The Metzner Group Blog

Thanksgiving Pause

Thu, 18 Dec 2025 16:26:27 GMT

As a recruiter, I move fast—searches, decisions, conversations that shape careers. But Thanksgiving reminds me to slow down, breathe, and appreciate the bigger picture.

Gratitude isn’t just seasonal; it’s the foundation of meaningful relationships and clearer perspective. Each person I meet reminds me of resilience, ambition, and possibility—and that’s what keeps me inspired.

Wishing you time to decompress, reconnect, and carry that spirit into the season ahead.

Networking Is A Two-Way Street!

Thu, 18 Dec 2025 16:24:05 GMT

We’ve all seen it: a colleague facing a career crossroads reaches out to every connection they’ve built — asking for introductions, advice, or simply a listening ear. Many of us respond, because we understand the stakes. The fear of unemployment or being in a role that no longer fits is real.

But then they land. The pressure lifts. And when others reach out to them for support, the response is… silence.

In today’s climate, where so many talented A/E/C executives are exploring new opportunities, navigating leadership transitions, or rethinking their next chapter, let’s remember that networking is a two-way street.

✅ If someone helped you during your search, be the person who helps them now.
✅ If you’re in a stable role, take a moment to respond to those reaching out.
✅ If you’re navigating change, lean on your network — but also nurture it.

The consulting engineering sector thrives on collaboration, trust, and long-term partnerships. Let’s extend that same spirit to how we support one another professionally.

We rise by lifting each other — not just when we need help, but when others do.

When Loyalty Meets Growth: What Happens When an Employee Outgrows Their Role?

Thu, 18 Dec 2025 16:22:01 GMT

In my more than 35 years as an executive search professional, I’ve seen this scenario play out time and again—often quietly, and with great emotional weight.

Well-run firms and thoughtful leaders work hard to create opportunities for their key people. They invest in development, offer stretch roles, and try to align talent with evolving business needs. But sometimes—even with the best intentions—there simply isn’t a role that keeps a high-performing employee challenged or allows them to bring meaningful value to the organization.

What happens then?

If you’re that employee, you’ve likely tried to pivot. You’ve raised your hand, taken on new responsibilities, and stayed loyal. But despite your efforts, the fit isn’t there anymore. Not because of a lack of commitment—but because you’ve grown.

This is a tough moment. It’s not about dissatisfaction. It’s about evolution.
Sometimes, the most respectful and strategic move—for both the individual and the organization—is to explore opportunities elsewhere. Not as a rejection of the past, but as a continuation of growth. When done thoughtfully, this kind of transition honors the contributions made and opens the door for fresh impact.

Let’s normalize these conversations. Let’s support leaders who are honest about capacity, and professionals who are brave enough to seek new challenges.

Have you ever faced this crossroads? How did you navigate it?

Knowing When to Leave—And What Not to Carry Forward

Thu, 18 Dec 2025 16:21:01 GMT

In executive roles, we often stay too long—out of loyalty, unfinished goals, or the belief that we can fix what’s broken. But when the environment becomes toxic or abusive, staying isn’t leadership. It’s self-neglect.

If you're considering a transition, pause and reflect: Are you drawn to a new opportunity because it feels familiar—or because it’s truly healthy? Comfort can be deceptive. As an executive recruiter for the past 30+ years, I’ve witnessed candidates leave poorly cultured firms only to accept roles in nearly identical environments. Familiarity isn’t always safety—it can be a trap.

Don’t let past dysfunction become your compass. Growth begins when we choose environments that challenge us to thrive, not just survive.

Have you ever stayed too long? What helped you finally move forward?

Embracing Career Transitions: Staying Open to New Opportunities

Thu, 18 Dec 2025 16:06:41 GMT

With more than 35 years as an executive recruiter guiding senior candidates through transitions, I’ve seen firsthand how career shifts—whether planned or unexpected—can lead to incredible growth. While every situation is unique, the emotions—uncertainty, hope, and resilience—are universal.

Even if you’re content in your current role, staying open to new opportunities is key to long-term success. The best career moves often come when you least expect them, and being receptive to change can open doors to greater fulfillment, impact, and advancement.

Navigating Transitions with Confidence & Embracing Possibilities

�� Adopt a Growth Mindset – Every transition is a chance to learn, evolve, and expand your skill set. Stay curious and open to new challenges.

�� Build & Maintain Your Network – Strong relationships create opportunities. Engage with peers, mentors, and industry leaders—even when you’re not actively searching.

�� Be Proactive, Not Reactive – Don’t wait for change to happen to you. Stay informed about industry trends, emerging roles, and potential career paths.

�� Reframe Uncertainty as Opportunity – Transitions can feel unsettling, but they often lead to unexpected and rewarding possibilities.

�� Stay Flexible & Open-Minded – The best opportunities may not look exactly like what you envisioned. Be willing to explore new industries, roles, or leadership paths.

�� Invest in Yourself – Whether through professional development, certifications, or personal growth, continuous learning keeps you prepared for whatever comes next.

�� Trust the Process – Career transitions take time. Celebrate small wins, stay patient, and remain confident that the right opportunity will come.

The Bottom Line
Your career is a journey, not a destination. Whether you’re actively seeking change or simply staying open to possibilities, embracing transitions with confidence can lead to greater success and fulfillment!

Do Your Homework: The Art of Meaningful Outreach

Thu, 18 Dec 2025 15:58:28 GMT

As an experienced executive recruiter, I’ve seen first hand how meaningful connections unlock incredible opportunities. One of the most critical elements in building those connections is preparation.

When someone reaches out to me—whether for career advice, recruitment opportunities, or collaboration—I appreciate when their message reflects genuine effort and preparation. It's clear they've taken the time to read my profile, understand my background, and craft a message that resonates. This level of care sets the stage for productive and meaningful conversations. And, this thoughtful approach immediately sets them apart.

On the other hand, I sometimes receive messages that lack context or preparation. These generic attempts fall flat and often raise questions about the sender’s professionalism and commitment. It’s a missed opportunity for both parties.

Here’s why doing your homework before reaching out is essential:

1. It Shows Respect for Time and Expertise
Taking the time to learn about someone’s background demonstrates that you value their time and contributions. As a recruiter, I appreciate when candidates, clients or collaborators approach me with a clear understanding of my role and how we might align.

2. It Builds Genuine Rapport
Understanding someone’s journey allows you to craft a message that resonates. Referencing shared interests, industry insights, or specific accomplishments shows you’re invested in fostering a meaningful dialogue—not just ticking off a networking box.

3. It Sets a Professional Tone
In recruitment and beyond, professionalism is paramount. Thoughtful outreach reflects positively on your character and attention to detail—essential qualities in building trust and credibility.

4. It Enhances Your Chances of Success
Whether you’re seeking career guidance, looking to sell a solution, or proposing a partnership, a well-researched message is far more likely to receive a positive response.

As a recruiter, I cannot overstate the importance of preparation. Before reaching out, take a moment to review the recipient’s profile. Learn about their achievements, explore their posts, and think about how your message can resonate with their journey.

Remember, in a competitive professional world, preparation is not just a courtesy—it’s a skill that distinguishes you from the crowd. Thoughtful outreach paves the way for authentic connections, inspiring trust and collaboration. Let’s work together to encourage interactions that promote mutual success and growth!

When "The Client is Always Right" Isn't Always Right: Navigating Tough Decisions as an Executive Recruiter

Wed, 22 Oct 2025 13:39:08 GMT

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

Strategic Career Choices: Beyond the Bottom Line

Wed, 22 Oct 2025 13:33:26 GMT

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

Sense of Urgency in Recruiting

Wed, 22 Oct 2025 13:25:18 GMT

The recruitment landscape demands a swift approach in today's dynamic business world. Urgency in hiring is not about rushing through the process but recognizing the need for efficient and timely recruitment practices.

Why Urgency Matters:
- Competitive Advantage: Securing top talent swiftly prevents losing them to competitors who are also vying for their skills.
- Sustaining Efficiency: Swift recruitment prevents productivity dips and overburdening existing staff, ensuring projects progress seamlessly.
- Enhancing Reputation: A well-managed and prompt hiring process reflects positively on the company, boosting its image and attractiveness to potential hires.

Maintaining Balance:
While speed is crucial, it should never compromise on finding the right fit for the role. Clear criteria and structured interviews facilitate quick yet well-informed decisions, upholding quality standards while expediting the hiring process.

Effective Strategies:
- Establish Clear Timelines: Define and stick to timelines for each recruitment stage.
- Preparation Is Key: Have job descriptions, interview questions, and evaluation criteria ready beforehand to streamline the process.

As an executive recruiter, my focus is on aiding clients in securing top talent. Diligence in interviews is vital; a sluggish or haphazard approach can impede progress. Stay prepared, maintain momentum, outshine the competition, and secure the best candidates for your team.

#Recruitment #TalentAcquisition #CivilEngineering #Architecture #ExecutiveSearch #AE #RecruiterInsights

Embracing Ethical Recruiting: A 2025 Refresher on Integrity & Relationships

Fri, 24 Jan 2025 21:14:29 GMT

Being ethical is critical in executive recruitment. An ethical executive recruiter recognizes that their role goes beyond merely filling a position; it is about building meaningful relationships and ensuring the match between candidate and company is genuine and beneficial. This approach is not just a professional obligation but a moral one.

Building Relationships: A skilled executive recruiter understands the importance of nurturing relationships with clients and candidates. These relationships are rooted in trust, transparency, and mutual respect. By understanding both parties' needs, values, and aspirations, the recruiter can make informed decisions that lead to successful matches.

Focus on Fit: The right match goes beyond qualifications and experience and involves cultural fit and values alignment. Ethical recruiters take the time to grasp the organization's culture and the candidate's personality. They strive to ensure the new hire will thrive in the company's environment and contribute positively to its goals.

Integrity and Honesty: Principled recruiters uphold integrity throughout the recruitment process. They provide honest feedback, manage expectations, and avoid practices that could mislead or exploit either party. This includes being transparent about potential challenges and ensuring candidates are fully informed about the roles they are being considered for.

Long-Term Success: An ethical recruiter prioritizes long-term success for both the candidate and the company. This means valuing quality over quantity and making placements likely to endure. An ethical match leads to higher job satisfaction, reduced turnover, and a stronger, more cohesive organization.

In conclusion, ethical executive recruiters are about much more than filling positions. They foster relationships, ensure a good cultural fit, maintain integrity, and aim for long-term success. By adhering to these principles, recruiters fulfill their professional responsibilities and contribute to the overall well-being of the companies and candidates they serve.

Embrace the Challenge: Take That New Leadership Opportunity!

