Becoming a talent magnet

Attracting and retaining top talent in the AEC industry requires adapting to what employees value today.

The architecture and engineering industry is facing one of its toughest challenges in decades: finding and keeping top talent. While the overall national unemployment level in January 2025 stood at 4.2 percent, according to data from industry benchmarking firm LaborIQ the unemployment rate for the architecture, engineering, and construction industry was even lower at 1.2 percent!

With a tight labor market and increased competition from other industries, firms need to be creative and intentional about attracting and retaining talented people. In professional services the people are the product, so it’s imperative to build a roster full of people who can do the work and live the company’s values. This can pay huge dividends for project success, client satisfaction, and firm reputation.

The current landscape.

It seems as though we’ve lived in a tight labor market for the past six to seven years, and in that environment the talent holds the power. Professionals with in-demand skills are evaluating opportunities not just for salary and benefits but also for work-life balance, career growth, and organizational culture.

Consider this scenario: A talented structural engineer is weighing two offers. One is from a firm offering an above-average salary but places little emphasis on personal flexibility or career development. The other firm offers slightly less pay but emphasizes mentorship, career growth, and a supportive work culture. Nine times out of 10, the candidate chooses the latter. Why? Because today’s workforce is increasingly focused on purpose, connection, and opportunity.

Does salary still matter? Of course it does! But providing a competitive salary, benchmarked against industry peers (perhaps using data supplied by Zweig Group), is a baseline expectation. Think of it like the lowest level of Maslow’s Hierarchy of Needs; our people need sufficient wages, benefits, and technology just to accept the position and perform the duties. The most successful firms move up the pyramid toward the psychological and self-fulfillment areas in order to truly unleash the potential of their teams.

Attracting top talent.

So, how do you set your firm apart?

• Define and promote your employer brand. Just as firms market themselves to clients, they must also market themselves to potential employees. Your employer brand should communicate why someone should work for your firm. Highlight your values, culture, and what makes your firm unique.
  For example: Highlight employee testimonials on your website, newsletter, or social media. Highlight projects that demonstrate your firm’s impact, whether it’s designing sustainable buildings or solving complex infrastructure challenges. This helps potential candidates create a vision of what it would be like to work for you.
• Expand your talent pool. Traditional recruiting methods often limit your reach. To attract diverse talent, explore untapped avenues:
  • Partner with universities to establish internship programs.
  • Attend job fairs outside your immediate geographic region.
  • Use online platforms like LinkedIn and industry-specific job boards to reach a broader audience.
• Streamline your hiring process. In a tight labor market, speed is critical. Talented candidates won’t wait weeks for a response.
  • Simplify application processes to make it easier for candidates to engage with you.
  • Use pre-screening tools to find top candidates quickly. LinkedIn has this feature built into their “Recruiter” suite of tools.
  • Ensure that interviews are efficient yet thorough, with clear communication at every stage.
• Offer competitive compensation and benefits. Compensation still matters but benefits often seal the deal. The flexibility associated with a hybrid work-from-office/work-from-home model, and emphasis on work-life balance are highly desirable for today’s workforce. Consider offering:
  • Flexible working arrangements (remote or hybrid options).
  • Paid professional development opportunities.
  • Wellness programs that support mental and physical health.

Retaining talent in a tight market.

Once you’ve attracted the best people, the focus becomes keeping them engaged and loyal. At EEA we have always placed a strong emphasis on company culture and caring for our people, which is one of the reasons we’ve been named a Top Workplace by the Austin American Statesman for the last 12 years in a row. Some of the ways we go about securing this honor are by:

1. Building a culture of trust. According to Stephen M.R. Covey in The Speed of Trust, trust is the foundation of any successful relationship, including the employer-employee dynamic. Employees who trust their leaders are more engaged, productive, and committed. Be transparent about the firm’s goals and challenges. Involve employees in decision-making processes to show that their input matters. At EEA, we host an all-hands Town Hall each quarter where we review company financials, review interesting projects, and highlight employees who have exemplified our core values. This level of transparency helps connect everyone to the firm’s mission and results and lays the foundation for bonds of trust throughout the team.
2. Providing growth opportunities. Employees leave when they feel stagnant, so professional growth is essential for retention. Consider mentorship programs that pair junior employees with senior leaders to foster development and knowledge transfer and set aside budgets for both time and expenses related to training and development. It’s an investment in your people that creates a win-win; if the individuals are consistently growing then the firm can too!
3. Fostering a positive work environment. A toxic culture drives talent away, no matter how competitive the pay. Focus on creating an environment where employees feel valued, respected, and supported. Employees want to feel their work matters and recognition doesn’t always have to be monetary. As noted above, we highlight staff in our Town Hall meetings and in addition to the named recognition in front of their peers, we make a donation to the charity of their choosing as a thank you.

A competitive advantage in talent management.

Attracting and retaining top talent in the AEC industry isn’t about reinventing the wheel – it’s about adapting to what employees value today. By fostering trust, providing opportunities for growth, and creating a supportive culture, your firm can stand out in a crowded market. Firms that invest in their employees don’t just survive in a tight labor market, they thrive. And as leaders, building an engaged, loyal workforce isn’t just good for business, it’s the legacy we leave behind. 

Morgan Stinson is chief operating officer at EEA Consulting Engineers. Contact him at morganstinson@eeace.com.