Developed by team #AECIRL of the 2024 ElevateHER® cohort, this document contains a comprehensive toolkit for AEC firms and organizations to launch a social media campaign aimed at attracting talent to the industry at a younger age. ElevateHER® is about the future of the AEC industry and Zweig Group’s commitment to recruiting and retaining the best minds in the industry.
RETENTION SELF-ASSESSMENT TOOL COHORT 2024
TABLE OF CONTENTS
01 Summary & Approach 02 Framework
03 Me Season - Master our Craft 04 Family Season – Make a Name 05 Empty Nest Season – Make a Difference 06 Appendix
THESIS STATEMENT
Supporting employees during the varying seasons of their career and lives is an AEC employer’s responsibility.
IT'S A WIN-WIN!
RetainHER Objectives: 1.
Educate employers on how to retain staff during key challenges throughout the career life cycle. Suggest recommendations for incremental improvements to track progress over time and become a best-in-class employer.
2.
PROBLEM STATEMENT Why is retention so critical?
• The AEC workforce is in high-demand: •
Many firms are turning down work due to staff shortages. 1 • It’s projected that an additional 501,000 workers will be needed in 2024, beyond the normal hiring pace. 2
• To address workforce shortages, it is critical for our industry to retain our existing talent .
Plus, staff turnover is costly: •
•
Turnover has increased in recent years, landing at 14.1% in 2024. 3 • On average, it costs employers between 50-200% of an annual salary to hire and train a new employee. 4 • When an AEC firm makes an intentional commitment to support their employees throughout the entire “Hire to Retire” cycle , this can foster deeper staff loyalty and lead to reduced turnover.
• This enhanced level of employee support may require additional investment in terms of policies, benefits, and cultural shifts.
• However, the positive payback should be considered from both a financial and time-based perspective, in terms of reduced hiring, onboarding, and training needs.
• Improved retention also leads to successful future recruitment efforts.
1 ACEC Research Institute 2 Associated Builders and Contractors
3 Zweig 2024 Financial Performance Report 4 Gallup
APPROACH Work & Life Seasons Exist in Parallel
Z
Graphic Framework Source: Adapted from “Reversing Burnout” by Peter Atherton
ACKNOWLEDGEMENT
• In the Game of Life, everyone plays differently .
• People may move through career and life stages at different times and in different sequences. Individuals may backtrack, repeat stages, or skip some steps altogether. • Although this guide uses a stage-based framework to structure recommendations, age is not a proxy for life stage – and our multigenerational workforce includes people with a wide range of personal needs and responsibilities.
• There is no “one size fits all” . Policies and benefits must be flexible to support a variety of employee needs.
• Designing for the fringe : a system created to support those facing more extreme challenges will also benefit other employees in different and more moderate situations.
GENERATIONAL DRIVERS
RetainHER Framework BENCHMARKING TOOL FOR EMPLOYERS
This first stage of RetainHER will focus on creating a broad framework and sample scenario(s), which future ElevateHER Cohorts may choose to expand on.
Potential Life Cycle of RetainHER Project through ElevateHER Cohorts
EARLY STAGE: Assessment Tool to narrow an employer’s focus
CONTENT: Building out guide of ideas for each season of career/life
IMPLEMENTATION: Detailed policy resources, scale access for employers
Our 2024 Cohort Focus The 2024 Cohort will create a standalone PDF guide (available via Zweig ElevateHER website link) to be used by employers in a self-directed fashion, based on their unique employee demographics and workforce needs. Note: the 2024 Cohort will address only several sample scenarios within an employee’s “Hire to Retire” career life cycle.
Possible Future Cohort Focus? Future cohorts may choose to create a guided self-assessment tool to help
Possible Future Cohort Focus? Future cohorts may choose to dive deeper into implementation strategies, including specific policy suggestions or resources, cost/benefit considerations, culling ‘success’ stories from other firms as potential recommendations, and making the tool more widely available to employers (potentially through the development of a comprehensive website).
focus an employer’s energy and resources to specific areas for
improvement. This could potentially be in the spirit of the Just label certification, or the ACEC Diversity Roadmap.
Possible Future Cohort Focus? Future cohorts may choose to expand on additional career and life stages/scenarios.
