchmarks when evaluating top performers. This process allows for open communication in determining where an employee is, where he/she wants to be, and what areas can be improved upon to help him/ her accomplish his/her career goals within the firm. Training, training and more training! There are a variety of avenues to take when increasing training for employees. On-the-job training, in-house courses taught by more experienced company personnel, and tuition reimbursement for academic courses and degrees are just a few examples. Some firms also offer a flexible work schedule to those employees interested in obtaining a more advanced degree with the hope that once the degree is completed, the employee will return to full-time status with increased performance ability. Retaining Talent A “growth from within” strategy allows top talent to see career advancement as a possible reward for their efforts. At times, it is necessary to hire from outside the firm in order to fill key gaps. However, if the standard practice is to promote from within, top employees will see career advancement as an attainable goal within the firm without feeling the need to leave to achieve it. Training, as previously mentioned, is key to developing employees, but it also may be used to enhance cultural integration as a method of retaining employees. Training sessions may be held off-site, and employees may spend as little as a few hours to a few weeks together. These training sessions enable employees to develop bonding relationships while still achieving necessary technical competencies.

17 u spring 2008 issue