2A —February 18 - March 17, 2022 — M id A tlantic Real Estate Journal
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M id A tlantic Real Estate Journal
M id A tlantic R eal E state J ournal Publisher, Conference Producer . .............Linda Christman AVP, Conference Producer ...........................Lea Christman Publisher ........................................................Joe Christman Conference Producer ............................... Jordaan Van Oort Editor/Graphic Artist ......................................Karen Vachon Contributing Columnist ...........Glenn Ebersole, JL Architects Mid Atlantic R eal E state J ournal ~ Published Monthly Periodicals postage paid at Hingham, Massachusetts and additional mailing offices Postmaster send address change to: Mid Atlantic Real Estate Journal 117 HMS Halsted Dr., Hingham, MA 02043 USPS #22-358 | Vol. 34, Issue 2 Subscription rates: 1 year $99.00, 2 years $148.50, 3 years $247.50 & $4.00 single issue - plus postage REPORT AN ERROR IMMEDIATELY MARE Journal will not be responsible for more than one incorrect insertion Phone: 781-740-2900 www.marej.com
Glenn Ebersole
The “Great Resignation” and The War for Talent in the AEC Industry – Post Pandemic
C
OVID-19 pandemic changed the funda- mentals of the econo-
my and multiple sectors of the economy, including the AEC industry. One of the greatest impacts has been on employ- ment, as witnessed by an av- erage of 4 million individuals quitting their jobs in the first quarter of 2021, according to the Bureau of Labor Statis- tics. The “Great Resignation” is a term used to label this phenomenon that arose from a wide gamut of reasons. Those departing their workplaces stated they left for better pay or remote-friendly working conditions, to start their own businesses or quit with no firm plans but were confident they could find a better job in a rebounding economy. Focus on Impact in AEC Firms AEC firms must develop effective strategies to deal with future disruptions to be successful and sustainable. An AEC firm must determine
whether to continue only in its core business and adjust or reinvent themselves to re- spond to the changing market environment. Business agility and competitive advantage are success factors that require at- tracting, hiring, and retaining top talent. The AEC industry is and has been vulnerable to em- ployment adversity. The pan- demic intensified the short- age of white-collar talent as Baby Boomers retired earlier than expected and others quit for better opportunities. The number of active and passive job seekers increased because they were dissatisfied with how their firm dealt with
continued on page 20A Positive AEC Firm Brand Research shows that com- pany culture is one of the most important things a candidate adapting to the disruptions caused by COVID-19. Lesson Learned About Firm Image or Brand Impact One of the most impactful lessons learned about retain- ing and attracting the most qualified skills and experi- enced talent for an AEC firm is to absolutely ensure the firm presents a highly visible, positive and attractive image or brand to the marketplace. Here are a fewways to achieve that desired brand. Establish a Strong
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