Tue, 19 Nov 2024 14:05:29 GMT

Taking on a new executive role is more than just a career transition—it’s an adventure filled with potential and personal growth. Here’s why you should embrace this opportunity:

1. Growth and Development: A new role challenges you to stretch your capabilities and develop new skills. It’s an invaluable opportunity to broaden your horizons and enhance your leadership toolkit.

2. Fresh Perspectives: A new position brings fresh insights and viewpoints. It allows you to step out of your comfort zone and see the industry differently, fostering innovation and creativity.

3. Expanding Your Network: Embracing a new opportunity connects you with new professionals and mentors. These relationships can offer support, inspiration, and new avenues for collaboration.

4. Driving Impact: You can drive significant change in an executive role. This is your opportunity to implement strategic initiatives and make a lasting impact on the organization.

5. Personal Fulfillment: There is immense satisfaction in taking on new challenges and overcoming them. It boosts your confidence and brings a profoundly fulfilling sense of achievement.

Don’t hesitate. Embrace the challenge, take that new executive role, and unlock your potential. The next chapter of your career is waiting—make it count!

Let’s discuss this further. Feel free to drop me an update at carol@themetznergroup.com.

#Leadership #ExecutiveOpportunities #TakeTheLeap #CivilEngineeringExecutiveSearch

Carol A. Metzner The Metzner Group, LLC www.themetznergroup.com

Navigating Job Searches as a Senior Candidate: The Network Conundrum

Tue, 19 Nov 2024 13:57:30 GMT

Today, I spoke with a senior candidate who is eager to use his network to explore new opportunities. This made me consider the potential benefits and pitfalls he may encounter.

For many senior professionals, leveraging a well-established network can be a powerful tool in the job search. However, this avenue isn't without its pitfalls. Here's a closer look at potential challenges so you can be prepared to navigate them.

1. Colleagues Feeling Threatened

One of the more delicate issues is the potential for colleagues to feel threatened by your interest in joining their company. As a seasoned professional, you bring a wealth of experience and expertise, which can sometimes be intimidating. This fear of being overshadowed or surpassed in the leadership hierarchy can cause reluctance among your contacts to advocate for your candidacy.

2. Confidential Leadership Searches

Another hurdle is that your connections might not know that their company is conducting a confidential search for new leaders. If you're not in the know, this can lead to awkward situations or missed opportunities.

3. Over-reliance on Familiar Networks

Relying too heavily on your existing network can limit your opportunities. While staying within the circle of known contacts is tempting, it can restrict access to new and diverse prospects.

4. The Reciprocity Dilemma

There’s also the risk of feeling beholden to those who help you. While networking is a two-way street, the pressure of reciprocity can add stress.

With over 35 years of experience recruiting for A/E professional services, I believe using an executive recruiter can be a valuable strategy.

Utilizing a trusted, established, and respected executive recruiter can help you navigate the complexities of your job search. We have insider knowledge of confidential leadership searches and can advocate on your behalf without the complications that might arise from personal connections.

If not me, seek out recruiters with a solid track record in your industry. They can provide valuable insights, connect you with opportunities you may not find, and help present your candidacy in the best possible light.

In conclusion, while leveraging your network can be highly effective, awareness of and proactively addressing pitfalls can significantly enhance your job search success. Keep the lines of communication open, approach with empathy, and diversify your outreach to navigate the network conundrum seamlessly.

Carol Metzner, THE METZNER GROUP, www.themetznergroup.com

Make a Decision!

carol@themetznergroup.com (Carol Metzner) — Tue, 08 Mar 2022 13:34:41 GMT

MAKE A DECISION!

Our architecture and civil engineering searches in the past 6 months have shown that ENR Top 500 firms, municipal and state agencies are scrambling for experienced staff. Whether the search is for a project manager, market leader or chief executive officer, one fact remains constant: now is the time for professionals to make a decision. Do they continue working for a company or boss that doesn't "fit" anymore or do they leave?

Many professionals who approach me about my searches are curious about options. It doesn't hurt to listen, right? And, many who reach out often have competitive compensation packages. But, as the old saying goes money "won't permanently cushion thorns in the nest." Being disregarded, disrespected, overlooked and overworked gets old. Personal health and relationships have taken a hit. It's time to look at options.

Compensation packages have skyrocketed. "Standard" salary or compensation ranges are no longer the norm. Some firms will bypass their "salary ranges" to snag a top talent. Alternatively, there are companies that won't disrupt current salary ranges and find themselves challenged to attract top talent. These firms that are unable to offer larger base salaries and even larger end-of-year bonuses are increasing PTO, adding car allowances, phones, increasing "spot" bonuses, hybrid work schedules and/or paying for full office set-ups for remote work. Candidates in many situations must consider or make trade-offs. Quality of life versus a 60+ hour work week? Or, just wait until someone will pay top compensation for working less hours?

Ultimately, it comes down to how long someone will complain about an unhappy or unfavorable working situation before doing something about it? The A/E market is busy and talent is in short supply. Work for an employer that recognizes talent, work-life balance and individual as well as team accomplishments. Make a decision to be appreciated.

If ready to make a change, contact me to see what opportunities are available!

Carol Metzner, carol@themetznergroup.com, www.themetznergroup.com

Mergers, Acquisitions & Team Take Outs In Recruiting

carol@themetznergroup.com (Carol Metzner) — Tue, 11 Jan 2022 18:23:57 GMT

During 2021, growth through mergers and acquisitions (M&A) continued to be a stronghold within the North American architectural and engineering consulting marketplace. Rusk O'Brien Gido & Partners reported that 2021 was a record-breaking year for A/E M&A activity. Professional services firms competing for talent have figured out that to grow in new regions or new disciplines, M&A or recruiting through full team take-outs is a viable option.

Traditionally, firms identify, recruit and hire practice builders or leaders in a specific market sector or location. These strategic hires are then tasked to build a team. While this practice still exists, many firms are targeting specific firms or leaders with cohesive teams to shorten the timeline for growth. These teams are enticed to move together for a new opportunity. It is a win for the team and a win for the hiring company! There is an old saying "People leave managers, not companies." While that can be true, it is also a fact that people leave companies to stay with their managers.

While firms have tried to thwart efforts of teams leaving by demanding leaders sign non-compete and/or non-solicit contracts, they are finding that staff and the courts are frowning on such agreements. The U.S. Department of Justice's promise to criminally prosecute “no-poach” agreements, have left employers questioning how to protect their employees and teams from being "poached" or recruited by competitors. For clarity, a no-poach agreement is an agreement between two or more employers not to hire employees away from each other.

Recruiting in the A/E marketplace for 30+ years, I have seen recruiting trends come and go. M&A and team take-outs are only going to increase as the market for talent tightens. A client recently asked me what ideas I could offer to keep talented staff and teams from leaving. The answers are many and varied. At the top of the list is reviewing company culture, something that is incredibly difficult to change. Exciting projects, compensation and great colleagues are great places to start...but lately staff and their teams won't accept a company culture that views them as widgets.

Acknowledging Emotions in Job Change & Recruiting

carol@themetznergroup.com (Carol Metzner) — Fri, 07 Jan 2022 19:41:47 GMT

Recently a LinkedIn connection commented on a posting that I put emotion in my recruiting. It implied that was not a good quality and one should focus on facts when talking to candidates. Job change, whether by choice or force, brings with it a myriad of emotions. When talking with potential candidates, I think it is critical to understand the “feelings” that accompany the logical factors that go into a decision to explore new opportunities.

Based on 35 years of my market specialty of executive search in the A/E sector, the majority of clients and candidates working with me are self-described logical thinking types. Recently, I read a description of logical thinking decision makers as one in which “skills require and involve a progressive analysis, for example, by weighing all available options, using facts and figures, and making important decisions based on the pros and cons. They do not take into account the elements of feelings and emotions.” Using logical thinking only and ignoring the strong emotions that are involved in leaving one employer for a next is a recipe for disaster.

Many of us spend more hours working then not. Even with Covid-19, our computers and phones keep us connected to colleagues and bosses. Board of Directors, leadership teams and project groups still meet. We foster connections that feel like an extension of our families. Leaving an employer means disappointing friends, colleagues, bosses and clients. Even when leaving for an outstanding career opportunity, it is common to experience some sense of loss. Not acknowledging the feelings involved will also lead candidates to be shocked when counter offers are made, which combine money and guilt. If one is fired from their job, then a host of rational and irrational emotions come up to the surface. Again, no acknowledgement will lead a candidate to possibly accept a bad job offer.

So, job change is rarely made without emotion. Utilizing logic and understanding the emotions with job change and decision-making can help you to make a solid, rational decision. Choosing a recruiter who understands both, can help you to navigate the less than smooth waters and get you successfully to your destination.

A/E Project Engineers to the C-Suite. Attracting and Retaining Staff in 2021

carol@themetznergroup.com (Carol Metzner) — Fri, 23 Apr 2021 00:32:02 GMT

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?

Ethics in Recruiting – Making the Right Match

carol@themetznergroup.com (Carol Metzner) — Fri, 23 Apr 2021 00:29:04 GMT

Being ethical simply means “doing the right thing.” Recruiters are hired to be internal or external hiring and talent experts. As an executive search consultant, internal corporate or agency recruiter, the goal should always be to make the right match for the open opportunity and the company. In the current marketplace, there has been an increase of recruiters who find themselves desperate to make a placement. Corporate recruiters are working to keep their jobs safe from layoffs and third-party recruiters and executive search firms are concerned with potential decreased financials. Add to this, job seekers who are worried about the pandemic, unhappy in their current roles, or laid off and need a job. This makes the recruiting business ripe for unethical recruiting practices and pushing through a bad opportunity/job match.

Many civil engineering consulting firms have furloughed or let go of staff. Conversely, many civil engineering consulting firms have taken the opportunity to make “investment” or strategic hires to their leadership teams. As an architecture and civil engineering executive recruiter with more than 30 years supporting ENR top 500 consulting firms, I continue to be astounded by stories of everyone looking out for themselves at the expense of their employers, clients and/or job seekers. These recruiters are so desperate to say “I filled that open requirement” that they will gloss over the candidate characteristics that make for a less than good “fit” for the position or company. They recommend candidates and encourage their hiring authorities to move forward, overcoming any concerns that may be present.

A candidate-job mismatch damages a consulting firm’s ability to further their goals, effecting the bottom line that then effects more staff. The mismatch may be uncovered in a year, but it will be uncovered. While being able to support their family for a year, the mismatched candidate will find themselves back looking for a job while having to explain another job change. Employers find themselves explaining to clients and staff why they are recruiting again to fill a vacancy. And, the recruiters are off onto something else.

