Deltek’s Neil Davidson explores the recruitment challenges faced by the engineering sector and what steps firms should take to resolve it
Engineering has always been a profession defined by problem-solving and navigating challenges head-on. From designing groundbreaking infrastructure projects to pioneering technological innovations, engineers deliver advancements that shape our world. Their ingenuity, analytical prowess, and unwavering commitment to finding solutions is the essence of the engineering ethos.
But the industry has evolved. Practitioners are faced with new opportunities to seize, as well as new challenges to tackle. Deltek’s annual Clarity Industry Study unpacks these in detail, with the biggest challenges engineering firms face today found to be the increasing project complexity (34%), the upskilling of staff to expand resources for projects (29%) and increased competition for top talent (24%).
These escalating demands and the increasing complexity of projects are outpacing the knowledge base of many firms, resulting in the need to implement continuous upskilling to attract and retain talent.
The challenges facing talent recruitment and retention
The research underscores the size of the challenge facing the sector. Talk to leadership teams and you discover a gnawing worry about talent. Almost three quarters of engineering firms (71%) are striving to increase the size of their workforce, yet the exact same percentage voice concerns about being unable to recruit and retain effective employees.
Overcoming this talent crunch poses a significant opportunity to tackle increasingly complex projects. The data reveals that almost half of engineering firms struggling with increasing complexity (47%) believe they can address project management concerns by harnessing quality talent and developing their internal knowledge. Firms recognise that their employees are their deepest source of value, and to remain competitive they must maximize their return on talent.
So how can firms rise to this challenge?
Overcoming the recruitment challenge
To address these pressing issues, engineering firms must adopt new strategies to attract and secure top talent. Recruitment processes can be laden with moving parts, making them prone to hiccups and bottlenecks. As such, engineers should focus on two key areas: streamlining the hiring process to get the best talent on board more efficiently and providing an industry-leading recruitment experience for candidates.
Streamlining the hiring process may include using Artificial Intelligence (AI)-powered tools for initial CV screening and implementing structured interviews for consistent candidate assessment. Providing an exceptional recruitment experience involves crafting compelling job descriptions that showcase the company culture. Sharing feedback in a timely manner throughout the process is also critical. Both strategies will resonate with prospective employees and help firms stand out in a competitive market.
A smooth, engaging journey positions firms as employers of choice in this competitive market. Engineering firms can not only attract top talent by implementing these strategies, but also create a positive first impression that sets the stage for long-term employee engagement and retention.
Creating a culture of learning
While attracting talent is crucial, it’s only half the battle. Engineering firms must also focus on developing and retaining their existing workforce to truly thrive. Our research reveals that over one third of firms (36%) identify a lack of investment in training and upskilling staff as detrimental to both employees and the business.
Engineering firms should focus on fostering a culture of continuous learning and development to address this. This can be achieved by establishing smaller, budget-friendly initiatives such as a tailored, skilled based ‘learning hour’ each week in which employees can pursue professional development. Implementing a mentorship programme and pairing junior staff with experienced professionals can also help to prepare employees for future skills required in this rapidly moving technological landscape.
Providing ongoing training and upskilling opportunities for all employees is vital to creating a firm that staff are genuinely proud to work for. Firms can offer a training budget for each employee to attend industry conferences or take relevant courses, and facilitate access to online learning platforms, encouraging employees to dedicate time to self-paced learning. Offering ‘lunch and learn’ sessions where team members can share their new knowledge is another effective strategy. Cross-functional project teams encourage sharing and skill diversification, empowering teams to expand their knowledge and capabilities.
In today’s digital-first workplace, firms should consider a specialised talent division dedicated to helping employees build new digital skills, explore new career paths, and understand what top talent considers essential in a role. This approach not only nurtures growth but enables staff to tackle complex challenges confidently. By investing in the existing workforce, firms are not only addressing the skills gap but also improving employee retention. Employees who feel valued and see opportunities for growth are more likely to stay long-term, reducing turnover costs and preserving institutional knowledge.
The future success of the industry hinges on its ability to nurture, develop, and empower its workforce. The challenges may be formidable, but they are surmountable. The engineering sector has always been about pushing boundaries and redefining what’s possible. It’s time to apply that same innovative spirit to how it leverages its most valuable resource – talent.
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