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ON THE MOVE JENNY URCAN JOINS BGE TO LAUNCH JACKSONVILLE OFFICE BGE, Inc. announced that industry leader Jenny Urcan, PE, has joined the firm as Director of Land/Site Development to launch the firm’s presence in Jacksonville, Florida. Urcan brings nearly 20 years of specialized expertise in civil engineering to BGE, including multi-million- dollar project management, land development, due diligence, and site design and permitting. She is known for her professionalism, organizational skills and technical ability, as well as her ability to create teaming environments that best suit the needs of the client

and project. Urcan, along with Senior Consultant Jim Robinson, will focus on establishing BGE’s service offerings in the Jacksonville market. “We couldn’t be more excited to be expanding our presence in Florida,” said BGE Southeast Region Operations Leader Randy Randermann. “Jenny has a great reputation in the Jacksonville market and we can’t wait to see what doors she’s able to open for us.” A registered professional engineer in Florida, Urcan received a bachelor’s degree in civil engineering from the University of Florida. She is a member

of the Urban Land Institute, Women in Defense First Coast Chapter and Society of American Military Engineers. Ranked No. 105 in Engineering News- Record’s 2022 Top 500 Design Firms, BGE, Inc. is a nationwide consulting firm that provides a comprehensive range of engineering, environmental, surveying, construction management, and planning and landscape architecture services for public and private clients. Founded in 1975, the firm employs 900 people with offices in Texas, Arkansas, Florida, North Carolina and Georgia.

3. Inclusion is key for those who work in the office versus those who work remotely. Provide opportunities where everyone is included regardless of where they are working. When considering someone for a new opportunity, involve everyone in that decision-making process, not just those who are in the office. It is key to provide management with training on inclusion for hybrid workers. “Investing in an employee-first approach can be part of the cure in creating a workforce that feels more appreciated, has opportunities to learn new skills and grow, and can balance work and home life.” GOOD RELATIONSHIP WITH MANAGEMENT/MANAGER. Employees report that they will stay because of a good relationship with – and recognition from – their manager. Many supervisors are promoted into the position because of their high technical proficiency – which takes years of schooling, on-the-job training, certifications, and more. When someone is promoted to management, it often comes without the education and training to excel in the position. That’s where you come in – when someone is promoted, management and leadership skills should be treated the same as technical skills, where training and development is required to succeed. It is up to leadership to provide employees with the tools they need to succeed. Investing in an employee-first approach can be part of the cure in creating a workforce that feels more appreciated, has opportunities to learn new skills and grow, and can balance work and home life. The top reasons why employees leave are also top reasons why an employee would consider staying. Lean into the needs of your employees – ask and listen – then act. Danielle Eisenstock, APTD, is the training and development manager at Urban Engineers. Contact her at dheisenstock@ urbanengineers.com.

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excel at, and can help increase the organization’s bottom line in a new way. There are many factors to consider here, but these are a few tactics to help employees to feel more engaged with the work they do: 1. Ensure managers are trained on delegation. They need to know how to delegate and how to provide employees with growth opportunities. 2. Hold companywide sessions that discuss the overall mission of the organizations. Break down how the company is doing and possible new opportunities that employees can get involved with. 3. Support employees who express an interest in something new. If feasible, allow the employee to attend a conference or training to enhance a new skill. This will show your investment in the development of that individual. FLEXIBLE WORK OPTIONS (WORK-LIFE BALANCE). If the pandemic showed us anything, it’s that work-life balance was imbalanced for many individuals. People are leaving jobs in record numbers. Many are retiring early. People don’t want 70-hour work weeks that trickle into family time, free time, or time to relax and recharge. Giving employees the ability to work remotely or with a hybrid work option increases job satisfaction. With the instability of gas prices as well as school and childcare, allowing employees to approach their schedule in a way that works for them will increase loyalty and appreciation. If you want to provide the option for remote or hybrid work, here are a few training factors to consider: 1. Ensure employees are trained on the software they need to use. 2. Provide managers with training on how to hold effective weekly meetings and encourage managers to check in with individuals – not just about work.

THE ZWEIG LETTER OCTOBER 3, 2022, ISSUE 1459

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