Recruiters must take time to evaluate the candidate-job match. Our job is to advise our hiring leaders to make the BEST match – not the quickest hire. Recruiters need to stop thinking of themselves and take a step back. The right fit is out there for your open opportunities. Do the right thing for your client, employer or job seeker. If you were worried about your job before trying to force a square peg into a round hole, consider the likely consequences after making such a desperate move. More importantly, you will have a positive effect providing good value to others!

TOP Trends in the A/E Recruiting Marketplace for 2020/2021

carol@themetznergroup.com (Carol Metzner) — Wed, 16 Sep 2020 13:33:34 GMT

Since 2017, much of America has experienced a fairly consistent sense of turmoil. In spite of this, firms in the A/E marketplace view the remainder of 2020 with a guarded sense of optimism. This encouragement is largely due to the anticipation that a federal infrastructure bill will be passed, funding for clean energy projects and an extension of the production tax credits for renewables.

Throughout the first quarter of 2020, we were in a candidate-driven marketplace. Leadership transition trends continued through succession planning and recruiting efforts. Mergers and acquisitions fueled talk around the water cooler and in boardrooms. The expectation, as it has been since 2017, was that the company with the best-connected executive talent would win the best jobs. Candidates were receptive to exploring opportunities and compensation packages skyrocketed. Then the pandemic made its way around the world.

The recruiting landscape reeled from the effects of COVID-19. During the second quarter of 2020, recruiting efforts and mergers/acquisitions were paused as executives triaged their firms. Furloughs, layoffs, reduced hours or salaries became the norm. During this time, management surveys within the A/E industry reported high utilization rates, as well as increases in client reported satisfaction. Employed staff found themselves working increased hours. Whether attributing the increase to lack of commute time or fear of losing their jobs, more inquiry is needed. Firms continued to navigate quarantines for some staff and essential employee designation for others. Backlog kept firms moving forward. They also reported an increase in proposal rate. By June, firms slowly re-engaged candidates, conducting multiple virtual interviews and socially distanced in-person meetings.

By July, recruiting returned with a vengeance. While layoffs had produced job seekers, there existed, and still exist, an abundance of opportunities. Mid- and junior-level employees have been less open to leaving their employers. They report fears of being last hired, first to be cut. Firms desperate to attract these candidates are starting to find ways to differentiate their Employer Brand. As we enter September, highly sought-after senior-level candidates who agree to explore opportunities find themselves with multiple offers and attractive counteroffers. Additionally, smart companies are making investment hires to strategically expand company market sectors or locations. Mergers and acquisitions are rising, as are small intact group hires.

Let’s look at 4 trends for 2020/2021 you should know as an employer or job seeker:

Remote Work Location

Remote working became a requirement for many employees. Surveys within A/E firms show that many staff do not want to return to a corporate office on a full-time basis. Across industries, according to a Cushman & Wakefield survey, younger workers are having a harder time working from home, and it’s pushing more of them to want to return to the office in some manner. Roughly 70% of Generation Z and 69% of millennials report challenges with telework, compared to 55% of Baby Boomers. To competitively recruit, firms will need to offer remote work options.

Gender and Racial Diversity

Executive surveys show that the A/E industry trails other industries in gender and racial diversity. Consulting firm company leaders rate inclusion as a top priority for recruiting. Multiple studies on increased employee engagement show that working in a gender and culturally diverse environment drives performance and satisfaction. Qualified diversity candidates will be highly sought after.

Flexible Working Hours

COVID-19 mandated flexible working hours for many employees. As many workers have turned their living rooms into workspaces, they find themselves managing child and senior care with limited options. Candidates will look for firms that allow creative working hour arrangements. Flexible work hours have been a luxury benefit for employees in the past. Now, candidates and employees will add this benefit to their decision check list.

Employer Branding

Employer brand describes an employer's reputation as a place to work and its value proposition to its employees. This branding is different than the more general corporate brand reputation and value proposition to clients. The ability to attract talent will depend on the company’s skill to accurately talk about the organization’s mission, values, culture and personality. A company’s online presence will be an incredibly important recruitment marketing tool. A LinkedIn survey says, a company’s employer brand is twice as likely to drive job consideration as its company brand. Other studies suggest that 65% of potential employees will research a company before even agreeing to an interview. Also, those potential employees are 40% more likely to go to work for a firm with a name they recognize.

While none of these trends are surprisingly new to the recruiting landscape, they are of increased importance to our present environments. Companies will need to leverage every option they have to recruit talent. They will need to embrace and incorporate the trends into their benefits, practices and online presence.

Engineering Executives Vie To Lead Private Equity Assets

Wed, 08 Apr 2020 17:57:06 GMT

Private equity continues investments in engineering companies. Whether buying firms as wholly owned assets or in part ownership, these venture capitalists are approaching firms with a multitude of proposals. Their growing role in the consulting engineering industry is welcomed to many firm stakeholders as infrastructure federal funding continues to lag.

Starting in the early 2000's, firms engaged with outside funding to enhance growth either in new sectors or locations. An influx of capital permitted companies to become a base to “bolt on” other companies through mergers/acquisitions. Existing leadership teams were retaining their roles. Today, current company leadership teams are either not interested or unprepared for the rapid growth desired by the new stakeholders and are often finding themselves sidelined from the "C" suite.

The Metzner Group, LLC has received a number of “C” level searches for investors and have found that key industry executives are eyeing these platforms as an opportunity to join for a 3-5 year term and guide growth. It offers them the excitement and challenge of a new opportunity with the potential to (in some cases) purchase their efforts when their contracts expire.

Is this the new industry standard? Thoughts?

The "Backdoor" Reference

Wed, 08 Apr 2020 17:52:26 GMT

We have all been asked for a list of references who can speak about our professional capabilities. These people are usually colleagues, clients, staff and/or supervisors. Most of us choose a broad base of folks from our network whom we anticipate will offer positive information about our talents. These "candidate approved" references can provide information across a variety of areas to enable employers to ascertain "fit" with a particular opportunity. Throughout my 30 years of architecture and civil engineering recruiting, I have spoken with approved references who have provided not only positive information but more balanced insights that include areas for improvement as well as strengths. A good interviewer can pull honest reference information by asking the right questions and listening well to the answers then asking clarifying questions.

A "backdoor" reference refers to gathering information from a source other than those "approved" names specifically given by a candidate. While backdoor references are not illegal, specific care must be taken and information weighted in an overall evaluation of the candidate. If we can get solid information from a reference, then why are many recruiters and companies completing backdoor references on potential hires? Many would report that these references could provide unbiased information and may feel more comfortable in speaking freely since their name was not actually offered directly.

Caution must be used when evaluating this information. How credible is the reference and information given? Could there be a hidden agenda with the person providing information about the candidate? Is the information given based on fact or opinion? When was the last time this person worked with the candidate? Is the information they are providing relevant? Are social networks able to assist in painting a picture of the candidate that you can learn without involving a third party? With a person's current employer, no backdoor reference should ever be done. Recruiters and companies must always air on the side of caution when releasing information that a person is exploring an opportunity outside of their current employer. As a candidate, know that you need to be honest and upfront about your work and project history as these backdoor references will most likely happen.

Recruiters and employers need to be aware that conducting backdoor references alerts potential competitors that an excellent candidate may be open to making a change. You could lose the candidate to a competing opportunity!

"Engineering Stress" while at work!

Wed, 08 Apr 2020 17:46:33 GMT

Engineering stress does not refer to a “measure of the intensity or internal distribution of the total internal forces acting within a deformable body across imaginary surfaces.” Here I am referring to the physiological demand many of us are experiencing in response to the ever changing engineering marketplace.

My colleagues and I were on a conference call about our recruiting search assignments and the conversation went off onto a tangent. Those minutes that we talked about something other than our searches had me laughing and I felt stress melting away. I was much more productive for the hours following that call.

This started me thinking, how can the civil engineering community pull together and de-stress, if only for a while? I ran an Internet search and found over 171,000 results for "ASCE and golf and 2018." Seems each ASCE chapter has some sort of annual golf charity. A great stress reliever and way to enjoy networking. Other association dinner meetings, luncheon seminars on topics other than work and corporate sponsored volunteer events provide avenues to spend time with colleagues in a non stress environment.

Business social networking sites like the Civil Engineering Central Group on LinkedIn have also provided an opportunity for many of us to take a break, decompress and correspond (quickly) with our colleagues in a non-stressful environment.

Do you have other ideas or suggestions?!

Does Company Size Matter?

Mon, 28 Mar 2016 15:34:00 GMT

The 2016 job market is in full swing and with it, if you are lucky, comes choices. Seasoned professionals, as well as graduate engineers, find themselves approached with opportunities. Today’s civil engineering companies are as different as their employees. In your job exploration you need to define the type of employer you will best fit.

The 2015 ENR Top 500 list reflected most of the largest A/E firms becoming even larger as a result of mergers and acquisitions. Similarly, a number of firms who were not on the top 500 leaped onto the widely reviewed list.

As an executive recruiter, I experienced leaders from the top 10 firms make notable moves to much smaller firms. In each case, the executive wanted to join a firm where they felt they could have significant impact on company strategic direction and growth. They wanted to join a firm that they felt would allow them to “get back to the practice of civil engineering.” Conversely, during the last year a number of project engineers and project managers asked me if my larger clients had job opportunities for them. These job seekers specifically wanted to join the top 100 firms as they perceived these firms to get a bigger share of complex, huge and sexier projects. In my opinion while these observations seem to be representative of a trend last year, there are a good deal of people who focus their job search not specifically on company size, but on the job itself.

Evaluating where you are in your career, defining your short and long-term goals, assessing culture, company leadership and peers at a new firm- these answers will helping you make a good decision to join a firm. Yes, size of a company does matter but should not be THE factor in selecting a new opportunity. What do you think?

When Your Employees Resign

Fri, 19 Feb 2016 15:43:00 GMT

No one wants to be rejected. When it happens, we take it personally and go through stages of hurt, anger and resolution.

When your employees leave your firm, you may travel the same path. However, employees typically make a decision to “fly the nest” only after careful deliberation. Therefore, these soon-to-be ex-employees should not be treated as defectors or traitors, but rather as potential future candidates.

When I interview candidates, one of the first things I do is review their professional history with them. Often they tell me that they would like to return to a past employer, but their managers were so angry when they resigned, that they are afraid of being rejected. They would rather work for a different company than be rebuffed.

Don’t overlook past employees who realize that sometimes the grass isn’t always greener on the other side! In this competitive labor market, no company can afford to miss out on a great employee. Try to remember the reasons you didn’t want your employees to leave. Treat their resignations with dignity. Do not insult the decision-making processes that lead them to these difficult choices. Instead, go through a brief but critical process of letting go:

1. Tell them that you respect their decision to leave.

2. Make sure they know if they change their mind, you would be happy for them to stay.

3. If you would welcome them back in the future, tell them.

As a recruiting expert, I caution employees not to burn their bridges as they leave, neither should you do so as an employer!