ME (OR WE) SEASON
The Who & WHY • During the “Me or We Season,” (0 -10 years of experience) employees feel excited about burgeoning careers, exploring interests, understanding opportunities, evaluating expectations for career trajectory, and pursuing licensure and/or certifications where applicable. • Evidence shows that Young Millennials and Gen Z believe they need to change job positions every 2-3 years and expect incremental compensation increases • Generation Z (born between 1997 and 2012) will make up 30% of the workforce by 2025 and is the most racially and ethnically diverse generation in US History • Gen Z faces unique challenges – including the most significant mental health issues compared with any previous generation
The WHEN
“Raising Phase”
Graphic Framework Source: “Reversing Burnout” by Peter Atherton
RELEVANT RESOURCES
• Forbes, The GenZ Effect – And how the youngest employees are shaping the future, April 9, 2024 • Stanford Report, 8 Ways Gen Z will change the workforce, Feb 14,2024 • McKinsey, Quarterly Digital • Harvard Business Review, Helping Gen Z Employees Find Their Place at Work, Jan 18, 2023
• Management and Leadership need innovative policies to capture and retain this generation of workers
ME (OR WE) SEASON Challenges
Low Job Satisfaction
Poor Work-Life Balance
Company Culture Misalignment
Unclear Job Expectations
Lack of Recognition
Lack of Growth Opportunities
To the Family “Raising” Season…
To Education… (Start of Professional Career)
ME (OR WE) SEASON
Work Life Balance/Wellness - Balancing work and personal life is essential for well-being. Jobs that demand excessive hours or offer little flexibility can lead to burnout and dissatisfaction among young professionals.
Challenge
• When workers feel peaceful and happy about their jobs, they are more productive, take fewer sick days, and are more likely to stay in their jobs. • According to Harvard Business Review, the psychological and physical problems of burned-out employees cost an estimated $125 billion to $190 billion a year in healthcare spending in the United States.
Importance
• Women and people of color face greater challenges and have fewer resources available to them.
• Time away from work can lead to fresh perspectives and new ideas. Engaging in hobbies and leisure activities can stimulate creativity, which can benefit problem-solving and innovation in the workplace.
GOOD
BETTER
BEST
Conduct regular employee surveys and feedback sessions to gauge work-life balance and make necessary adjustments Establish a company Wellness Team (host an annual run, Step Challenge, chair massages)
Provide remote or hybrid work option Offer generous PTO policies (includes vacation days, sick leave, and personal days) and additional days for mental health and wellness Offer in-office fitness center or reimbursement for gym membership, health monitoring devices
Provide flexible work arrangement (includes remote work, flexible hours, and compressed workweeks) Establish Employee Assistance Programs (EAP's) to provide support with counseling, financial advice, and legal assistance
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Antidotes
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Read more: https://garverusa.com/about/wellness-program, https://www.mhanational.org/work-life-balance, https://hbr.org/2022/09/the- surprising-benefits-of-work-life-support, https://ca.indeed.com/career-advice/career-development/why-work-life-balance-is-important, https://www.forbes.com/sites/alankohll/2018/03/27/the-evolving-definition-of-work-life-balance/
Additional Resources
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ME (OR WE) SEASON
Company culture/work relationships - Building professional relationships is crucial. In college, social circles are often close-knit, but in the workplace, you’ll interact with diverse colleagues. Be open, approachable, and willing to collaborate. Attend team events and engage in casual conversations to foster connections.
Challenge
• Employees are more likely to stay with a company where they feel a strong sense of belonging and have positive interactions with their colleagues. • Good work relationships are important for productivity and career success. • Recent graduates often experience a significant cultural transition when moving from college to the workplace. This shift affects how they receive feedback, build relationships, and take accountability. • In the workplace, structured feedback may be less frequent. Young employees should seek feedback actively, learn from it, and use it to improve performance.
Importance
GOOD
BETTER
BEST
Define and communicate company's core values to create a shared sense of purpose and direction Assign an integration partner for the first 30-90 days to a new hire. This person shouldn't be the new hire's manager, but a peer who can get them acquainted with company/office culture
Organize team-building and social events to build camaraderie, establish an Employee Experience or Culture Committee Support employee participation in community service or volunteer programs, create a Volunteer Time Off program (paid)
Train leaders to model inclusive behavior and foster an environment where all employees feel respected and valued Offer training on diversity, equity, and inclusion to educate employees and foster a more inclusive culture
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Antidotes
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Read more: • https://www.gallup.com/workplace/327371/how-to-build-better-company-culture.aspx#ite-327398 • https://professional.dce.harvard.edu/blog/why-workplace-culture-matters/ • https://www.forbes.com/sites/paulamorgan/2022/08/19/understanding-the-importance-of-corporate-culture-after-the-great-resignation/
Additional Resources
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ME (OR WE) SEASON
Employee Recognition - Feeling unrecognized or unappreciated for efforts can lead to dissatisfaction. Recognition and acknowledgment of achievements are crucial for employee morale and retention.
