Ayme Zemke is chief client officer for public relations and communication firm Beehive Strategic Communication. Opinions are the author’s own.
Architecture, engineering and construction firms reported three consecutive months of lost jobs this summer amid project delays, stalled timelines and high turnover due to an ongoing workforce shortage. Business leaders may be asking themselves, “Why can’t our firms fill critical roles?”
The answer is sobering. Today’s workforce expects more from employers: Job seekers are evaluating purpose, flexibility, advancement opportunities and alignment with their values before they’ll pursue or accept a role. Firms unable to clearly express what they stand for and what they offer to prospective employees will struggle to attract qualified talent and may even lose those individuals to competitors.
The cost of inaction
Finding and retaining the right talent is critical in an industry where reputation and relationships are directly connected to growth.
AEC firms face real consequences when workforce challenges go unaddressed. In a recent survey by the Associated General Contractors of America, 92% of firms reported difficulty finding qualified workers, and nearly half experienced project delays due to labor shortages. These delays have ripple effects across operations and client relationships.
This challenge isn’t solved by filling open roles with anyone who will take the job. Fifty-seven percent of firms say new hires lack critical skills or credentials, per the AGC survey. Upskilling these employees takes time, budget and energy. And when new talent leaves early, it disrupts business and the cycle starts over.
These disruptions have the potential to slow progress and damage reputations built over decades, which can have long-term impact in a trust-based industry.
Employer brand matters more than ever
A company’s employer brand is its reputation as a place to work. It reflects the culture, values and experience the company offers employees. It’s built on what people inside and outside the organization believe to be true about what it’s like to work there.
Employer brands have become just as important as the projects and technical expertise a firm specializes in. Firms that articulate these benefits through a strong employer brand stand out. They draw in people who want to stay and grow with your firm and provide clear signals to those who wouldn’t be the right fit. All of this reduces time-to-hire and improves retention.
An employer brand goes hand in hand with an employee value proposition, which defines the tangible and intangible benefits an organization offers employees in return for their skills, capabilities and experience. It gives potential candidates a reason to choose a firm and current employees a reason to stay. This might include:
- Purpose and impact beyond the jobsite.
- Access to modern tools and technology.
- Career development and mentorship.
- Inclusive workplaces and strong culture.
At its core, the employee value proposition is what the organization says it offers while the employer brand is what people believe about an organization based on its reputation and their experience. Together, they support business development: Clients want to partner with firms that can deliver on time, on budget and with the right team in place.
How to activate your brand
Developing a strong employer brand and employee value proposition asks leaders to align around and commit to a clear and consistent vision for what your organization offers to prospective and current employees. The following strategies will help AEC leaders develop both.
- Understand your people. Start with listening. Use surveys, exit interviews and focus groups to understand what employees value, where your organization’s culture is particularly strong or unique and where your organization isn’t hitting the mark. Look for patterns across teams, generations and project types. The goal is to understand what makes your culture unique and where your promise aligns (or misaligns) with the employee experience.
- Define your authentic employee value proposition. Use these insights to create a clear value proposition rooted in your firm’s culture and strategy. Be specific. Maybe your firm gives team members experience across a wide range of projects. Maybe your culture emphasizes growth and mentorship. Avoid vague claims and focus on what your firm offers and what sets you apart.
- Empower employee ambassadors. Your people are your best messengers. Encourage them to share their experiences at industry events, on LinkedIn and through informal networks. Equip them with stories that reflect your employee value proposition in action, whether it’s how a foreperson moved into project management, or how an eagle-eyed tradesperson flagged a key constructibility issue. This authentic storytelling from a trusted source builds credibility.
- Evaluate and evolve. Employer brands should not be static once they’re developed. Track engagement metrics, retention trends and brand perception. Check in regularly with employees as your business evolves. Align your employee value proposition with shifts in the market, the workforce and your firm’s strategic direction. What matters to employees today may not be what matters tomorrow.
Workforce shortages aren’t going away. The AEC industry needs nearly half a million new workers in the next year alone. Firms that build a clear, compelling employer brand and value proposition are better positioned to compete and thrive in a demanding industry.
