RAOUL KARP, P.E., S.E.
BRIAN QUINN, P.E.
With nine out of 10 firms looking for engineers and more than 10 percent of them considering leaving the profession in their early employment years, now is a critical time for firms to revisit their strategies on how to attract and retain new engineers.
There are many factors that influence why an entry-level engineer selects a job and how long they stay with that company. By engaging directly with engineering students and reviewing research data from several sources, including the National Council of Structural Engineers Associations – Structural Engineering Engagement and Equity (NCSEA-SE3), American Society of Civil Engineers (ASCE) and American Council of Engineering Companies Research Institute (ACEC), SE Careers, LLC identified a few key areas that firms should consider when looking to attract and retain young engineers.
Project Work/Licensure. Firms often cite their lack of high-profile projects as a reason they struggle to attract talent. For new engineers, though, it’s more important to offer them variety, purpose and responsibility in their early project work. These factors are particularly significant in preparing them for licensure.
Compensation/Benefits. New engineers are seeking not only competitive salaries but increasingly additional forms of compensation, including bonuses, profit sharing, and even opportunities for ownership within the firm. Companies can more easily distinguish themselves through their benefits, particularly to appeal to changing demographic needs with greater parental leave and work flexibility.
Mentoring/Feedback. New engineers seek regular and detailed feedback during their early career. Companies that conduct mid-year performance reviews with potential compensation adjustments may have an advantage in attracting talent. Support from a structured mentor program can further improve performance and skill development, and some studies suggest it may improve job satisfaction by 20 to 30 percent.
Professional Development. Half of the engineers on SE Careers indicate that professional development is a mandatory job requirement. Organizations that support and encourage professional development for technical and non-technical skills (e.g., communication and management) can improve their ability to attract and retain engineering talent.
Work Setting. Engineers were generally satisfied with the remote-work flexibility offered during COVID. There’s evidence that firms are re-evaluating their policies and often adopting a hybrid work setting, with engineers expected to be in-office on specific days. This has shown to offer the best learning and social environment with consideration for work-life balance improvements sought by many (new) engineers.
Social/Innovation Culture. New engineers can significantly impact a company through their experience and interest in newer areas of study such as technology, sustainability and wellness. Companies that foster a culture that embraces new ideas can influence job decisions for engineers with these inclinations. To retain engineers, research shows that companies that incorporate corporate social responsibility and a sense of purpose beyond the workplace achieve higher job satisfaction and engagement.
What matters most to an individual entry-level engineer is personal, and it’s important for engineers and companies to find alignment on expectations for both during the interview process. To make it easier for (new) engineers to compare and evaluate companies against the attributes they care about, SE Careers created an “SE Company Evaluation” worksheet (available at no cost to engineers) at bit.ly/4lxbR6J. 
The post Workforce Challenges: Competing for New Structural Engineering Talent first appeared on Informed Infrastructure.