Challenge
• Recognition helps employees feel valued and appreciated which can lead to improved retention rates, productivity, and boost morale/confidence. • According to Gallup's analysis, only one in three workers in the U.S. strongly agree that they received recognition or praise for doing good work in the past seven days. • Employees who do not feel adequately recognized are twice as likely to say they'll quit in the next year. • A company known for its strong recognition practices can attract top talent who seek a workplace where their contributions are acknowledged and valued.
Importance
GOOD
BETTER
BEST
Supervisor or management/leadership acknowledges employee's effort
Implement recognition programs to acknowledge employee's achievements Provide training to leadership or management on how to properly show praise/recognition
Provide monetary reward or organize team lunches/celebrations for significant milestones and outstanding performance
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Antidotes
Encourage managers to write personalized thank-you notes
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Read more • https://www.gallup.com/workplace/231659/performance-measures-motivate-madden-employees.aspx, • https://www.greatplacetowork.com/resources/blog/creating-a-culture-of-recognition, • https://www.forbes.com/sites/jefffromm/2023/05/17/employee-recognition-is-key-to-driving-business-growth/
Additional Resources
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FAMILY SEASON – “RAISING PHASE”
The WHY • During the Family Season “Raising Phase” (i.e. 10 -20+ years experience), forces collide as employees often start their families at the same time as career pressure and responsibility mounts. • Balancing personal + professional responsibilities feels especially challenging and may cause parents to reconsider leadership pathways, take extended time off, or leave the industry entirely. • Millennials (born between 1981 – 1996) now make up the largest segment of the AEC workforce. At ages 28 – 43, many have entered the prime family raising stage and are working caregivers. • For many AEC firms, this demographic may now make up the majority of your workforce, and they have specific challenges that require your support. • In the current state, many AEC employers defer to state governments for any parental benefits, and do not see a responsibility to their employees beyond that. This guide provides ideas for potential policies and benefits that are characteristic of a “best in class” employer for working parents within the AEC industry.
The WHEN
“Raising Phase”
Graphic Framework Source: “Reversing Burnout” by Peter Atherton
RELEVANT RESOURCES
• “ Balancing Act ” article in Architect Magazine, July 2016 • U.S. Surgeon General’s Warning on Parental Mental Health & Well-Being related to parents consistently experiencing higher stress levels, August 2024 • McKinsey’s 2023 “ Women in the Workplace ” report
• Practice Disrupted podcast, episode #095 “ Voices of Mothers in Practice ” • Moms First playbook on “ Making Workplaces Work for Moms ,” July 2021
FAMILY “RAISING PHASE” Seasonal Breakdown
“FIFTH TRIMESTER” CHAPTER:
“JUGGLING” CHAPTER:
Return to Work Lactation
Flexibility Schedule Limitations
“ADVANCEMENT” CHAPTER: Career Advancement
“PARENTAL LEAVE” CHAPTER:
Pay Equity
Paid Leave
To the Family “Letting Go” Season…
“EXPECTING” CHAPTER:
Family Planning
“CHILDCARE” CHAPTER:
Childcare Costs Childcare Coverage
To the “Me (Or We)” Season…
FAMILY “RAISING PHASE” Expecting Chapter: FAMILY PLANNING
Infertility and/or family planning challenges can feel insurmountable and cost-prohibitive for those who are hoping to start a family. Potential pathways to parenthood are also expanding to include things like adoption, many different forms of Assisted Reproductive Technology (ART), or gestational surrogacy – and not all pathways are supported equally, even by companies who do provide some level of benefits.
Challenge
• 1 in 5 (19%) of married women aged 15-49 are unable to get pregnant after 1 year of trying, per CDC National Survey of Family Growth. • 63% of LGBTQ people planning their families expect to use ART, foster care, or adoption per 2019 LGBTQ Family Building Survey. • 72% of people would stay at their company longer if they had access to fertility benefits, per Carrot "Fertility At Work" global report.
Importance
GOOD
BETTER
BEST
Provide consistent level of family planning benefits for all employees (including LGBTQ and single employees, without requiring proof of infertility diagnosis for insurers)
Provide stipend or partial reimbursement for related expenses, including but not limited to: • IVF expenses • Adoption expenses • Surrogacy expenses • Pre-genetic screening expenses
Provide full reimbursement for expense types noted in “Better” column Provide fertility benefit membership plan to employees, with flexible coverage options Offer bereavement leave to parents who experience pregnancy loss
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Antidotes
Consider equitable access for the multiple pathways to parenthood
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Leading Firms
Financial assistance for fertility, adoption, and surrogacy-related expenses.
