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HR A SUPPLEMENT OF THE ZWEIG LETTER
The 21 Century professionals’ skill-sets Different kinds of firms require different kinds of employees; some need those with a broad range of expertise, others need a specific skillset.
BY LIISA ANDREASSEN Correspondent
21ST CENTURY SKILLSETS As the design process becomes more digital and clients demand more value from their projects, it’s important to stay relevant. While the core competencies such as design, planning, drafting, rendering, and BIM remain invaluable, an article in Architect magazine suggests that the following skills can also give designers an edge: Automation. When project schedules are tight, knowing what tasks can and should be automated boosts productivity. Architects who know basic programming concepts and understand algorithmic thinking can communicate better with programmers. Coding. Although visual programming languages can work without text commands, a designer who can code can extend the functionality of any software and catch on to new programs easier. Data mining. Buildings and businesses both generate huge amounts of data. Transferring this data into spaces that not only perform better, but also support the success of occupants is critical. Building science. Although the architecture curriculum includes building science, more rigorous coverage of the fundamentals is needed. Because buildings are intensive in their energy and material consumption, architects with a grasp on climate-specific building design and whole building performance will be sought out. People and business savvy. While empathy for a client’s business forms the foundation for a good working relationship, understanding things like fee structures will serve as the basis from which to rethink compensation as the role of architects and their value evolve.
A re new types of positions popping up around architecture and engineering firms? Small- er firms tend to seek more well-rounded profes- sionals, while larger firms have the luxury of being more specialized. HIGHLY HOLISTIC. Pamela Rew, a partner at KSS Archi- tects (Princeton, NJ), a 65-person firm, says: “As a firm with a diverse client base, KSS Architects views the acquisition of skillsets as an opportunity to identify, and bring to the table with us, the best and the brightest in each category.” So, rather than hire in-house one type of engineer – they seek to partner with the most appropriate, highest performing, type-specific engineer appli- cable to their client’s project. From acoustic and A/V engineering to brownfield and indigenous landscaping, each challenge requires a custom-fit, highly refined solution. “We have also, for many years, sought to hire ar- chitects with strong strategic planning and proj- ect management skills, as we extensively lead with this foot forward. Each of our architects is charged with forging and elevating robust client relation- ships – based on their ability to embrace client mission, steward project resources – inclusive of best-in-class skill sets, and to deliver meaningful change through architecture. We have found that See NEW PROFESSIONALS, page 10
THE ZWEIG LETTER OCTOBER 5, 2015, ISSUE 1122
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