Environmental Science & Engineering - www.esemag.com - November 2004
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The challenges of a changing workforce
By Stephen G. Nutt,
M.Eng., P.Eng., Partner,
XCG Consultants Ltd.
In past ES&E Consultants’ Forums, we
have read about some of the challenges
that face the environmental
consulting sector, including:
- The consultant selection process,
specifically price-based selection rather
than quality-based selection, and its
inherent problems;
- The increasing level of competition in
our industry and how it perpetuates pricebased
selection;
- Out-sourcing of engineering to cheaper
labour markets; and,
- The consolidation of the engineering
consulting industry into a smaller number
of larger multi-national firms.
While these challenges are certainly significant, a major
topic of conversation at recent gatherings of consultants is
the difficulty in recruiting and retaining staff. Arguably, this
may be the most significant challenge facing our industry
over the next five to ten years.
Demographics represent part of the challenge
The Baby Boomers, currently in the age range from 40
to 59, are the largest generation in history. The Next
Generation (Gen-X, currently in the age range from 20 to
39) is one of the smallest. As senior staff members begin to
reduce workload and phase into retirement, replacing them
will be a challenge. According to the EKOS Research
Associates 2002 National Survey of Professional Engineers
conducted on behalf of the Canadian Council of
Professional Engineers, 25 percent of engineers are over 50
and only one in six is under 30.
The recruiting challenge will be compounded by the
need to hire additional staff to sustain a growing industry.
The same EKOS 2002 National Survey found that employment
in engineering in general grew by about 4 percent
from 1997 to 2002. Employment in the Environmental
Industry Sector over a similar period (1996 to 2002)
increased by about 15 percent, according to Statistics
Canada. This is at a time when, according to the Canadian
Labour and Business Centre, the annual growth rate in the
labour force has declined to about 1.5 percent and will further
decrease to about 0.5 percent per year over the next ten
years.
This change in demographics will leave a void in the
workforce as the environmental consulting industry competes
with the expanding public sector for qualified and
experienced staff. Competition for capable staff will be
intense.
Core values are changing
There has been a significant change in the core values of
the workforce and in worker expectations that has occurred
in parallel with the changing demographics.
While the Baby Boomers looked for stability, Gen-X and
Nexters look for opportunities for advancement, a challenging
work environment, flexibility, and a balance between
work and private life. They expect recognition and reward.
There is a “free agent” mentality, and an increased level of
mobility that has led to shorter staff tenure. A broad range
of opportunities exists for capable engineers,
both within the environmental consulting
industry and elsewhere.
Meeting the challenge
It starts, obviously, with hiring the
right staff. Then, we must train them and
retain them. It will be important to identify
key individuals in our organizations
and show them a clear career path. Plans
to transfer the institutional knowledge and
culture to our future leaders will need to
be developed. Our mentoring programs
will need to be improved and new opportunities
provided for staff growth.
Succession plans will need to be developed
to manage the change in leadership.
Associations like the Water Environment Association of
Ontario and the Ontario Water Works Association, through
their Young Professionals programs, help to keep staff in
our industry by involving them in their professional associations.
Our challenge, if we are to sustain growth and continue
to meet our clients’ needs, will be to provide the
opportunities for staff to realize their potential.
Contact e-mail: stephen@xcg.com.
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