Both offer reimbursement programs for surrogacy and adoption expenses.
Fertility and in-vitro support.
• Outsource options: Consider a Carrot Fertility or Progyny Fertility membership for employees, with customizable plans to address variety of employee needs related to family planning and women’s health (including egg/sperm/embryo freezing, assisted reproduction/IVF, gestational surrogacy, adoption, pregnancy & postpartum, return to work, menopause & low testosterone, and gender-affirming care). • Read more: SHRM feature on “ Family-Building Benefits ,” dated 11/13/2021 & Harvard Business Review article “ Does Your Employer Offer Fertility and Family Planning Benefits? ” dated 3/10/2022.
Additional Resources
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FAMILY “RAISING PHASE” Parental Leave Chapter: PAID LEAVE
No federal paid parental leave program currently exists in the US, and unpaid FMLA doesn’t apply to all employees. Left to th e states, many offer no parental leave benefits. Other states offer only partial leave payment, resulting in reduced income while personal/family expenses simultaneously increase. Many companies leave this to the government to regulate and relieve themselves of any corporate responsibility.
Challenge
• Anecdotal : “I wasn’t even acclimated to being a new mom yet before I had to start thinking about how to balance all the day -to-day activities with returning to work. I wish I could have afforded to stay home longer with my newborn and process my own transformation.” • Only 39% of workers have access to paid family leave benefits (per the US Bureau of Labor Statistics 2023 data for “Management, Professional, and Related” occupational group).
Importance
GOOD
BETTER
BEST
Paid parental leave beyond state minimum benefits Benefits are consistently applicable for all family growing scenarios (including surrogacy, adoption, etc.) Additional leave considerations for NICU stays and high-risk infants
Allow employee to add on accrued PTO or vacation time to extend their leave after paid parental leave expires Allow employee to add on additional unpaid time off to extend their leave, up to a maximum limit (i.e. 12 months) without risk of job loss
If state provides short-term disability or parental leave stipend at reduced rate, make employees “whole” by supplementing the government assistance, so that employee receives regular income during their leave
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Antidotes
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76% of recognized “Best Firms” have a parental leave policy, which correlates with increased employee satisfaction.
Leading Firms
6 weeks paid parental leave for moms, dads, and domestic partners for birth, adoption, foster care.
Paid family leave for non-birthing and adoptive parents, with extended leave for birthing parents.
Read more: Zweig Group feature on “ Parental Leave ” dated 3/7/21. • American Progress fact sheet on “ The State of Paid Family and Medical Leave in the U.S. in 2024 ” dated 1/7/21. • Moms F1RST “ Paid Family Leave Resources and Tool Kit .” • SHRM feature on “ Why Employers Should Encourage Fathers to Take Paid Leave ,” dated 2/8/24.
Additional Resources
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FAMILY “RAISING PHASE” Fifth Trimester Chapter: RETURN TO WORK
No matter the duration of parental leave, the return to work can often feel overwhelming. New parents are often sleep deprived and adjusting to new daily schedules, priorities, and responsibilities. Emotionally, the idea of being separated from a new baby for the majority of your waking hours can be challenging. The arrival of a new baby permanently rewires your brain and transforms your world, and it’s difficult to suddenly merge your new and old worlds together during what’s been coined “the fifth trimester” (aka the first 3 months back at work).
Challenge
• Anecdotal : “ I was lucky enough to work for a company that allowed me to work 20+\- hours per week when my kids were young so I could be there when they got home from school. Thankfully we were in a place where financially we could afford for me to do this. I was paid hourly (not salaried) and could work extra when I was able and interested to do so. Truly a family- flexible work schedule.”
Importance
GOOD
BETTER
BEST
Provide employee resource group (ERG) for working parents, to increase camaraderie and emotional support Support temporary increase in hybrid or remote work for agreed-upon period of time, to help employee ease back in
Provide option to return at reduced hours per week (20+) with full benefits maintained, if employee desires a part- time schedule Consider a “baby bonus” to further incentivize return to work after parental leave
Offer 2-3 weeks of part-time work (~24 hours/week) at full pay, to allow a smoother transition for employee who wants to return to full-time work Membership to personal coaching service that specializes in topics such as infant sleep & caregiver self-care
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Antidotes
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Leading Firms
Personalized coaching service through Cleo.
“Return to work” ramp up, 2 weeks full pay with reduced hours upon return from parental leave.
Full benefits offered for part-time employees, down to 20 hours/week.
