Engineering Inc. - November/December 2008 - (Page 18)

New Law addresses Talent Gap A s the engineering industry grapples with a long-term talent shortage, new federal legislation signed into law in august could encourage more students to seek technical degrees in college. The Higher education Opportunity act forgives up to $10,000 in student loans given to engineering students and others whose professions are considered of particular importance to the nation. as the act was being written, aCeC lobbied congressional leaders to include engineering among the targeted professions. engineers will receive credits of up to $2,000 a year, or a total of $10,000, for outstanding student loans after they graduate and enter the engineering work force. aCeC President Dave Raymond called the forgiveness plan “a great first step” for addressing a critical shortage of engineers in the United States. “The ideal solution is to find ways to encourage more young people to pursue engineering careers,” Raymond said. “This is an investment that will benefit our country for decades.” only 13,197 were engineering degrees. “That’s 50 percent of the work force that doesn’t look at engineering as a possible career,” says Barrett. Parametrix and others are working, often in partnership with ACEC/Washington, to spark interest in junior high and high school students. “Experienced engineers who can present themselves well are going into the schools and sharing with the kids the work that we do,” Peacock says. “That can be pretty infectious.” Retain and Cultivate “Civil engineering, versus chemical or petro engineering, is losing more than its fair share of new students going into the field,” says Tim McKindles, people services manager at Wade Trim Associates in Detroit. Engineering executives have several theories as to why the talent pool is shrinking, but many are hard pressed to come up with a definitive answer—much less a solution. “It’s an interesting question that we often scratch our heads over,” says Jeff Peacock, president of Parametrix in Auburn, Wash. Some point to changing cultural values that discourage people from pursuing careers that offer delayed gratification when it comes to riches, responsibilities and professional recognition. “Our culture just has not stressed the importance or the excitement of an engineer’s or scientist’s role in shaping society and the world around us,” Peacock says. Another demographic factor that dramatically impacts the potential talent pool in engineering is the profession’s ongoing gender gap. Though women earned nearly 829,000 bachelor’s degrees in 2005— about 57 percent of all those awarded— 18 ENGINEERING INC. NovEmbER / DECEmbER 2008 This demographic trauma shines the spotlight on the experienced, skilled engineers already toiling away in the industry. These professionals suddenly find themselves in high demand by their own firms—as well as by other firms in the marketplace. Right now, most of these professionals are staying put, even if their employment situations are less than perfect. “It’s a matter of the devil that you know may be better than the devil that you don’t know,” says McKindles. “A person might be willing to stay in a current job and suffer that agony as opposed to leaving and taking a chance with new seniority, new tenure, a new operating structure, a new everything.” Proactive firms in the industry are taking advantage of this recruitment respite to refine and implement programs and incentives for retaining and cultivating their current employees. Firms also are using in-house training to ward off recruiters and a steady stream of new offers. Howard R. Green’s training begins by sending new hires to a two-day “boot camp” to introduce them to the company’s culture and key staff members. Its “university” offers 50 courses throughout the year to develop skills in project management and business development aimed at those interested in executive responsibilities. The mantra “look within” guides Wade Trim Associates, which also runs a university-style educational program to groom current employees for senior-level positions. “Many times you’re better off to just simply home-grow your talent,” says McKindles. The company runs its own collection of “colleges,” which offer advanced instruction for transportation, water resources, land development and other disciplines; within each college, specialized schools cover such topics as traffic engineering, roadway design and bridges and structures. Students also are encouraged to attend continuing education classes or seek master’s degrees. As Wade Trim employees progress in their training, they’re expected to participate in various professional committees organized by ACEC and state and federal agencies. The company also taps top performers with two years of experience and helps them chart a career path based on the firm’s and the employee’s common goals for the future. “We give them exposure to new projects and put them under the wing of someone who we have identified as a successful mentor,” McKindles explains. “You basically groom them for that future position.” Stock ownership can also be a very effective way to tie an engineer to a firm. Of Howard R. Green’s 240 employees, more than 70 own stock in the company. Engineering firms also are working to reduce the negative impact of today’s labor shortages on their employees. Because his C ivil engineering is losing more than its fair share of new students going into the field. Tim mckinDleS waDe TRim aSSOCiaTeS

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Engineering Inc. - September/October 2008 Contents From ACEC to You News & Notes Market Watch Legislative Action Engineering Goes Back to School Winning the Talent War Mastering A Hard-Luck Economy Education Makes the Grade in Green Construction 2008 Young Professionals of the Year 2008 Fall Conference Highlights Technology Members in the News One On One

Engineering Inc. - November/December 2008

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