A/E Project Engineers to the C-Suite. Attracting and Retaining Staff in 2021
Carol Metzner • April 23, 2021
The talent market for architects and civil/environmental engineers is at an all-time competitive high. Consulting firms, public agencies and municipalities are struggling to find candidates. Recruiters and talent acquisition leaders are crafting value proposition presentations to encourage potential candidates to consider even informal conversations. In response, employers are resorting to strong financial counter offers and, in some cases, unrealizable promises to keep staff from leaving. Salary, bonus and stock increases, work from home and flexible work hours are back in the spot light.
If 2020 taught us anything, it was that life is too short to work for a firm that doesn’t appreciate or recognize its staff – at all levels.
Executives find themselves frustrated with decisions that their Board of Directors made last year. These executives are confidentially exploring opportunities that give them increased input and control. Similarly, increases in mergers and acquisitions leave many leadership staff competing for their current roles or moved into others. These executives, who were seemingly content and unobtainable prior to the pandemic, are ready to explore new horizons. Competition is fierce for firms that turn to acquisitive growth. They are looking to supplement expansions with strategic hires. Attracting and hiring market-specific sector leaders and experienced operations executives are keys for firms reaching 2021/2022 initiatives. Candidates are evaluating their future boss, ability to contribute to the company in a meaningful manner and financial incentives that reward personal success.
Attempting to attract, hire and retain all levels of project staff was challenging pre-pandemic and has only increased in difficulty. Employers must offer more than salary to attract these viable candidates. Many are looking closely at flexible return to office policies, company culture, challenging projects and most importantly opportunity for advancement. If employers can’t show a clear path for advancement, then they don’t stand a chance against a competitor with transparent goals.
Has your company re-designed incentives for 2021 to retain and attract top talent?
The Metzner Group Blog
Last night, I had an unsettling phone call with a client. It pushed me to assess whether "the client is always right." Here is what I came up with: In executive recruitment, "the client is always right" is a guiding principle. After all, clients trust us to understand their needs, align with their vision, and deliver top-tier talent. But what happens when that principle collides with another: the duty to place candidates into environments where they can thrive? Every recruiter has that moment of realization—a client may seek a professional, but their leadership style, company culture, or expectations send up red flags. Perhaps their demands are unrealistic, or their treatment of candidates raises ethical concerns. These situations challenge recruiters to balance two critical priorities: maintaining client relationships and protecting candidates from potentially detrimental placements. As recruiters, we’re not just matchmakers but stewards of careers and livelihoods. Candidates trust us to help them take the next step in their professional journey. If a client demonstrates behaviors or values that could lead to a toxic environment, we must assess and address the situation with integrity. This doesn’t mean severing ties with challenging clients immediately. Open communication is key—have a candid conversation to understand their expectations and share your observations. Sometimes, clients are unaware of how their actions or words come across and are willing to adjust. However, if it becomes clear that their approach contradicts your commitment to ethical placements, it may be time to reconsider the partnership. Ultimately, I have decided that "the client is always right" has its limits. As an executive recruiter, my reputation hinges on filling roles and making placements that benefit both sides. Walking away from a mismatched client might feel like a loss in the short term, but in the long run, it reinforces my integrity and ensures the candidates I work with continue to see me as an ally in their careers. After all, my genuine client is the principle of finding the right fit—for everyone involved. What are your thoughts? #civilengineeringexecutivesearch #architectureexecutivesearch #executivesearch #AEP #ethics #recruiterinsights
Many of us understand the significance of both short-term gains and long-term investments. When evaluating a new opportunity, the financial package plays a critical role—it reflects the value of your expertise and supports your aspirations, both today and in the future. However, compensation should not be the only compass. A truly strategic decision considers how the role aligns with your vision, challenges your abilities, and fuels your capacity to lead with impact. The right opportunity integrates financial reward with culture and mission that drive fulfillment, growth, and purpose. One should not accept an offer solely based on money, nor should one reject an offer solely because of financial reasons. Leadership is about balancing head and heart, value and vision. Let’s prioritize decisions that secure not just wealth but meaning. What principles guide your career decisions? #Architecture #CivilEngineering #ExecutiveSearch #Recruiter #AE #RecruiterInsights