Does Your Firm Have A Leadership Transition Plan? (and why you should care!)

Mon, 15 Feb 2016 16:06:00 GMT

“ An effective change in leadership from one chief executive to another is key to an organization’s survival. A transition tests the organization’s ability to renew itself, so that it can continue to fulfill its mission in a changing environment. A successful change in leadership preserves the organization and the trust of its stakeholders, and allows it to grow and adapt to meet new challenges with imagination and enthusiasm. ”

During the past several years, the A/E marketplace has seen a high number of mergers and acquisitions. Firms facing retiring leadership have options. They can transfer ownership to the next generation, train and coach potential internal successor candidates, bring leadership talent in from the outside, or sell/merge the firm.

Over my 30+ years of recruiting and search, I have seen firms formulate excellent leadership transitions and I have seen other firms fail terribly. In today’s market, more than ever, the wrong choice or even a safe choice for successor can lead to turbulent times.

A firm can never afford to make an incorrect choice. However, making no choice is tantamount to a poor choice. What are retiring executives to do? How can they walk the fine line of selecting the “right” successor, especially if that person is from outside the firm, without drastically shifting the culture or upsetting internal management candidates? The answers are complex and perhaps a great future topic!

However, several quick items can be agreed upon: It is important to have a strong board of directors or executive management team to monitor the process. The choice of a leadership successor will be one of the most important decisions your board, outside board members and team will have. Additionally, selecting the right outside management consultant can offer objectivity and facilitate a time frame.

One thing is definite. IF employees have confidence in their executive team, then they will, at least initially, support a succession choice (even if they don’t like it). They’ll do so because they know that the CEO, board and/or advisers have the health and welfare of the firm at heart.

Whether you are a Human Resources professional or design professional, it would be in your best interest to find out if your company has any plan for it’s future successors. Ask your leadership. Are you working for a company that really is thinking about their future, as well as yours?

Has Your A/E Firm Taken Over Your Identity?

Wed, 27 Jan 2016 17:14:00 GMT

Are you known as a civil engineer, architect, landscape architect and planner OR are you known as an employee of your employer?

Recently an outstanding executive engineer was set to interview with my client. This engineer had worked as a leader in his firm for 20 years. At the start of the process, he told me had participated in a three-month long interview process for another opportunity only to not receive an offer. He was informed that he was not hired in the previous firm because they thought he was known as “Bill Smith, ABC Engineers.”

In other words, he was no longer “Bill Smith, PE, well respected leader in the ACEC engineering community.” Instead he was known as “ABC Engineers’ Bill Smith.” The firm told him that they were concerned that he had been with his employer (and successful) for so long, that his identity with municipalities and agencies was too intertwined with his firm’s identity.

This made me wonder: Can a firm take over your professional identity? Do you become the “brand” of your firm?

A “personal” or “professional brand” is an identity built around you personally. It is in basic terms, who you are and how you want the world to see you. Personal brands can be flexible and are becoming helpful for use in your career – at all levels. A “business brand” is an identity built around a company or business. These brands are usually not flexible and can be critical to a firm’s success or failure.

Many of us are taught to be aware of our behavior when we attend business functions as we are representing our firms. We typically introduce ourselves by our name and our company affiliation. To separate your professional identity from your company’s is tricky. That is where your personality and relationships come in. You are representing your company, but remember you are also your brand.

It’s Not About The Title or The Money: Stop Lying To Yourself!

Tue, 19 Jan 2016 11:51:00 GMT

If I had a penny for every time a job seeker told me that they would not reject a job offer based upon the title or the money, I could have bought an island years ago! Stop lying to yourself.

Inevitably, 95% of job offer rejections center around money or title. That is acceptable and sometimes even reasonable. However, telling a recruiter or perspective employer that you will not be making a decision based on money or title is just not true (95% of the time).

As an executive recruiter, I tell my candidates that they should not walk away from a great opportunity over money nor should they accept an opportunity because of money. Same goes for title.

When potential job seekers call me, regardless of their experience level, I ask them a number of questions.

1. Why are you looking for a new job?

2. What do you want to do?

3. What location(s) do you want to work? Are you open to relocation?

4. What type(s) of company/companies do you want to work for?

5. Are the answers to questions 2, 3 and 4 absolutes?

6. What are/were you making and when is your next increase anticipated?

7. How important are money and job title?

Why are you looking for a new job?
Are you unhappy in your current job? If so, what do you dislike AND what do you like about your situation? If you don’t define likes and dislikes, you won’t be able to red flag them and identify them in an interview. The thought “any job is better than the one I have” won’t help you in your job search. What must you have in a new job? What would you like to have in a new job?

What do you want to do?
Do you have an idea of what you want to do and are you qualified to do it? Be honest with yourself and about your abilities. If you like a variety of work, keep options open when looking at jobs. Do you know your strengths and weaknesses?

What location(s) do you want to work?
If you are not open to relocation, then do not say that you are. Many firms will not be open to telecommuting. Do not go for an interview that requires relocation with the thought “they will love me when they meet me and allow me to telecommute.”

What type(s) of company do you want to work for?
Do you like working for a small firm, with a family feel? Do you like the resources and project scope of a large national firm?

What are/were you making and when is your next increase anticipated?
This is not a trick question. Be honest.

How important are money and job title?
If you must make a certain amount of money to live your life, then say so. If you need an officer title and won’t consider anything less, then say so. Don’t get into the interview process saying one or both items are not important and then back out later because you didn’t receive an offer with a certain dollar amount or title. It’s inconsiderate to everyone involved.

As the saying goes, “change is the only constant.” The days of joining a company at 21 years of age and working there until you are 67 years old are GONE. As you entertain job opportunities be honest with yourself and with others at the start. You will find yourself with an excellent career opportunity with the right compensation, title and company!

Stalking the Recruiter

Tue, 12 Jan 2016 16:52:00 GMT

More than five years ago I saw a posting from a corporate recruiter on LinkedIn and wrote a blog about it. Very little has changed since that 2010 post!

That corporate recruiter had a status update “…be careful not to stalk the corporate recruiter, but do follow-up.” Numerous discussions continue to take place online from frustrated job seekers. They are scolding recruiters and employers for lack of follow-up. But how do you, as a candidate, stay on the right side of the fine line that divides assertive job seeker and scary stalker?

Let’s assume you have made it through an initial screen and had a phone or in person interview. As a job seeker, how often should you phone or email to follow-up from your meeting? What is proper job seeker etiquette?

You should end your interview by asking the recruiter to explain the hiring process. Ask the interviewer “What happens next?” and “When should I expect to hear from you?” If they tell you what the next step is, then follow it. For example, if the recruiter tells you they have just started the process and expect to complete interviews in a couple weeks, then call them in a couple of weeks. If they do not return your call within 24-48 hours, then send them a follow-up email. If they do not return the email within 24-48 hours, then call them again. After that, move on in your search.

Does every job seeker deserve feedback and closure? Yes. Will you always receive it? No. Demanding closure by calling or emailing the recruiter every hour will not always work, nor will it help your cause — even if you are right.

These past several years have taught all of us lessons. For me, as an architecture, planning, civil engineering recruiter, I try to offer insightful feedback and closure to my candidates. Hiring authorities and corporate recruiters who have been laid off now understand through their own job searches, that timely feedback/closure is necessary after a job interview.

Job seekers are frustrated by overwhelming competition for each job opportunity and rejection. They say,“Tell me I am not a fit for the job and I will understand.” Rarely has a candidate heard that they are not a fit for an opportunity without them then launching into a debate. We as recruiters, whether corporate or headhunter are hired to screen or recruit for the right fit. Hiring managers make that final screen and may reject you for seemingly insignificant reasons. Debating, while human nature, will not change those decisions 99 percent of the time. Being pushy, overbearing and argumentative will only relegate your resume to the bottom of the pile.

Do your best to follow-up with the recruiter after your interviews. Even if you deserve closure and feedback on the status of your candidacy, you may not receive it. Stay professional and move on.

It’s All About Relationships

Thu, 07 Jan 2016 10:57:00 GMT

Relationship: the state of being connected

Engineering projects, project teams, department teams, clients, civil engineering recruiters all have one similar characteristic – RELATIONSHIPS. This includes our relationship with ourselves, our colleagues, our supervisors, our clients, our candidates. We cannot escape this inevitable connection.

How we treat others, through our words and more importantly our actions, will direct our success. It’s about being connected and trying to treat everyone with respect and consideration. If you have established, good relationships, no one can take them away from you.

As an architecture and civil engineering recruiter, I’m asked daily as to how I conduct my searches. My answer centers around the relationships I have established throughout my nearly 30 years of recruiting. Recruiting is a profession that is much more than a business. If done correctly, it involves understanding client needs, culture and personalities, and trying to make the best match with a candidate.

Those of us who love our jobs understand that we are dealing with people’s lives. We try to get to know our clients and candidates, and many become longtime friends. I find that the same can be said for just about all in the engineering consulting business or for that matter, any business.

Prior to the development of LinkedIn, connections were a bit more difficult to establish and sustain. It took a conscious effort. Today with the assistance of social media, a click of the mouse and I can reach thousands of A/E connections.

But with the ease of staying connected, are many consultants losing that ability to pick up the phone and keep the REAL connection? If you lost your job tomorrow, would your connections answer the phone if you called? Are your clients really YOUR clients or are they your company’s clients?

It’s all about relationships.

Never Underestimate the Gray-Haired Engineer

Mon, 28 Dec 2015 17:04:00 GMT

It has always amazed me that many consulting firms “appear” hesitant to hire engineers with 40+ years of experience. With a sensitivity to age discrimination laws, companies find a variety of seemingly legitimate reasons for rejecting solid, experienced candidates.

Often, these engineers can be the best employees to join the team. Many have survived market downturns, understand commitment to a project, know how to navigate a difficult client and they play nicely in the sandbox with others.

Here are some thoughts to review next time an experienced candidate’s resume graces your desk:

1. Studies prove that older employees show a loyalty to employers that exceeds that of their younger counterparts.

2. Older staff are excellent mentors; they have usually seen it all (at least once!).

3. Experienced staff tend to be more patient when dealing in adversarial situations.

4. Multiple reports show that total sick days per year of older staff is lower than that of other age groups.

5. Older employees bring a cell phone full of contacts of other potential employees!

Don’t be quick to scan for the graduation date on a resume. You could be missing your next “Employee of the Month!”

Professional Registrations – More Than Wall Decorations

Tue, 08 Dec 2015 16:06:00 GMT

For nearly 30 years I’ve been connecting employers and job seekers in the civil engineering industry. Sometimes I have someone who is a great fit for a position but the company does not want to interview the person. Why? Because the individual did not have a particular professional registration/license that the company felt would be valuable to the position – PE, AICP, LEED AP, PMP, etc.

