Recruit and Retain

Investing in the next generation of engineers, scientists, and surveyors

By Nicholas Ringstad

With positive predictions on the horizon for the state of Alaska, hiring is going to be a big priority. The Alaska Economic Trends forecast for 2023 predicts the state will add approximately 5,300 jobs this year due in part to the federal infrastructure bill that was approved by Congress in 2022. The bill will provide billions of dollars to the state over the next several years for engineering-related projects and is expected to boost professional services such as architectural, engineering, environmental, and other consulting services. This is expected to represent more than half of the new jobs.

On top of the federal stimulus, Alaska’s capital budget of $2.7 billion for fiscal year 2023 is more than three times higher than the previous fiscal year. An added advantage is that more employable workers have moved to the state as the number of military personnel and their families has doubled since 2019.

This welcome news means engineering and consulting firms across Alaska will need to ramp up employee recruiting and retainment efforts to meet the challenge of improving modern infrastructure to match other states. While traditional recruiting “carrots” like competitive salaries, bonuses, benefits, and profit sharing are a given, today’s new recruits have even higher expectations. Outlined here are additional strategies to consider when looking for or retaining employees new to the engineering field.

Start from Within

While job sourcing tools like LinkedIn, Indeed, and job postings with universities are crucial, one recruiting practice reigns supreme. For many firms, recruiting starts inside the organization. A tried-and-true adage applies here: great employees beget great employees. Some of our best employees came to us based on an internal recommendation, whether it be from an employee’s previous job or someone they went to school with. People like to work with people they know and trust.

While a specific technical role may require specific credentials, don’t squander a good candidate just because they don’t have all the right credentials. Skills can be learned and taught, but finding the right fit is often harder. The main asset that every potential employee must have is the ability to solve problems, even if this means breaking up a large problem into smaller ones and solving them. Companies must empower their employees to make independent decisions in the field. This is especially important when performing projects in remote areas of Alaska. Often the worst decision is to do nothing. Employees need to know that their company has their back when they call the shots in the field.

According to Nathan Kaaihue, an Engineer-in-Training (EIT) in Fairbanks, “While working on another project, I saw Ryan Hunt [a land surveying employee at 3-Tier Alaska, Fairbanks] working in the field on the Yukon Drive project. That attracted my attention and made me interested in working for 3-Tier. Working on interesting projects that have a tangible impact to the community is a great feeling.”

Build a Strong Culture

The best teams are not necessarily who is on them but how they work and collaborate. This starts at the top. Actions and respect by senior leaders speak louder than words. Being transactional (i.e., simply doing a flyby in a meeting or listing what needs to get done) without giving context, structure, and guidance sets up employees—and ultimately you— for failure.

As a leader, even in busy times, carve out time to build personal relationships and foster an environment where people can be their authentic selves. Reward and recognize great work and accolades from clients, management, and peers—and do so in front of all your employees. Be accessible, empower employees to ask important questions, and create forums for employees to share how they feel about the company and where it is headed. A recent Gallup report confirmed that having a friend at work is key to employee engagement, success, and retention. Creating a buddy program especially for new employees could result in significant job satisfaction since they will always have someone who will lend an ear. And remember, humor and a little fun can go a long way, like hosting early happy hours on Fridays to unwind and shoot the breeze and catch up with colleagues on how the week went.

Hone Employee Skills

Training and coaching, particularly with new and younger employees, can’t be underestimated. They need to be reassured that you are invested in their career success, not just another cog in the wheel, whether it be job shadowing or investing in their continued education and training. Mentoring a new-in-career employee is critical to helping them learn and understand not only the company’s mission and values but, for environmental consulting specifically, existing state and federal requirements, such as wetlands determinations, anadromous fish regulations, National Environmental Policy Act regulations both locally and federally, and a myriad others. Help them connect complex industry and government dots by providing local context that you may think is second nature.

For most engineers and consultants, obtaining certifications related to their role is job security and reinforces the unique value they provide. It also gives your firm a competitive edge. The inverse is also true. Employees that have a knack or a love for teaching others is a gift that should be encouraged and fostered.