In today’s AEC talent market, belonging may matter more than pay, perks, or policies in keeping young professionals.
The AEC industry is at a crossroads. Firms are investing millions in recruiting strategies, refining hybrid policies, and expanding their benefits packages – yet many continue to face turnover, disengagement, and a widening gap between leadership expectations and employee needs. While compensation and flexibility matter, there is a deeper factor quietly shaping the decisions of younger professionals: belonging.
Belonging goes beyond inclusion. It goes beyond representation. It goes beyond being invited into the room. Belonging is the feeling that one’s voice is respected, one’s identity is valued, and one’s presence has purpose. It’s the difference between “you’re welcome here” and “you matter here.” And that difference may be one of the most powerful influencers of retention in the coming decade.
Why belonging matters more than perks
Younger professionals are not simply searching for a place to work; they’re searching for a place to grow. They’re not looking for another ping-pong table or another trendy benefit – they’re looking for meaning, mentorship, and a culture where they feel safe to express ideas, take risks, and explore their professional identity.
When belonging is absent, even the most talented individuals may hold back, disengage, or look elsewhere. When belonging is present, people tend to collaborate more openly, innovate more freely, and build deeper loyalty to the organization.
This is not about perfection. It’s about intentionality. Firms that are willing to examine their culture with honesty may find they have more influence on retention than they realize.
The two cultures emerging in AEC
Conversations across the industry reveal two distinct cultural patterns forming – neither absolute, but both noticeable.
The first culture holds tightly to long-standing norms: rigid hierarchies, limited transparency, and a “pay your dues” mindset. While these frameworks once defined stability, they may no longer resonate with professionals who grew up in a world that values autonomy, collaboration, and shared leadership.
The second culture is more adaptive: flatter teams, more access to leadership, and a recognition that individuals bring far more than job titles to the table. These environments often adopt a mindset of curiosity rather than control, which may help emerging professionals feel more grounded and motivated.
Neither culture is inherently right or wrong. But the gap between them – the expectations, the assumptions, the pace of change – is where many retention challenges begin.
Belonging starts with everyday leadership
Many people assume culture is shaped by policies or HR initiatives. In reality, culture often forms in moments so small that they are easy to miss:
- A project manager who asks a junior designer for their opinion in front of a client.
- A leader who explains the “why” behind a decision instead of keeping the rationale behind closed doors.
- A mentor who shares lessons learned, not just deliverables needed.
- A team that celebrates wins collectively instead of individually.
These moments can signal to someone: You matter here. We see you. We want you to grow.
Leadership in AEC is evolving. It is becoming less about authority and more about connection. Less about gatekeeping and more about guiding. And leaders who cultivate this shift – regardless of age or title – may play a key role in shaping whether young professionals choose to stay and thrive.
The role of psychological safety
Belonging cannot exist where psychological safety is absent. When people feel unsafe sharing their ideas, making mistakes, or expressing concerns, innovation slows and engagement eventually drops.
Psychological safety doesn’t mean avoiding accountability. It means creating an environment where people can ask questions without being dismissed, raise issues without fear of retaliation, and offer new ideas without feeling like their credibility is on the line.
AEC projects depend heavily on collaboration and problem-solving. When people feel safe, communication tends to increase, coordination tends to improve, and the work itself often becomes more efficient. This creates a ripple effect; one that benefits not just individuals but entire project teams.
Practical ways firms can strengthen belonging
Belonging doesn’t require massive investments. It requires intentional practices that signal commitment to people. Here are a few approaches firms may consider:
- Redesign project roles to expand contribution. Let emerging professionals lead portions of work, run coordination meetings, or present to clients. Small leadership opportunities can have disproportionate impact.
- Normalize mentorship as a cultural expectation. Whether through structured programs or organic relationships, mentorship provides clarity, confidence, and connection.
- Create transparency around career pathways. Younger professionals thrive when they understand what’s possible and what’s expected. Clearer paths may reduce uncertainty and increase engagement.
- Diversify decision-making tables. Not just demographically, but experientially. Including voices from different backgrounds and career stages can strengthen outcomes and signal openness.
- Encourage feedback loops that go both ways. Inviting input from younger team members – especially about culture, communication, and collaboration – can reveal blind spots and build trust.
These steps may not guarantee retention, but they can create conditions where people feel more invested in their work and more connected to their teams.
Building the future together
The next generation of AEC professionals brings creativity, resilience, and a deep desire to shape meaningful environments. They want to contribute to firms that value not only what they produce, but who they are becoming in the process.
Firms that explore how to cultivate belonging may discover new ways to unlock this potential. They may strengthen their teams, deepen their culture, and build workplaces where people don’t just stay; they flourish.
Belonging is not a trend. It is a strategy. And perhaps, one of the most important ones for the future of our industry.
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Ricardo Jesus Maga Rojas, Assoc. AIA, NOMA, WELL AP, LEED AP BD+C, PMP is an assistant project manager at Stantec. Connect with him on LinkedIn. |