Now before you fire off hate mail about the importance of professional knowledge and experience, I agree that both are important. That being said, a four-year degree and working for the same company for many years don’t mean you earned the right for job security or future promotions. Registrations are an unbiased barometer of your skills. They also illustrate your value, provide marketability and help you to stay current with industry knowledge and trends.

Show your Value
By showing your skills are up-to-date, you might be in line for the next promotional progression in your current or future role. You’re also showing your employer that you are a valuable member of the team and willing to learn new things.

Marketability
You may not think you need to be marketable because you’re not planning on leaving your current employer – especially in the current job market. With the many employer market driven changes and changing client loyalty, you should want to show you’re at the top of your game.

The days of employees working their entire career with one company are going the way of the Dodo bird. Employees often leave for new opportunities. (Sometimes too soon but I’ll address that topic in a future blog.)

And don’t forget about mergers, buy-outs or downsizing. As companies try to achieve greater success with reduced overhead (polite corporate speak for fewer people), they will want individuals who are among the best in their field. Registrations are another way employers’ view that you go above and beyond what is asked by putting in the time and effort.

Stay Current
Sure you have your undergraduate degree and possibly a masters or Ph.D. You also have on-the-job training and years of experience that you couldn’t pick up from the classroom. You also supplement workplace information with seminars and journals. Registrations or new accreditations are third-party recognition that you’re keeping your expertise current. It also shows that you passed an industry’s measurement of knowledge. It’s not a joy to complete, but you’ll thank yourself weeks, months or years down the road.

Now I’m not saying that licenses are the Holy Grail for a successful career. You still need to know your stuff and prove your worth. But as the job market expands and companies search for the best and the brightest to achieve greater success, professional registrations could give you an edge over another person for a promotion or a future job search.

Do you think that registrations are valuable to augment industry knowledge or are they over-valued and not worth the personal investment? Let us know.

No Time For Waste(water) In DC!

Mon, 30 Nov 2015 11:31:00 GMT

An earth-moving event is underway in Washington D.C. Only this time it’s not on Capitol Hill. This one is happening approximately 100 feet underground to fix runoff and wastewater problems that have afflicted the District of Columbia since the 1800’s.

DC Water is conducting a $2.6 billion project to install 13 miles of new sewer tunnels under the nation’s capital. This effort will be the largest infrastructure project for Washington, D.C. that most people will never see. The effort, expected to be completed in 2022, will clean up local waterways while fixing an antiquated and poorly designed wastewater infrastructure.

Around the time of the Civil War, the district installed a combined sewage system. So when it rains, storm water mixes with wastewater and overwhelms the current system. As expected, the result is disgusting!

Neighborhoods are forced to endure flooding and more than two million gallons of polluted water flow into the Potomac and Anacostia rivers, as well as Rock Creek each year. This isn’t the type of information to be found in flyers produced by the local board of tourism or in new home listings. On a positive note, the new sewer system is expected to decrease local flooding to only minimal rain water and reduce the runoff into nearby tributaries by 96 percent.

The first leg of the project was successfully completed in July 2015. The Lady Bird, a 440-foot long, 1,300 ton tunnel boring machine, completed a 4.5 mile long conduit wide enough for subway cars. After two years, Lady Bird traveled approximately 4 inches every minute, 24-hours each day for six days each week. It cleared earth and rock while also laying reinforced concrete walls as it advanced. For the next seven years, boring work for smaller passageways will continue in order to connect the remaining 8.5 miles of sewer lines to the large tunnel made by the Lady Bird.

The first update to the D.C. sewer system since the late 1800s will benefit thousands of people while improving quality of life. The underground project addresses local sewer problems that have persisted and magnified as a result of more than 100 years of urban development.

As a civil engineering recruiter, I see that mega projects to repair or replace infrastructures systems, like the improvement to D.C’s sewer system, the Crescent Corridor Extension and the future Tappan Zee Bridge, ensures a lively job market. What are some other needed infrastructure improvements to be planned and implemented?

Flashback: Where Have All The Civil Engineering Firms Gone?

Tue, 14 Jul 2015 14:57:00 GMT

According to press announcements, there have been at least 30 merger/acquisitions within the past MONTH in the U.S. civil engineering and architectural consulting firm community. The blog below is just as relevant today as when it first ran on Civil Engineering Central in 2008. Refresh yourself with the write up and let us know what you think of the continued consolidation in our industry!

Acquisitions in the civil engineering community exploded in 2007 with steady activity up to now. A client jokingly told me, “Eventually we will all work for about five firms. That is all that will be left!”

While I think my client’s comment is a slight exaggeration, the pace of these M&As does not seem to be slowing. What has happened to the traditional firms of the past?

Certainly, these consolidations allow firms a great way to increase staff and presence in particular locations or technical arenas. But, if you joined a firm because of a specific company culture, what do you do now?

Are these large national and international firms of combined technical talents good for our industry? What do you think?

Civil Engineering Employees Should Embrace Company Ownership

Wed, 08 Jul 2015 14:52:00 GMT

Privately held civil engineering firms can attract staff by offering the benefit of ownership through Employee Stock Ownership Plans (ESOPs). Privately held firms give stock to motivate and reward employees. Companies also offer staff the chance to purchase company stock. Work hard and own a piece of the company, which translates to employees sharing in the success!

Today as firms build succession plans and transition leadership, implementation of ESOPs are increasing. Steve Gido, Principal at Rusk O’Brien Gido + Partners, says the incorporation of ESOPs into a company’s benefits plan changes upon the current financial conditions and also leadership preference. “The popularity of ESOPs waxes and wanes with economic cycles and tax laws. We have found that some leaders love them and others don’t.”

Company leaders aren’t the only ones with mixed feelings about ESOPS. In the wake of the Enron scandal in 2001, employees are hesitant to invest too much of their retirement savings in company stock. This viewpoint is understandable. If the company stock takes a beating, then so does the employee’s retirement savings. But, are there other factors contributing to employees rejecting potentially valuable company stock?

LOYALTY
Employee loyalty is a powerful concept within any company. A loyal employee is committed to the success of the firm. This includes propelling the company ahead of the competition by doing great work, helping to recruiting top talent and championing the firm’s mission.

With mergers and acquisitions on the rise within the ENR Top 500 firms, layoffs are also on the rise. Subsequently, employee loyalty is on the decline. Industry consolidation often brings cuts of redundant staff and services. Loyal employees end up without a job and the staff who are retained tend to be less engaged. What happened to a firm’s loyalty to its staff?

If an employee was fortunate to own stock, then the individual could receive a good payout from the stock’s value. If an employee does not own stock, then that person may simply be out of a job with little to no financial compensation for their previous service.

LENGTH OF SERVICE
As a civil engineering recruiter who advises engineers on job offers, I stress the value of working for a firm with ownership potential. Most tell me if they are going to put money aside, they would rather invest in a company retirement plan, aka 401(k), rather than company stock. Many junior to mid-level civil engineers tell me that it is unimaginable to them that their length of employment at any firm would be more than five years. They are convinced that in a large A/E firm, they are just one of many engineers. Similarly, engineers employed by small to mid-size firms believe they are at the mercy of the efforts of more senior engineers and the marketing staff. Engineers ask, “Why would I care if a firm offers stock ownership when I probably won’t be there five or more years?”

LACK OF PLANNING
Another reason many employees don’t take advantage or see the value of ESOPs is because they live paycheck to paycheck. I can sympathize with this viewpoint. I also bypassed saving for retirement early in my career. As a young recruiter, I was afraid to contribute to my retirement as that money may be needed for immediate, short-term needs. Planning for retirement for wasn’t important since retirement was MANY years away. I had plenty of time to save for retirement. Although I now put money aside, retirement age approached much faster than I expected.

ESOPs are an important component to retirement planning and one civil engineers should embrace when presented. Various studies have demonstrated plan benefits of participation. Companies that utilize ESOPs grow approximately 10 percent faster than companies that do have employee ownership. Subsequently, ESOP participants receive salaries that are up to 12 percent higher and have retirement packages valued as much as three times higher compared to those similar companies that do not offer ESOPs. Since diversification is also important, approximately 60 percent of ESOP firms offer at least one additional retirement plan option.

So while detractors present strong points as to why they do or will not participate, ESOPs provide demonstrated results for better company performance, which in turn leads to higher wages and increased retirement savings.

Salary Compression: Engineers Penalized For Loyalty

Wed, 02 Apr 2014 21:48:00 GMT

Salary compression has several definitions. It can be described as a pay inequity when new employees receive salaries higher than those salaries being paid to the current employees in similar jobs. Whether at an Executive Vice President level or Project Manager role, it can be demotivating to an existing employee. As we all know, salaries are supposed to be confidential, but most people know what their colleagues take home.

One candidate who has been with his current firm for 20 years, told me he was rewarded for his loyalty with a much lower salary than a newly hired colleague. “I have warded off recruiter calls, direct invites from competitors at business meetings only to find out that new staff are receiving $10K more a year AND a signing bonus? I refuse to resort to threatening to leave to have the company equalize my pay.”

Pay inequity happens more than employers would like to admit and it is a difficult task to control. Engineering salaries continue to increase specifically for executives and those practice builders who can increase sales. New hires can only be recruited by offering them as much or more than existing senior professionals. Career employees with 20, 30 or more years of dedicated service often suffer the most under salary compression. Are they being penalized monetarily for their loyalty?

This is a nightmare topic for human resources executives. Many experts have written on this topic and even more human resources leaders have urged their CEO’s to address this issue. Here are some confidential comments from HR Execs on this topic:

“This phenomena is not unique to our industry. In my 30+ years across several industries, this is a very common dynamic across all professions and in all industries. My message to managers is to never try to go cheap when hiring someone because it will catch up to you quickly and you will not likely have the salary budget later to correct inequities.

We see it as a particular issue in our employees with shorter tenure as recent grads quickly are making more than those who graduated just a couple of years earlier. We programmatically review salaries of our young professionals each year to address compression issues.

All can see how free agency works in sports. Testing the market and going to the highest bidder is not difficult. The same applies to smart and capable professionals. The answer is to deal with the whole employment equation – provide competitive salaries, interesting and challenging work, in a good environment and you will be able to retain talent.”

“This is an ongoing issue, particularly within the oil and gas and mining sectors. We addressed this issue in a few ways; for long term key employees we instituted a deferred compensation program where they would vest over a three year period. Providing eligibility for stock grants was also put in place however this became an issue as well when hiring from other firms who had robust plans in place and expected to be compensated for what he/she may be leaving on the table. This is an ongoing challenge. The other reality is maintaining margins when increasing rates what is the appetite of the client? The other area where this occurs frequently is through the integration of acquisitions where there is potentially great inequity amongst the same roles and levels.”