• Outsource Options: Consider providing employee membership to Cleo, which includes personal coaching services for many related topics (including infant sleep, infant feeding, caregiver self care, caregiver mental health, postpartum healing, etc) • Read more: Harvard Business Review article, “ How to Return to Work After Taking Parental Leave ,” dated 08/02/2019 and “The Fifth Trimester” book, authored by Lauren Smith Brody (website with additional resources linked here)
Additional Resources
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FAMILY “RAISING PHASE” Fifth Trimester Chapter: LACTATION
Although there are legal protections for lactating parents, multiple work-related obstacles still exist related to designated lactation areas (especially on construction sites or job walks), perceived stigma from colleagues that could negatively impact career growth, and schedule constraints with carving out the necessary pumping breaks. The daily logistical challenges often lead to ending lactation sooner than desired.
Challenge
• The “ PUMP for Nursing Mothers Act ” was signed into federal law on 12/29/22 and includes legal protections for nursing employees . • Breastfeeding and/or pumping challenges related to work are associated with low job satisfaction , per 2019 study on “ Workplace Breastfeeding Support and Job Satisfaction Among Working Mothers in the United States .”
Importance
GOOD
BETTER
BEST
Encourage employees to schedule regular lactation breaks on their calendar, and ensure colleagues respect those breaks when scheduling meetings Provide provide/comfortable space for lactation (as may be required by law)
Ensure lactation area includes workstation connectivity, for those who prefer to work while pumping Provide breast milk shipping service if work-related travel is required (with no time limit after birth)
Membership to personal coaching service that specializes in topics such as lactation counseling Include dedicated fridge with freezer, handwashing sink, mirror, and counter space within lactation area to support pump parts cleaning & milk storage
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Antidotes
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Leading Firms
Lactation support program includes access to multiple lactation areas w/ hospital-grade pumps.
Provide Mamava mobile lactation pod at large-scale construction sites for lactating employees.
Breast milk shipping reimbursement for active-duty military and civilian DoD employees.
• Outsource options: Consider a breast milk shipping service like Milk Stork or Maven Milk, when work-related travel is required for lactating employees. • Read more: Harvard Business Review article on “ How Companies Can Support Breastfeeding Employees ” dated 4/30/2019; the Aeroflow “ Breastfeeding and Pumping in the Workplace Scorecard ” dated 10/12/2018; and the AIA “ Recommendations for Designing Lactation/Wellness Rooms ” dated 11/30/2023
Additional Resources
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FAMILY “RAISING PHASE” Juggling Chapter: FLEXIBILITY
Both work and parenting come with heavy responsibilities, and it often feels like there aren’t enough hours in the day to man age both. Children come with additional schedule constraints that may affect an employee’s ability to work the standard business hours – whether it ’s additional doctor appointments, childcare/school hours, drop-off or pickup schedules, extracurricular activities, or dinner/bedtime schedules.
Challenge
• Anecdotal : “I get up and work my 5– 9 am parent job getting my kids ready for school, then I work my 9 – 5 day job, then I work my 5 – 9 pm parent job again to get the kids through dinner and bedtime. I’m so exhausted after that, it’s hard to find the motivation to log ba ck on and finish up any outstanding work from the day.”
Importance
• Workplace flexibility is now broadly considered a basic element of a compensation package, per 2023 Conference Board Study.
GOOD
BETTER
BEST
Offer flexible schedule and trust employees will get their work done Offer hybrid and/or remote work options to allow employees to save on commute time Provide laptop to support productive work in any environment (home/office)
Allow “comp time” policy to allow salaried workers to save any overtime hours worked to offset future time off Leadership figures take personal advantage of flexible benefits, thereby modeling that this is expected for all employees and reducing any stigma
Provide membership to virtual assistant service, to help offload personal tasks
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Unlimited PTO policy
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Antidotes
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Encourage team bonding alternatives to traditional happy hours, including events earlier in the workday, or family-friendly events outside of workplace
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With many firms touting flexibility in a post- pandemic world, it’s difficult to determine which firms are offering something tru ly unique and praise-worthy, based on publicly accessible policy data. Further discussion needed to identify those companies that are innovating in this category and leading the way.
