Engineering Inc - July/August 2018 - 13

work where engineers and others create specific development plans
that guide them toward their goals and objectives.

NICHOLAS PRIOR/GETTYIMAGES

FUTURE FORWARD

formers by providing flexible schedules, part-time schedules, working on a per project basis or telecommuting." This is effective in
retaining those professionals that might otherwise exit the field such
as retirees and women with children. "We work really hard to create an environment where people want to stay rather than choosing
another industry or firm," Moore explains.
Engineering firms feeling the talent pinch are also focusing on
leadership development. For example, Parkhill, Smith & Cooper
introduced a Leadership Academy in 2011. It works with young
professionals-particularly top performers-to develop client skills,
communication proficiencies, presentation skills and management
prowess. "This helps them become more valuable within the organization, and our people appreciate how much we invest in them,"
says Moore. "We want to retain our talent so we listen to understand their concerns, interests and what makes their work more
meaningful and fulfilling."
Jones Edmunds & Associates has taken a similar tack. It launched
a talent development program six years ago and placed it at the center of employee development. "We identify four to six individuals
each year that are on a leadership track within the company," Vogel
says. "Two to four senior executives-including the CEO-work
with them to build their skills in areas such as servant leadership,
emotional intelligence and communication." For instance, discussions might revolve around how baby boomers, Gen-Xers and
millennials work in different ways and what motivates a particular
group or person. A combination of structured learning and mentoring leads to discussions and formal presentations. "Participants
complete the 12-month program with a deeper understanding of
the business," says Vogel.
At Kleinschmidt Associates, mentoring is also a valuable tool.
"We work hard to groom talented and promising engineers so they
can advance their careers and deliver the knowledge and expertise
we require," Ouellette says. "One of the problems in this field is that
talent is sometimes being lured away by other professions. We have
to do everything in our power to be a desirable place to work-and
create an environment that makes people want to stay and grow
their career with us." This ultimately encompasses everything from
offering attractive compensation and benefits to creating a frame-

The industry is also taking steps to attract young people to the
profession. Vogel says that Jones Edmunds & Associates is involved
with programs that promote STEM and engineering among middle
school students. "We have to get young people interested and
involved at an earlier age," says Vogel.
Moore adds that executives at engineering firms must also do a
better job communicating what engineers actually do to high school
and college students. "Many people do not understand the importance of engineering in our society. The reality is the work they do is
challenging, exciting and vital to the communities we serve."
The task certainly won't get any easier in the months and years
ahead. As the engineering field becomes more digital, the internet of
things takes shape and hardware and software emerge at the center
of projects, attracting and retaining talent will become even more
critical.
"Engineering firms are going to have to think more broadly and
creatively about talent," Brown says. This includes focusing more
heavily on women and minorities.
"Organizations are going to have to invest in training, technology
and other systems that encourage younger professionals stay on and
develop," says Morrissey. n

FIND

Samuel Greengard is a technology writer based in West Linn, Oregon.

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