“Unfortunately we see this all the time. Unless you are in the very top ranks, employees are needing move to a new company every 3-5 years to ensure their salary keeps pace with the cost of living. Staying at their current employer may offer a 2-3% merit increase or none at all. Taking the call from a recruiter and making the move to another firm, often results in a 10% or more increase. And in the current market, for highly sought after talent, the increase for engineering talent is warranted. Unfortunately, the loss to the company is far greater than paying a more substantial increase to keep top talent, cost to recruit, onboard, client relations, just to name a few.”

Have you experienced this yourself as an employee or manager? If so, how did you handle it?

Legalized Marijuana Use Grounds For Termination Within A/E Firms?

Wed, 19 Mar 2014 14:50:00 GMT

The legalization of marijuana use in Colorado and Washington is causing an uprising within the A/E marketplace. It has been reported that firms are trying to determine policies that take in consideration federal and state laws while being mindful of employee and client safety. Speaking with operations and Human Resources executives on the legalized use of marijuana by employees, I am receiving one unified comment:

Marijuana use will not be tolerated-whether legal in the state the employee works or not.

Civil engineering and architect employers believe that any potential impaired judgement could lead to fatal design issues or poor decision making. I asked several executives how recreational use of the drug during personal hours is any different than staff consuming alcohol on their own time. Additionally, I asked “If an employee goes on vacation to Colorado or Washington, then smokes marijuana, returns and tests positive – what will happen?” I received a variety of responses to both these questions, but no clear answer. “Too many shades of gray. Employees need to take responsibility. If they are smoking in a legalized state on vacation, chances are they are smoking at their homes too.” Emotions are running deep on this topic.

The Department of Defense has reported that contractors who test positive for any drug use may lose their security clearance. Similarly, other federal agencies require contractors/engineering firms to drug test staff working on their projects. This would clearly direct firms providing services to those agencies. Liability insurances for many firms are expected to rise.

NORML shares “ marijuana is the third most popular recreational drug in America (behind only alcohol and tobacco), and has been used by nearly 100 million Americans. According to government surveys, some 25 million Americans have smoked marijuana in the past year, and more than 14 million do so regularly despite harsh laws against its use. Our public policies should reflect this reality, not deny it.”

Many states and many more A/E firms will be dealing with this issue in months ahead. What do you think?

CEO or Project Engineer: Value Of Behavioral Assessments

Tue, 30 Apr 2013 14:45:00 GMT

More A/E firms are adding behavioral and personality assessments to their interview process. These tests or inventories “show” tendencies or ways that you are most likely to respond to your surroundings. Proponents say results from the assessments when used with a face to face interview will help predict a good “fit” between you and the job for which you are applying. These evaluations are standardized and carry statistical analysis to add to more commonly used conversational interviews.

It has been reported that, unlike a normal interview, it is impossible to “cheat” on an assessment; impossible to answer questions that you think will give you a profile that an employer is seeking. And, you should not try to cheat. Eventually, your true personality will show itself. Firms believe the more they can discover about a persons strengths in personality as well as technical knowledge, the better the chance for a long term employment fit.

Recently I heard a story that shocked me! An executive shared with me one of his behavioral and personality assessment stories. After multiple interviews for a key leadership role in a mid-sized firm, the CEO asked him to meet with a psychologist for an assessment. As he entered the psychologist’s office, the CEO entered also and sat down. The psychologist began with his very in-depth assessment and the CEO remained. This is unethical and highly unusual. I asked the executive why he didn’t ask the CEO to leave or just stand up and walk out! Easy to think what we all would do but tougher when actually in the situation. Afterwards the executive candidate did tell the CEO it was inappropriate for him to have been in the assessment and he withdrew as a candidate.

Back in my graduate school days (many years ago) I recall writing a paper on the worst personality assessment tool I had come across. The test results were based upon which color you liked the best. The test had the validity of a newspaper horoscope. So as I was contemplating this blog, I took one of the common assessments utilized in our industry: The DISC assessment . Without going into too much detail, I will summarize: It was accurate. My chosen profession as an executive recruiter working with architects, engineers and scientists is a good fit!

In my experience, I have seen that when used accurately, various assessments can be helpful. However, often I have witnessed these tools to be used to knock out otherwise good candidates. Readers of the results often “see what they want to see.” They turn a positive attribute into a negative one. It is important that interpreters and users of the collected data be EDUCATED on how to use the information correctly and to weigh the results accurately!

Have you taken any assessments as part of an interview process? Which ones have you taken? Do you think it is invasive, helpful or neither? Do you think you were not offered a job because of testing?

Civil Engineering Salaries: Does Yours Measure Up?

Wed, 17 Apr 2013 22:05:00 GMT

I received a call today from a civil engineering Senior Project Manager. During the conversation he asked me, “How does my salary measure up against others?” Over my 25+ years of recruiting, this is one of the most frequently asked question. And, it is not easily answered.

Salaries range widely across the US. Benefit packages range widely as well. An engineer with a specific educational background and technical experience may make as much as $30K more in New York or Los Angeles then they do in North Carolina or Michigan. And with our recent blog on salary compression , salaries of two employees who sit next to each other with identical resumes may differ in compensation by several thousands of dollars!

Your Human Resources Department is not going to share your colleagues salaries; however, they may share ranges for your position. That will give you a starting point.

So what is one to do? Short of interviewing with other firms to see what they may offer or talking to colleagues who work at other firms, here are a few sites that offer some guidelines.

Results are from salary surveys: indeed.com , simplyhired.com , ASCE.org , payscale.com . Keep in mind, that even the information on these sites vary greatly. After identifying various salary ranges, check out your cost of living comparison in your location with your salary here: cnn.money .

How do you assess whether you are being paid competitively? Please let us know!

Celebrating Engineering Week

Mon, 18 Feb 2013 12:40:00 GMT

This is “ENGINEERS WEEK” and we encourage you to get involved! It isn’t too late. This year the theme is “Celebrating Awesome.” Please visit NSPE and ASCE to see what events are scheduled in your area.

Let us know how you are celebrating the civil engineering profession. Do you participate? If not, then why not? If you do, then what events do you attend?

Demand For Engineers Increases: Infrastructure Asset Management & Sustainability

Tue, 18 Sep 2012 19:45:00 GMT

Engineers that understand infrastructure asset management are in demand within the U.S. engineering marketplace. Infrastructure asset management specifically focuses on the need to sustain structures such as highways, bridges, water treatment facilities, electric utility and transmission lines in addition to many others. Mounting pressures to cut public spending, has much needed maintenance and rehabilitation put on hold. Meanwhile, U.S. infrastructure continues to decay. The planning, design, construction, operations, maintenance, upgrading, and rehabilitation of infrastructure has become split among the private sector and public agencies.

What has become clear is the need for talented engineering managers that understand the delicate balance between planning, design, operation, maintenance and sustainability of infrastructure . My clients, architecture and consulting civil engineering firms, have multiple year initiatives for expanding consulting divisions that focus only on asset management. Whether it be underground tunneling for large diameter pipes, water/waste-water systems or transportation systems- the market and the money are HOT.

Consulting A/E firms seek to expand their ability to offer their clients asset management action plans that create an effective and practical business framework for transportation, stormwater, water and sanitary assets. One firm states the importance in providing agencies/municipalities a “comprehensive approach that creates a sustainable program to help achieve performance goals, minimize costs and meet stakeholder demands.” These asset management plans vary from firm to firm and may include but not be limited to: strategy and service level development; business planning; infrastructure assessment and planning; financial and capital planning; technology strategy implementation; operational excellence; computerized maintenance management systems.

Engineers with comprehensive business experience and practices will find a variety of opportunities open to them over the next year. This may reactivate the MBA vs. MSCE discussion . What do you think.

Civil Engineering Accomplishments Evoke Emotions

Mon, 10 Sep 2012 19:49:00 GMT

The Chesapeake Bay Bridge always brings a smile to my face. As a Marylander, I have traveled the Bay Bridge each summer on my way to the beach. Reaching the bridge symbolized that I had hit the halfway mark – another couple of hours and I could relax in the sun! As I cross the bridge and marvel at its height and strength, I wondered how many other civil engineering accomplishments evoke emotion in people?

The World Trade Center towers were landmarks to New Yorkers. Now, their footprint and the beauty of the new structure stir differing feelings. How many reports have we all heard that the vacant skyline still haunts locales and tourists alike?

Each time my business partner sees Lincoln Financial Field in Philadelphia, he “craves Kick Ass Eagles Football!” Likewise, as a Raven’s fan (sorry Matt) M&T Bank Stadium in Baltimore has me craving football, a cold beer and hot chocolate!

Driving along the D.C. Beltway, I marvel at how wide the roads are reconstructed and how many more cars cause gridlock. My frustration even thinking about taking a journey to DC along our extensive beltway is often tempered by the hope of a future high-speed rail.

The Hoover Dam lured our country out of the Great Depression. One of my clients tells me that when he sees it he “feels proud to be a civil engineer and an American. That someone had the foresight to create such a structure and then to construct it” marvels the mind. Simply put, the Hoover Dam Bypass/Mike O’Callaghan-Pat Tillman Memorial Bridge, in Boulder City, Nevada is beautiful. Nearly 40 years in making, the structure takes my breadth away.

As you take a moment out of your day to “smell the roses,” look around at the civil engineering accomplishments that surround you. What do you see and what do you feel ?

Civil Engineering Firms and Hiring Retired Military

Tue, 28 Aug 2012 12:46:00 GMT

This week I was thrilled to hear a client say, “My ideal candidate would be someone who was in a leadership role in the Army Corps of Engineers, Navy, etc.” Throughout my 20+ years as an executive recruiter for the civil engineering industry, I have usually heard the opposite.

U.S. civil engineering firms have tended to seek executive candidates who have run or are running other competitor consulting firms. It is certainly not politically correct to say, but I recall hearing, “let someone else train those candidates what it means to make money and stay on budget. We don’t have the luxury to do so.”

It seems that there are stronger arguments to be offered for hiring retired/ex-military. Traditionally, these are people who have been given assignments, challenges and missions with direction to accomplish them. They must succeed under unique circumstances, overcoming difficult obstacles. They have been trained how to lead and motivate teams not only on a group level but an individual one. These candidates can bring a unique and fresh perspective to the corporate climate.

To tell a retired colonel who has successfully lead significant programs and large teams while navigating difficult terrain, that he isn’t the best candidate to run a civil engineering department, has been difficult and often frustrating. During this period of civil engineering rebuilding, I hope to see new perspectives on hiring retiring military!

What has been your experience?

Sustainable Highways, Transportation & GREENROADS?

