Engineering Inc - July/August 2018 - 12

Engineering firms aren't ignoring the
problem. Most are finding ways to make
do with the talent they already have-and
many are looking for ways to boost retention, accelerate training and introduce
programs for mentoring and leadership. At
the same time, industry organizations are
promoting STEM tracks and encouraging
young people to pursue engineering as a
profession. "Everyone is competing for the
same talent. The firms that are the most innovative and creative are
likely to win out," says Jeremy Brown, a senior consultant at industry research group FMI.
LABOR PAINS

The evidence of a labor and skill shortage is more than anecdotal.
What's more, engineering firms have recognized a problem for
years. A 2015 survey of engineering firm C-suite and human
resources directors found that 52 percent of engineering firms face
difficulties filling salaried professional positions. The biggest gap,
according to the survey, was among those with seven to 10 years
of experience. At the same time, industry reports
indicate that up to 50 percent of the current engineering workforce will likely retire by 2020 or soon
thereafter.
Simply put: Engineering firms have a serious
problem. "The situation is unsustainable over the
long-run," Morrissey says.
Although the Great Recession may have triggered the current shortage, the roots of the problem are deeper and more systemic. One problem
is a dearth of female engineers and professionals.
"Women make up about 50 percent of the population, but only 20 percent of engineering degrees
are granted to women," Morrissey points out. This
contributes to a male dominated culture-and it
perpetuates the status quo-which, in turn, dissuades some women from entering or staying in
the engineering profession. "Too often, there are limited opportunities for advancement or growth," he says. Adding to the challenge:
Many women start families and drop out of the field-or take on a
diminished role at firms.
Another problem is that those in the seven- to 10-year work
range-typically millennials-have different ideas and expectations
about work and their careers. "They are more open to changing
professions or switching companies than baby boomers and GenXers," says Ken Vogel, senior vice president, managing director of

"The labor pool is shrinking, the
number of STEM graduates entering
the engineering profession isn't
[increasing], and demand for
expertise is growing."
SUE OUELLETTE
KLEINSCHMIDT ASSOCIATES

corporate services at Jones Edmunds & Associates. Brown adds that
many desire special perks and prefer to work in more collaborative
environments and have greater contact with customers. "They want
to be excited and engaged," he says.
The U.S. Department of Labor reported that engineering industry employment has rebounded from the 2008 recession. It now
exceeds pre-recession highs with employment of about 1.453 million-about 800 full-time employees more than the pre-recession
high. But the uptick in projects and work is actually putting even
greater pressure on firms at a crucial time. Those who would have
gained engineering experience and begun to move
into more senior positions or middle management
simply aren't available in enough numbers, compared to the boomers who are retiring.
And while most engineering firms don't rely heavily on foreign talent, changes to H-1B visas will
make yet another source of expertise unavailable.
"The labor pool is shrinking, the number of
STEM graduates entering the engineering profession isn't [increasing], and demand for expertise is
growing," says Sue Ouellette, director of human
resources at Kleinschmidt Associates. In the end,
this is creating a perfect storm for companies in
engineering and related fields. "It's necessary to be
creative and flexible when managing the workload.
It's critical to take steps to address the issues," says
Dawn Moore, associate and director of human
resources at Parkhill, Smith & Cooper.

Up to 50
percent of
the current
engineering
workforce will
likely retire
by 2020
or soon
thereafter

A NEW DEAL

Navigating today's labor and skill shortage is fraught with obstacles.
Yet, many engineering firms are taking steps to adapt and adjust-
while hoping to address the longer-term challenge. At Jones
Edmunds & Associates, management has been forced to slot senior
engineers, project managers and others into positions and tasks that
would normally be handled by midlevel engineers and employees.
Vogel says that doing so hasn't affected the
company's ability to meet deadlines and
"We want to retain our talent so we
maintain high standards, but it has put
greater time pressures on these employees-
listen to understand their concerns,
especially in pursuing new projects.
interests and what makes their work
The story is much the same at Parkhill,
Smith
& Cooper. Moore says that leadermore meaningful and fulfilling."
ship and senior engineers must fill in so the
firm can address skill gaps. "We provide
DAWN MOORE
PARKHILL, SMITH & COOPER
greater latitude to experienced, high per-

ENGINEERING INC.

JULY / AUGUST 2018

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