Leading Firms
• Outsource options: Consider Yohana, a virtual assistant company intended to support employees who are carrying the mental load and need help completing their personal to-do lists • Read more: Zweig Group article about “ Choosing a Culture of Flexibility ” dated 9/26/2021; PSMJ article “ Should Your Firm Have an Unlimited PTO Policy? ” dated 4/17/2019; McKinsey’s 2023 “ Women in the Workplace ” report
Additional Resources
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FAMILY “RAISING PHASE” Growth Chapter: CAREER ADVANCEMENT
While the choice to become a parent is separate from an employee’s professional career ambitions, there are often external pe rceptions of working parents that can negatively affect their career growth and advancement. Mothers especially are perceived as being less dependable and less committed to their careers after having children, which can create a “broken rung” in the career ladder to leadership an d limit their future career trajectory. This unconscious bias against caregivers leads to irrevocable damage. • Women are more ambitious now than before the pandemic, and flexible work is helping them pursue those ambitions without sacrificing personal lives (per McKinsey’s 2023 Women in the Workplace report). • Yet women are perceived to be 12% less committed to their jobs, 10% less competent , and less likely to be hired or promoted (per Harvard Gender Action Portal findings).
Challenge
Importance
GOOD
BETTER
BEST
Don’t assume that working parents can’t handle increased responsibilities or a promotion during this busy stage of life; ask directly and let them decide Support daytime alternatives to business development and networking, encouraging growth without sacrificing personal family time in the evenings
Ensure part-time employees are promoted in line with full-time employees
Support flexible career paths for employee growth, including options that are less deadline-driven (such as business development) or more compatible with schedule constraints (such as specification writing) Sponsor employee attendance at AEC industry women’s leadership events
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Antidotes
Develop performance evaluation protocols (including a refresher on FMLA laws just beforehand) and objective promotion criteria to guard against unconscious caregiver bias
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Many career advancement factors are tied to internal firm policies surrounding performance evaluations, promotion criteria and protocols, and leadership pathways. These internal policies are typically not publicly available to non-employees. Further discussion needed to identify those companies that are innovating in this category and leading the way. Read more: • Forbes article about “ One Simple Practice to Reduce Workplace Bias Against Mothers and Caregivers ” dated 5/8/2024 • Lean In digital workshop framework for “ 50 Ways to Fight Bias ” • AIA article on “ Closing the Architecture Leadership Gender Gap ” and AIA Guide for Equitable Practice, “ Chapter 7: Advancing Careers ”
Leading Firms
Additional Resources
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FAMILY “RAISING PHASE” Growth Chapter: PAY EQUITY
Unconscious bias around both gender as well as caregiving status can negatively affect compensation for working parents. It has been repeatedly proven that mothers are paid less than childless women, and this is referred to as the ‘motherhood penalty’ – whereas fathers earn higher wages than childless men, creating a positive ‘fatherhood bonus.’
Challenge
• Full-time working moms made only 73.5 cents on the dollar compared to full-time working fathers, per IWPR 2023 Fact Sheet. • Moms were recommended 8-16% lower salaries than other employee types in a blind resume study, per Harvard Gender Action Portal. • Per 2018 Equity by Design survey , “both male and female primary caregivers earned less than the average salary for all respondents at every level of experience,” demonstrating a caregiver bias.
Importance
GOOD
BETTER
BEST
Establish formal compensation program with set pay ranges based on title, experience level, and other relevant factors Benchmark firm compensation against industry standard reports and salary survey data to ensure employees are compensated fairly
Create structure for staff pay increases tied to performance evaluation and results, rather than leaving to leadership discretion Conduct internal parity reviews at 6- month intervals, and adjust out-of-range salaries without waiting for employees to ask for a raise
Create pay transparency by allowing employees visibility into established compensation program and pay ranges Eliminate ‘buy - in’ model to leadership and ownership, as personal family finances may be tighter during this stage of life
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Antidotes
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Don’t forget the legal implications: multiple states have passed wage transparency laws that require salary range to be inclu ded with every job posting. However, many firms use an especially large salary range to maintain the secrecy around compensation structure. Knowledge of salary ranges and other compensation factors is often limited to a select leadership group (i.e. not publicly available to non-employees). Further discussion needed to identify those companies that are innovating in this category and leading the way.
Leading Firms
Read more: • Institute for Women’s Policy Research “ Fact Sheet ” dated August 2023 • NY Times article “ The Motherhood Penalty vs. the Fatherhood Bonus ” dated 9/6/2014 • AIA Guides for Equitable Practice “ Chapter 3: Compensation ”
Additional Resources
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FAMILY “RAISING PHASE” Childcare Chapter: COSTS
Childcare costs are increasingly high in the US, especially with daycare shortages as a lingering effect from the pandemic (when many daycare providers left the field or closed their businesses). Unlike almost all other developed nations, the US has no national infrastructure or subsidies for affordable childcare. Monthly expenses skyrocket during parenthood because of these steep childcare costs, which are left to individual families to shoulder in the absence of any state or national support system. • Anecdotal : “ My salary basically only covered my childcare costs, so it was difficult to justify returning to work after my baby was born .” • Childcare now costs more than housing in all 50 states, per 2023 report by Child Care Aware of America. • The US is an outlier in the developed world, with only $500 of annual public spending per child (per OECD data in this NY Times article).