Wed, 15 Aug 2012 12:58:00 GMT

The Civil Engineering Central blogs have often discussed the need for sustainable transportation in the U.S. Whether we discussed transit, high speed rail, the SCHWEEB or SkyTran , we are fascinated with the concept of finding a way to be better to our planet while getting where we need to go when we want to get there. One thing is for sure, the majority of us will not give up our cars and highways will always be needed.

The Federal Highway Administration’s (FHWA) has developed the Sustainable Highways Self-Evaluation Tool, Infrastructure Voluntary Evaluation Sustainability Tool ( INVEST ) version 1. INVEST was built using the FHWA concept of sustainability. FHWA describes how sustainability in highways:

A sustainable highway should be planned or replaced, financed, designed, constructed, inspected, operated and maintained in a way that provides sustainable benefits related to three principles: Social, Environmental, and Economic.

… with the understanding that highways are one part of transportation infrastructure, and transportation is one aspect of meeting human needs. In addition to addressing environmental and natural resource needs, the development of a sustainable highway should focus on access (not just mobility), moving people and goods (not just vehicles), and providing people with transportation choices, such as safe and comfortable routes for walking, cycling, and transit.

Sustainable transportation may be described or defined in many ways that broadly address environmental, social and economic impacts, safety, affordability, and accessibility of transportation services. Transportation agencies address sustainability through a wide range of initiatives, such as ITS, livability, smart growth, recycling, planning and environment linkages…Transportation planning processes that incorporate these values and integrate the elements of sustainability should be the foundation from which to implement sustainability decisions as a project moves forward. Measures of project success include a wide range of indicators, such as travel performance, gains achieved through material selection, and construction methods.

Are you familiar with GREENROADS and the GREENROADS rating system ? Do you think it is worthwhile to worry about sustainability with our highways and “promote environmental stewardship, accountability and integrity” or is this just another “roadblock” to development?

What Happened To The Civil Engineering Internship?

Tue, 31 Jul 2012 13:38:00 GMT

Another casualty of the economic downturn: The Civil Engineering Internship.

Recently I received a call from a career development coordinator for the engineering department at a respected university. We discussed the difficulty in finding internship placement for her recent civil engineering graduates. In the past, the department saw each graduate easily find civil engineering apprenticeships. In the past two years the university has struggled to find any for their students, let alone jobs post graduation.

When I worked as a corporate recruiter, internship experience was an added-value on a resume. Whether it was working with a summer survey crew or assisting in processing plans, the students with experience received favoritism from many hiring managers. These students were perceived as having valuable practical knowledge. One manager said “this student knows what it means to get up and go to work at a civil engineering firm.” He would routinely hire these students over their counterparts who had no relevant apprentice accomplishment.

While some civil engineering firms have been hiring, they are holding on bringing in students. What will the effect be on the civil engineering profession 4, 8 or 12 years from now?

Civil Engineering & Local Politics: Should You Run For Office?

Wed, 02 May 2012 13:51:00 GMT

It is that time of year again and the political landscape is heating up! A Google search shows that past/current mayors of Omaha, NE, City of East Orange, N.J. and Norton, OH were/are civil engineers. Current Portland, OR mayoral candidate, Steve Sung, spent 32 years as a civil engineer for the city of Portland. With two candidates for California and Indiana congress, civil engineers are “taking to the streets” to lead policy formation.

Recently I asked civil engineer and past Mayor of Frederick, MD, Jeff Holtzinger, for his thoughts on civil engineers and local politics. Here is his comment:

“Civil engineers are a good fit to solve the problems many cities are facing with aging infrastructure and infrastructure that has been outpaced by growth. I also think the analytical thinking which is part of an engineering background gives engineers an advantage in problem solving.”

As our cities’ infrastructure decays, having a background in civil engineering seems to bring an added benefit to the political table. It would be interesting to see if cities with civil engineering trained mayors have better infrastructure at the end of their term than similar cities.

What do you think?

Choosing Between Civil Engineering Job Offers

Tue, 10 Apr 2012 14:12:00 GMT

Spring has sprung and there appears to be a sense of energy within the civil engineering job market. As a civil engineering recruiter, my phone is ringing from companies looking to hire and from experienced civil engineers ready to make a job change. Fortunate candidates are finding themselves with multiple offers and career choices. The question is no longer “Should I leave my employer?” but rather “Which offer do I choose?”

Here are some suggestions to help guide you when choosing between job offers:

Trust Instincts

If you are a strong analytical thinker, you are more likely to focus on the facts. That comes next. First, how did you feel when you left each interview? Do you remember? Just because one job may appear better on paper, that doesn’t mean it is the best job for you.

Consider other factors such as environment, future colleagues, personality of supervisor, company culture. What does your instinct tell you? In which job will you feel the most enjoyment? Did you meet any potential colleagues? Did they appear stressed or friendly? Did you feel a good chemistry or good “vibe” when you walked in the company door?

Think Analytically

Civil Engineers and Architects: Work Burnout. Get Motivated!

Wed, 15 Feb 2012 14:28:00 GMT

Whether you are employed or looking for a job, undoubtedly you have experienced work burnout. It is inevitable at some point. Most of us crave security. We want to know we can pay our bills and play along the way. That is usually enough motivation for me. But there are days, I admit, that I find myself staring at the computer and the phone despite having a great deal of work on my desk.

Work burnout is not only a problem for you, but the effects on your projects, colleagues, department, company and clients can be irreparable. Getting back to work with true enthusiasm can be a job in itself, but is critical no matter what your financial state. Here are suggestions that may help:

1. Take a break. If you can only leave the office at lunchtime, then do it! Get some space between you and your office. If you are not able to break during the day, then leave work at a reasonable time.

2. DO NOT TAKE WORK HOME WITH YOU! If you are looking for a job, then stop at the start of the evening.

3. Prioritize tasks. Are you overwhelmed and stressed? De-motivation can occur when tasks are many or too difficult and the light at the end of the tunnel looks like the proverbial train. Set priorities. Every task cannot have the same sense of urgency even if clients are demanding it be so.

4. Set intermediate goals and reward yourself when they are achieved. Motivation increases when rewards are received. Give yourself something positive when you meet a goal.

5. Enlist the support of colleagues, friends or family. Perhaps you don’t want your office mate to know how unmotivated you really are…most of the time they have noticed. Talk about it with them. Most people are helpful and will be supportive.

6. Tell yourself to be positive about work. Yes, we all participate in “self talk.” Usually it is negative but this time have positive conversations with yourself!

7. Get back to work. Just jump in and before you know it goals will be achieved, projects will be completed and your motivation will come back.

When I asked several professionals how they pull themselves out of the burn-out track, they offered helpful ideas:

1. Think about when you were most passionate about your work. Remember specific experiences that made you thankful to be doing what you do.

2. Take a break and find yourself and what you love to do again…sometimes it’s returning to what you have always done, sometimes it is reinventing yourself, and sometimes it is returning to the roots of what you always loved, but gave up to do something you’ve been doing for so long that now you are ready to return to past interests.

3. Step back. Re-evaluate and find your desire for what you do.

4. Segment the day (morning especially) into 50 minute periods with a 10 minute break that does NOT include answering email. A little Pilates, read the newspaper (not online) or walk. Then another 50 minutes of focused work, etc. If really burnt out, take a mental health day and simply enjoy personal interests, reading, whatever. NOT thinking about work.

5. If the opportunity exits, ask to be put on special projects. This gives the opportunity to work with different people, contribute in different ways and solve problems.

6. Find a way to help someone who’s just getting started in their career. To start with, the stuff I take for granted knowing just through experience makes me seem like a god to them and they absorb it like a sponge. I’m usually able to connect them with someone useful within my own network. There are many times through the years where this sort of “pay it forward” approach has come back to reward me ten-fold in addition to brightening up the day I initially helped them.

7. Hit the refresh button and take a vacation. A walk, chat with a friend or a little reading or a little research into family history. It is the away time that allows us to refocus.

8. Sometimes a change of workplace is required.

9. We must take care of ourselves mentally & physically…whatever it takes for us to keep balance in our work & home life. Make the time to relax and do things that are fun for you…whatever you define fun to be.

10. Listen to classical music. It really helps to de-stress, even on the very intense days, and it gets the creative juices flowing. It is the a consistent way to get unstuck.

What has helped you to get your motivation back on track?

New Year — Time To Get A New Job?

Wed, 04 Jan 2012 15:17:00 GMT

Around the first of the year many of us assess our job. As an architecture and civil engineering executive recruiter, I find January to be a very busy month!

New year resolutions abound. Candidates tell me that they will not spend another year working for a company or supervisor that doesn’t appreciate them…at a job that is no longer challenging or exciting. They won’t continue to go to work each day to be surrounded by people they don’t respect. It is time for them to be energized.

What questions should you ask yourself to determine if it is time to explore a new opportunity?

COMPANY
Is my current company growing, shrinking or staying the same size? Do the company leaders communicate with all employees about the “health” of the firm? Do they communicate about their strategy for growth for the company? Are my values the same as the firm’s? Do I respect the company leaders? How is the company viewed in the industry?

SUPERVISOR
Does my supervisor have and exhibit the qualities I respect in a manager? Am I learning from him/her? Does my supervisor keep me motivated on projects and informed about my career path? Do I feel comfortable asking for help or discussing situations?

COLLEAGUES
Do I have established relationships with others in the company? Do I look forward to working with these people or do I dread walking through the office or visiting the lunch room? Are my team members collaborative or self-serving? Are they supportive or challenging?

WORK/PROJECTS
Am I able to work on projects that are challenging and diverse? Do I like the work that is presented to me? Do I have an opportunity to learn and try new skills? Do I have autonomy to do my work? Do I have the ability to contribute to the overall success of the firm?

SALARY/BENEFITS
Do I receive a competitive base salary? Did my company change their benefit plan so I pay more for less? Am I receiving incentive bonuses for exceptional work?

There are many other questions to ask when deciding to make a job move. It is important to make an informed decision. Changing jobs is often more emotional than logical. Before wasting your time, a recruiter’s time, your current employer’s and potential future employer’s time– do your homework and evaluate your situation.

One thing is for sure: If you “ can’t take this.. not another day “ at your current job, then start exploring your options!

Sustainability in Civil Engineering — Part 2

Thu, 20 Oct 2011 15:45:00 GMT

In 2008, I posted a brief blog titled “ Sustainability in Civil Engineering .” Now, three years later, I asked several civil engineering leaders to discuss this topic. For example: Do clients request or require sustainable design? Is there a difference in cost on sustainable design projects? What else do you think about this topic? Here are their thoughts:

“Regarding sustainability, it is really about the efficient use of resources and has morphed into the realization of the triple bottom line. From an energy perspective, all facets of construction (or deferral of construction) are now taken into account. For example, water use is a huge issue. In our 2011 Strategic Directions of the Utility Industry survey, water was the number one environmental issue by the 700 respondents. The challenge is that there is a cost to sustainable options that needs to be borne by someone — either the public or the shareholders. And, therein lies the challenge.

