AEC firms that fail to invest in young professionals today will struggle to find leaders tomorrow.
Employee engagement in the U.S. has been sliding for years, but the most concerning drops are happening among the youngest members of the workforce. Recent Gallup data show that overall engagement has fallen steadily since its 2020 peak, representing millions fewer engaged employees nationwide. Within that broader decline, Gen Z and millennial workers have experienced the sharpest losses.
For the AEC industry, this trend should set off alarms – and sharpen focus.
Younger professionals are reporting significant declines in feeling cared about at work, having opportunities to learn and grow, understanding what’s expected of them, and feeling connected to their firm’s purpose. These are not abstract cultural issues. They are the foundational elements of retention, performance, and leadership development. When they erode, firms don’t just lose engagement – they risk losing their future leaders.
What the data is really telling us
Gallup’s findings point to a consistent theme: engagement is breaking down around clarity, communication, and development. Younger employees are far less likely than they were five years ago to feel supported by their supervisors or confident that their organization is invested in their growth. Many say they lack clear direction, meaningful feedback, and transparency about where the firm – and their own career – is headed.
Notably, the data suggests that pay alone isn’t the primary driver. While compensation and benefits matter, younger professionals are just as focused on being listened to, respected, and given real opportunities to contribute and grow. They want managers who coach, leaders who communicate, and firms that take development seriously.
In an industry as complex and project-driven as AEC, that combination is not optional. It’s essential.
The leadership gap – and the opportunity
One of the most striking insights from Gallup’s research is that clarity around what “great performance” looks like is low across all levels – including leadership. Yet employees who do have that clarity are dramatically more engaged. For younger professionals, who are still learning how to succeed and advance, the absence of clear expectations and role models can be especially damaging.
This is where firms either fall behind – or move ahead.
The AEC firms that are winning the talent battle are the ones intentionally identifying, developing, and elevating emerging leaders. They are creating pathways for growth, investing in mentorship, and giving high-potential professionals real responsibility and visibility earlier in their careers. In doing so, they aren’t just improving engagement – they’re building bench strength for the future.
Spotlighting what’s working
Zweig Group’s Rising Stars in the AEC Industry Award exists for precisely this reason.
The program shines a spotlight on young professionals who exemplify what the industry needs more of right now: strong technical capability paired with leadership, initiative, and a commitment to advancing the profession. Rising Stars are not only excelling in their roles – they are mentoring others, contributing to research and teaching, engaging with their communities, and helping shape the future of their firms.
In a time when engagement among younger workers is slipping, these individuals stand out as proof that the right environment, support, and leadership can make a real difference. They show what’s possible when firms invest in people early and intentionally.
Just as importantly, Rising Stars are typically nominated by someone who knows their work well – a manager, mentor, or leader who recognizes their impact and potential. That act of nomination alone sends a powerful message: You matter. We see you. You’re part of the future here.
Recognition as a retention strategy
Recognition is not a soft perk – it’s a strategic lever. Publicly celebrating emerging leaders reinforces clarity around what excellence looks like, signals firm values, and strengthens connection between leadership and staff. In an environment where younger professionals are craving development, direction, and acknowledgment, programs like Rising Stars play an outsized role.
They don’t just honor individuals. They model the kind of leadership behaviors that rebuild engagement: mentorship, communication, trust, and investment in growth.
Developing future leaders can't wait
The engagement challenges highlighted by Gallup aren’t going away on their own. If anything, they underscore the urgency for firms to rethink how they support and develop their next generation of leaders.
The Rising Stars in the AEC Industry Award is one way to do exactly that – by recognizing the people who are already stepping up, and by encouraging firms to intentionally cultivate the leaders they’ll depend on next.
Nominations for the next class of Rising Stars are now open. If there’s a young professional in your firm who demonstrates technical excellence, leadership potential, and a genuine commitment to advancing the industry, now is the time to recognize them. Celebrating your Rising Stars isn’t just good for them – it’s an investment in the future of your firm and the AEC industry as a whole. Learn more or nominate a Rising Star here!
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Sara Parkman is senior editor of The Zweig Letter and a senior content editor at Zweig Group. Contact her at sparkman@zweiggroup.com. |