Challenge
Importance
GOOD
BETTER
BEST
Offer Flexible Spending Accounts to use pre-tax dollars for childcare expenses (limited to $5k annually per federal law)
Offer direct childcare subsidy to employees
Provide free or subsidized on-site childcare for employees’ children Negotiate discounts on behalf of employees at local childcare centers Provide free membership to caregiving search service, with set number of pre- paid emergency backup care days
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Consider extending subsidy to other caregiving situations (i.e. elderly parents, sick or disabled family members, hospice, etc)
Antidotes
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Leading Firms
Offers $4k annual backup childcare credits and $1k annual stipend.
Backup care through Bright Horizons childcare centers, as well as full-time tuition discounts.
Provides subsidized backup care days and sourcing assistance for permanent care needs.
• Outsource options: Consider providing a Care.com membership to employees to find recurring or backup care, partnering with a national childcare center like Bright Horizons for a range of employee childcare benefits, or providing a Wellthy membership for caregiving advocacy and support • Read more: Moms First playbook on “ Making Workplaces Work for Moms ” dated July 2021; BCG article on how “ Childcare Benefits More Than Pay for Themselves at US Companies ” dated 3/26/2024; Care.com “ The Future of Benefits ” dated 2022; US Chamber of Commerce’s “ Employer Guide to Childcare Assistance and Tax Credits ”
Additional Resources
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FAMILY “RAISING PHASE” Childcare Chapter: COVERAGE
Even with a full-time childcare arrangement in place, working parents can still have their worlds turned upside down by a gap in childcare coverage. These gaps span across two categories – known gaps in coverage (including extra holidays that employers don’t recognize, teacher staff days, summer breaks, and other scheduled school breaks throughout the year), and unplanned gaps in coverage (including a sick child, a sick childcare provider, or a contagious outbreak within a childcare environment) – all of which make it very difficult to work. • COVID-19 forced more than 2.3 million women out of the workforce, demonstrating how critical childcare is to the national economy (per 2021 National Women’s Law Center report, “ A Year of Strength & Loss ”). • “Access to childcare benefits enables parents not to miss work…[and] reduces instances of late arrivals, early departures, di stractions, schedule changes, and diminished capacity” (per BCG Study, March 2024).
Challenge
Importance
GOOD
BETTER
BEST
Allow (and encourage) flexibility to work from home when child is sick Research local childcare options and provide directory for all office locations Provide Employee Assistance Program that can aid in childcare research ‘Summer hours’ for when school is out
Provide subsidized back-up care program Provide membership to caregiving search service Provide ‘free holidays’ for employees to use at their discretion to cover additional childcare gap days
Provide free back-up care program Provide on- site childcare for employees’ children Negotiate availability for employees’ kids at local childcare center(s)
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Antidotes
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Unlimited PTO policy for employees
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Leading Firms
Offers 3 free holidays per year, which can be used for school closures.
Family-friendly culture allows employees to bring kids to the office with them when needed.
Unlimited “self - managed PTO” policy with minimum of 2 weeks off per year.
• Outsource options: Consider providing a Care.com membership to employees to find recurring or backup care, partnering with a national childcare center like Bright Horizons for a range of employee childcare benefits, or providing a Wellthy membership for caregiving advocacy and support • Read more: Moms First playbook on “ Making Workplaces Work for Moms ” dated July 2021; BCG article on how “ Childcare Benefits More Than Pay for Themselves at US Companies ” dated 3/26/2024; Care.com “ The Future of Benefits ” dated 2022; US Chamber of Commerce’s “ Employer Guide to Childcare Assistance and Tax Credits ”; WorkPlace Insight article on “ Half of Working Parents are Using Annual Leave to Cover Summer Childcare Commitments ”
Additional Resources
24
EMPTY NEST SEASON
The WHY • During the empty nest season, parents can suddenly feel a void in their lives and a sense of loss when their children leave home. They may feel they have lost their purpose.
The WHEN
“Raising Phase”
• Employees may view the empty nest stage as an ending versus a new beginning.
• Some empty nesters struggle with marital closeness and question their partnerships.
