Engineering Inc. - May/June 2008 - 19

developing a database that will give each employee access to information about his or her own customized career path within the organization. When the system launches, it will provide each employee with his or her own personalized virtual space with access to training modules and internal and external links, including information to help them get ahead relative to their individual experiences and goals. Malcolm Pirnie employees have access to similar assessments through the company’s talent management program. “It really helps people to have a clear idea of what their various career path options are in the company,” says Brockwell. David Evans and Malcolm Pirnie also periodically survey their employees, using an outside company to solicit ideas and feedback. Executives say the surveys, though basic, are an affirmation to employees that their opinions matter. Willis says much of what David Evans has done in recent years to improve workplace morale is the result of employee feedback. The surveys “help to guide our activities so that we know where to put our efforts T here are a number of things that are ingrained in our company that acknowledge that people have challenges on the job and at home. aL BroCKweLL maLCoLm pIrnIe and where we might be lagging behind,” she says. “There are a number of things that are ingrained in our company that acknowledge that people have challenges on the job and at home,” adds Malcolm Pirnie’s Brockwell. “The work/life balance is important to us, and we know that their happiness and contentment certainly comes through in the work they do for our clients.” Some managers often are reluctant to ask for feedback for fear that the demands—a heftier paycheck, for one— will be too high. But that isn’t often the case, says Kaye. “A major step for managers to take is a very simple one: ask your people why they stay with the company and what you can do to keep them,” says Kaye. “Ask them individually. Listen hard to what they say, and provide for things you can do within your control.” Petrich agrees. In her experience, small changes and initiatives go a long way toward keeping employees happy. “Someone said they’d like to create a book club,” she says. “We looked at our budget and went ahead to start a book club. We have all kinds of athletic programs that we sponsor and support. We have a Toastmasters group. When the Chicago Public Schools were looking for science fair judges, we opened that up to our employees. So they go to various schools to judge science fairs, and they can say, ‘I represent Sargent & Lundy and I’m an engineer.’” It’s the little things, she says, that give employees a strong sense of ownership in the firm, and a sense that their managers value their input beyond their area of expertise. “The more motivated the workforce is, the more productive they’ll be, and the better your bottom-line results,” says Topchik. “It’s well worth trying to get people to be motivated in the workforce. It’s a huge payoff.” n Kim Fernandez is a freelance business writer living in Bethesda, Md. Now Hiring Simpson Gumpertz & Heger is a national consulting engineering ﬁrm that designs, investigates, and rehabilitates structures and building enclosures. We are always looking for highly qualiﬁed candidates interested in working on challenging and exciting projects in an environment that promotes employee growth and satisfaction. We have ﬁve ofﬁces: Boston, Los Angeles, New York, San Francisco, and Washington, DC. From left clockwise: Macallen Building, Boston, MA; MIT Simmons Hall, Cambridge, MA; John Hancock Tower, Boston, MA; John Adams Courthouse, Boston, MA We offer an excellent compensation and beneﬁts package in a corporate culture based on learning and growth. To learn more about SGH and current job opportunities, visit our web site at www.sgh.com/ EmploymentOpportunities. Please send your resume to: Simpson Gumpertz & Heger Inc. Attn: Human Resources Dept. 41 Seyon Street, Bldg. 1, Suite 500 Waltham, MA 02453 Fax: 781-907-9009 MAY / JUNE 2008 ENGINEERING INC. 19

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Engineering Inc. - May/June 2008

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