Engineering Inc. - November/December 2007 - 18

Most Effective Sources of Recruitment for New Employees 35% 31.13% 30% “In general, pay and benefits are fairly consistent across the industry,” he says. “So, trying to use these factors to lure and retain talent isn’t all that effective. It’s far better to create an environment where people feel involved and engaged.” What’s more, he says, by shaping talent internally, the company rarely has to look outside the organization to fill niche needs and knowledge; the latter is unpredictable, expensive and time-consuming. KCI also believes in recruiting job prospects out of college. The firm targets promising sophomores and invites them to serve an internship. If the firm and the student find the experience mutually beneficial, KCI offers to pay the student’s senior year of tuition—sometimes as much as $15,000—in return for a commitment to work at the company. Students sign a promissory note stating that if they decide to work elsewhere they will repay the debt as a student loan. “This program has allowed us to get into the recruitment process a year or two earlier,” Neimeyer explains. “We’ve been most successful in getting them through referrals from current workers, through client contacts and contacts at the schools,” says Melissa Adams, recruitment manager at Haley & Aldrich, Inc. Some firms have found even more cre- 25% 20% 18.69% 19.63% 17.86% 13.37% 15% 10% 5% 0% Employee Referral College/ University Recruitment Internet Advertisements Newspaper Advertisements Executive Search Firm Source: 2007–2008 Design & Construction & Construction Industry Trends Survey Source: ACEC 2007–2008 Design Industry Trends Survey W e’re living in a new world that demands different thinking than in the past. LorI oaKeS-Coyne ZWeIGWHIte ative avenues to deepen their pool of young engineers and interns. Technology-conscious firms are revamping their websites to appeal to the online, social networking generation. “Websites are as much about marketing people as they are for products and services,” explains Kyle Davy, president of Kyle V. Davy Consulting, Inc. “We’re beginning to see that the digital communication of the firm and its relationship to potential young staff looks more like a Facebook-type experience.” Facebook is just one of a bevy of online social-networking websites that younger generations are using to foster new relationships, make connections and even secure jobs out of college. It’s also wise to establish mentoring and development programs for young talent— particularly women, adds Parsons’ Florian. “Most women need greater exposure to decision-makers. They need interaction with role models and opportunities for mentoring and knowledge building,” she says. “They need to be exposed to challenging jobs.” In addition, engineering firms must take childcare issues seriously—something the corporate world long ago recognized. “There has to be some provision for flexible hours, telecommuting, part-time work, job sharing and other work-life benefits,” Florian says. Skills vs. Smarts variables. Is the candidate qualified? Can he or she do the job? Does he or she have the type of personality that meshes well with the firm’s culture—its people and, equally important, its clients? Churchman, the consultant, suggests that engineering firms use a weighted scale that values emotional intelligence, sometime called EQ, over sheer technical ability. A smart engineer who is able to work in a team environment and motivate others can almost certainly acquire the requisite technical skills, he says, whereas job candidates deficient in social skills and EQ might display the necessary technical acu- verybody is looking for highly skilled people and they’re extremely difficult to find. terry neImeyer KCI teCHnoLoGIeS, InC. E When choosing the right candidate for the job, firms have to evaluate a vast set of 18 ENGINEERING INC. NovEmbER / DECEmbER 2007

Engineering Inc. - November/December 2007

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