Graphic Framework Source: “Reversing Burnout” by Peter Atherton
• With millennials (born between 1981-1996) now making up the largest segment of the AEC workforce, employees in the empty nest stage may already feel less needed or less important than others at their firm. This, compounded with not feeling needed as much by their children, can lead to poor mental health.
RELEVANT RESOURCES
• How to Rethink Your Career as an Empty Nester by Anne Sugar – https://hbr.org/2024/05/how-to-rethink-your-career-as-an-empty-nester • Finding Joy in the Empty Nest: Discover Purpose and Passion in the Next Phase of Life by Jim Burns, Ph.D.
EMPTY NEST SEASON Seasonal Breakdown
“GRANDCHILDREN” PHASE:
COMMUNITY SERVICE
A Grand New Adventure
MENTORING/SPONSORSHIP /ADVOCACY
HEALTHCARE
RETIREMENT
“PRE - GRANDCHILDREN” PHASE:
Finding a New Purpose
To Retirement… (End of Professional Career)
MENTAL HEALTH/WELLNESS
To the Family “Letting Go” Season…
EMPTY NEST SEASON Pre-Grandchildren Chapter: FINDING NEW PURPOSE
Parents can suddenly feel a void in their lives and a sense of loss when their children leave home. They may feel they have lost their purpose. Employees may view this stage as an ending versus a new beginning. Some also struggle with marital closeness and question their partnerships. Employers can play a vital role in providing opportunities to reenergize employees struggling with having an empty nest.
Challenge
Source: https://www.unitegroup.com/articles/what-weve-learned-about-empty-nest-syndrome
• 98% of 1,000 parents of first- year students felt “extreme grief” when their child left for college. • 17% had felt physical symptoms of grief, such as panic attacks, sleeplessness, a racing heart or illness. Same percentage said they had cried uncontrollably. • 3 in 10 said they were drinking more alcohol, while 34% had used or would use a helpline to help them.
Importance
• More than one in six respondents said they were worried about the stability of their relationship now that their child had left.
GOOD
BETTER
BEST
Check in with empty nesters on a regular basis, be a good listener and provide encouragement. Send information to employees about Employee Assistance Program (EAP) for complimentary support services.
Offer empty nesters additional responsibilities that match their skillsets and talents to increase their sense of purpose, e.g. classes/certifications, community involvement. Form an internal employee support group for empty nesters.
Provide financial assistance for mental health counseling and/or marriage counseling. Provide “empty nest leave” (similar to maternity/paternity leave and focused on self-care and resetting).
•
•
•
Antidotes
•
•
•
Host an empty nesters retreat.
•
• Outsource options: Consider a massage, spa, gym or book club membership for empty nesters. • Resources for Employees: How to Rethink Your Career as an Empty Nester by Anne Sugar – https://hbr.org/2024/05/how-to-rethink-your- career-as-an-empty-nester; Finding Joy in the Empty Nest: Discover Purpose and Passion in the Next Phase of Life by Jim Burns, Ph.D.
Additional Resources
27
APPENDIX
01 02 03
Authors & Contributors Research Approach References
OUR TEAM
SHERI BLATTEL Cushing Terrell Associate Principal / Director, Retail
HILLARY CADRA SpawGlass VP of Marketing
FRAN CURTIS Pennoni Director of Digital Solutions
KENDRA FALLON WSB
CAITLIN STEVENSON Taylor Design Project Director / Sr. Associate
GABRIELA SUSANO DBR Talent Acquisition Manager
Water Resources Project Engineer
ElevateHER Advisors: Angel Farley Jennifer Ridd
Additional Contributors: Shirley Che – Zweig Group Bree Sikes – Zweig Group Mailena Urso – Zweig Group
RESEARCH APPROACH The three-part research approach below was focused on select, publicly available data related to AEC firm policies and benefits. The recommendations herein are therefore not all-encompassing, however are intended as an initial sampling of ideas to provoke further discussion and investigation.
FIRSTHAND RESEARCH
ANALOGOUS RESEARCH
DEFINE BEST-IN-CLASS
• What do these groups of employees want during each specific career and life stage? • What are the biggest pain points these groups face within the AEC industry today? • Review relevant survey data:
• What are other industries already doing to support these groups? • What can we learn from non-AEC employers? • Identify trends
• What does an “ideal” AEC employer look like, for these groups? • Define “Best in Class” attributes • Identify innovative employers who are already implementing certain benefits, policies, or cultural shifts to better support these groups
• Zweig Group 2024 Best Firms to Work For dataset • Zweig Group People & Culture Survey dataset • 2018 Equity by Design survey report
• Collect anecdotal evidence •
Open-ended survey questions
REFERENCES
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