Sustainability in many ways is being “cooked” into the fabric of construction decisions, as opposed to simply being another factor “sprinkled in” at the last minute to get a project constructed.”

— Mark Gabriel, Senior Vice President Strategy and Business Process, Black & Veatch

“In some respects, today’s sustainability is a revival of the conservation movement back in the 1970’s. It still can be thought of as the wise use of our resources, the consciousness of designing infrastructure for the long term, and awareness that short term replacement and reconstruction are not realistic options. I think many would agree that there is more awareness today in our dwindling resources, many of which are precious.

Sustainable Development is more than just water cooler talk. For civil engineers, it’s also more than the ‘green theme’ architectural flavor of the day. Civil engineers have traditionally been concerned about sustainable design as far back as I can remember. Life cycle cost and the creation of long-term value have been civil engineering issues for a long time, not just current topics. Clearly there’s an appreciation for civil engineering’s ‘sustainability’ value that went into the Hoover Dam, Brooklyn Bridge and so many other notable landmarks still operating today.

Sustainability in design is critical, if nothing more, than to craft meaningful solutions to our infrastructure needs in competition with limited financial resources. Sadly, so much of our nation’s infrastructure has been overlooked and is in need of replacement. Arguably, one might believe that because of civil engineering’s core sustainability value, our nation’s infrastructure has been able to enjoy little maintenance attention. That’s no longer the case. We’re at the critical point in meeting our expected service needs for energy, transportation, water supply, and wastewater treatment.

Everywhere one looks there are social, educational and medical issues competing for financial support. More than ever, sustainability in civil engineering design must be the central theme for creative solutions that match limited financial resources. I believe civil engineering’s core sustainability value will continue to provide reasonable solutions without compromise for the future. Perhaps more than ever this is an exciting and challenging time for civil engineering leadership!”

— Richard Diaz, PE, President, Diaz Pearson & Associates, Inc.

“Infrastructure clients, generally public agencies, are not only interested in sustainability to preserve natural environments and reduce energy use, but increasingly to save money. Measuring sustainability in infrastructure (like LEED certifications for buildings) is becoming necessary to compare and prioritize projects for funding as well as to optimize project efficiency. CH2M HILL pioneered one rating system with the University of Washington called the Greenroads rating system. This tool is being used by funding agencies to help agencies enhance and optimize sustainability on their project grant submittals. CH2M HILL is leading a team to develop a rating tool for FHWA. The tool builds on context sensitive solutions principles to evaluate highway projects. The tool is in its pilot testing phase. FHWA is seeking feedback from agencies using the tool.”

— Jeanne Acutanza, PE, CH2M HILL

“The concept of sustainability is just beginning to get traction at least in the U.S. public sector. We are starting to see some RFPs that discuss or request sustainable design. However, clients are also being cautious in implementation. Will sustainable concepts increase costs? If yes, how much? Do sustainable designs add value to the project? If yes, can we demonstrate the benefits added. In the global marketplace, sustainability is more frequently cited in solicitations.”

— Confidential

As we continue to pursue resource conservation, what changes are you seeing from your clients and within your projects? Thoughts?

Civil Engineering “Dream Projects”

Tue, 04 Oct 2011 16:58:00 GMT

An architect and several civil engineers from Wiss, Janney, Elstner Associates are rappelling the Washington Monument , inspecting and recording damage from this year’s earthquake. In various interviews, several of the engineers reported that scaling the monument was a career highlight. Several of the monument inspectors are in their late 20’s and 30’s. They are just in the early stages of what I suspect will be a long career. How will they top this project?

Each year the American Society of Civil Engineers (ASCE) selects finalists for the group’s annual Outstanding Civil Engineering Achievement (OCEA) award. Previous OCEA winners have included China’s Sutong Bridge, the World Trade Center, the Trans-Alaska Pipeline, Riverbank Filtration Tunnel and Pump Station (Louisville, KY) and other high-profile projects, as well as a selection of lesser-known bridges, roadways and restored or relocated buildings. Engineers responsible for these award winning projects can proudly point to their accomplishments.

What are your “dream” civil engineering projects?

The Civil Engineering Boss Who “Knows It All”

Mon, 27 Jun 2011 17:21:00 GMT

We work for them, next to them or with them. The civil engineer who “knows it all.” Just ask him and he will tell you. And he will tell you with the utmost confidence that what he is saying is as correct as the sky is blue. As an executive recruiter, one who speaks with civil engineers and architects ALL day, I often hear “My supervisor (could be the CEO to a Project Engineer) thinks they have all the answers and that their solutions are the ONLY correct solutions.” It is known as “follow their way or take the highway ,” so to speak.

Many “know it all” personalities are really folks manifesting their insecurities through stubbornness. What are some solutions to dealing with this on a daily basis?

If the supervisor thinks you have their best interests at heart and trusts you, then that person will be more likely to consider your opinion. Look for ways to help him become more successful in his position (perhaps sending topical technical articles). But be forewarned, if you can’t do this sincerely, then don’t do it at all.

By all means, do not be confrontational in your approach with your supervisor. The “know it all” will shut you down and possibly roadblock your career. Unfortunately, many “know it all” types end up running, and often ruining, civil engineering companies.

What experiences have you had AND what happened to the “know it all” that you knew? How did you deal with the situation?

What Can You Learn From A Concrete Canoe?

Wed, 04 May 2011 18:26:00 GMT

In June 2011 the American Society of Civil Engineers (ASCE) will sponsor the National Concrete Canoe Competition . Expanded to a national level 24 years ago, ASCE reports that concrete canoe races in the United States actually began in the 1960s, when a small number of ASCE student chapters began holding intramural races. Since then, “students’ efforts to combine engineering excellence and hydrodynamic design to construct water-worthy canoes have culminated in an advanced form of concrete construction and racing technique known as the ‘America’s Cup’ of Civil Engineering.”

Over the years I have reviewed resumes of students who proudly list their concrete canoe achievement. Until I started recruiting civil engineers back in the 1980s, I had never heard of the concrete canoe competitions nor what they could teach participants. Student and professors have shared with me the benefits of this challenge. Here are some of their statements/achievements:

The Civil Engineering Central Group on LinkedIn has multiple discussions surrounding courses that should be added to the college curriculum. This competition seems to be an excellent introduction to project and team management and public interaction.

Have you joined in the Concrete Canoe competition? What did you learn for the experience?

Green Engineering Jobs: Coming to an Ocean Near You?

Wed, 13 Apr 2011 18:51:00 GMT

Picture this: the sun, beach, sand, waves, porpoises …. wind turbines ?

A variety of wind farms are being proposed, designed and constructed across the U.S. Cape Wind proposes the first offshore wind farm on Nantucket Sound, “ …Miles from the nearest shore, 130 wind turbines will gracefully harness the wind to produce up to 420 megawatts of clean, renewable energy. In average winds, Cape Wind will provide three quarters of the Cape and Islands electricity needs. Maryland’s Governor proposed a plan to build offshore wind farms in the Atlantic Ocean (Maryland lawmakers today refused to pass the plan this year). His was a $1.5 billion field of giant turbines about 10 miles off of the Ocean City, MD shoreline, while the eastern edge is approximately 27 miles from the coast. And in Delaware, NRG Bluewater Wind has won the exclusive right to negotiate with the federal government to build an offshore wind farm.

Will these “green” initiatives bring green engineering jobs? “Bluewater Wind officials estimated in 2008 that the project would bring 400-500 construction jobs to the state, as well as at least 80 ongoing operations and maintenance jobs. A Port of Wilmington official estimated last year that building a regional turbine assembly facility there could result in about 770 jobs during construction, and another 750 operational jobs.” The American Wind Energy Association ( AWEA ) reported in 2010 that the wind energy sector that employs 18,500 staff in the manufacturing sector could “support tens of thousands of additional jobs manufacturing wind turbines and components if the right policies are put in place.”

Civil engineers will be needed for a variety of roles within this “green” engineering market. For example, the wind farm infrastructure consists of roads and drainage, wind turbine, met mast foundations and buildings housing electrical switch gear, planning, modeling, preliminary design, QA/QC and construction of wind farm infrastructure for sites and utilities for access roads, crane pads, crane paths…

Civil Engineering Job Interviews: Groucho Marx Syndrome

Thu, 24 Mar 2011 19:34:00 GMT

The great comedian Groucho Marx once said “…I don’t want to belong to any club that will accept me as a member.” His self-deprecating comment rings all too true with many civil engineering firms who wrongly believe that they are not worthy of attracting the profession’s top talent. I call this “low company esteem.” What are the systems of this malady? Frequently, they are manifested in comments made by principals and other hiring managers to external recruiters. Here are samplings of recent exchanges:

• “This candidate has a great background and has tenure with their current firm. Why would they want to work here?”

• “This candidate will probably just interview with us to get a counter offer then reject us.”

• “This candidate has had great success in their past…they will be bored here.”

• “This candidate has always worked for top-tier firms. Why would they want to work at a firm like ours?”

While some of these concerns may be valid based on past experience, more often than not, insecurity leads to inertia. Frequently, when receiving a search for a senior level hire, I am given the challenge to find someone that “will take us to the next level.” While further prodding sometimes reveals that there is no internal consensus on what that actually means or entails, in the early stages of the sourcing phase, one thing becomes clear: what they want is someone just like them who will achieve a level of practice excellence that they have been unable to through their own efforts and resources.

While no one would argue that ensuring a “fit” between the candidate and both the job and the company’s culture are essential to success, sometimes the counter-intuitive hire can bring a unique perspective, as well as seeing the firm through fresh eyes. This results in a renewed focus on using the firm’s talent, brand and market penetration to help it become what it can be, instead of the pattern of focusing on the past missteps and hurdles that accompany institutional knowledge.

The first interaction a strategic hire should have, that all-important “face of the company,” should be its best cheerleader who leaves every candidate hungering to join the firm whether or not the feeling is mutual. However, if interviewers suffer from low company esteem, they’ll consistently struggle with articulating the benefits of joining their firm over another and the quest for quality staff will continue to elude them.

Human resources and corporate leaders need to first find a way to assess, monitor and increase the morale and esteem of their key hiring authorities to ensure that they are adequately equipped to attract the level of candidates that will enable the firm to accomplish its strategic objectives. They then need to identify and target the very best in the profession or market segment and approach their recruitment with the same unabashed abandoned as did Saturday Night Live’s “Stewart Smalley” character: “I’m good enough, I’m smart enough and, gosh darn it, people like me.”