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Falcon Engineering staff celebrating Easter.
IN THE TRENCHES, from page 7
TZL: Diversity and inclusion is lacking. What steps are you taking to address these issues? MR: Engineering has historically been a male dominated industry, and still is. Falcon is a woman-owned business that recognizes a great deal of our firm’s strength comes from our staff diversity. Falcon operates heavily within the public market, including contracts with many local municipalities, as well as state and federal government agencies. Many of those public contracts, at a minimum, have diversity goals, while some have diversity requirements. To meet those goals and requirements, we actively recruit our staff from various gender, ethnic, and cultural backgrounds through active relationships with local colleges and universities, local community and technical colleges, and state and county supported employment programs. Falcon can proudly say that 40 percent of its staff is comprised of women and minorities – and we are stronger because of it. TZL: A firm’s longevity is valuable. What are you doing to encourage your staff to stick around? MR: We strongly adhere to an open-door policy – from executive leadership down to our project managers. We feel a listening ear without harsh pushback is the key to a trusting relationship and understanding the needs of our staff. We have implemented “Stay Interviews,” which are conducted once a month with one of our staff to ensure they are happy and to discuss anything we may need to change or do better. We also strongly encourage and pay for our staff to get the training required to do their job well. Specifically, we have partnered with a program called Catalyst 20/20, a co-partnership with NC Works, which, through an application process, offers up to a $50,000 lifetime max to eligible businesses in our county. The money can be used for certifications, technical training, leadership development, and other areas deemed important to the employer. This program has been a great asset. We also have a spot bonus program in place for staff as well as an employee minimum guaranteed paid-hours program for our technical and hourly staff.
before pulling the trigger is to stay vigilant, have a clear, concise timeline for success, which includes accountability and expectations. Also, get a second opinion on all legally bound contractual agreements, ensuring a path of recourse protecting owners and the company. Finally, if things are heading south, do not prolong the inevitable. Cut your losses. TZL: Research shows that PMs are overworked, understaffed, and that many firms do not have formal training programs for PMs. What is your firm doing to support its PMs? MR: I think this question is best answered through direct feedback recently received from one of Falcon’s project managers: “I want to emphasize how well our company is managed and the benefit this brings to our clients. Falcon’s project managers are provided with as much information as possible, and as many tools needed for project pursuits, to manage active projects, measure key project metrics, and to communicate with owners along with project team members. Senior leadership are open to communication with project managers and actively seek feedback from us regarding how problems are resolved and welcome suggestions for new procedures. Inventive ways to scoping and pricing projects are also welcome, and sometimes desired, to set ourselves apart from our competitors. Project managers are not overworked, they are well-trained, and they are kept up to date with changes in our industry. Moreover, project managers at Falcon are kept aware of the company’s financials, potential and active claims, and corporate structure through semi- regular meetings. This transparency provides unity and a sense of ownership between the company and its staff. We understand that if the company does well it is a direct reflection of the performance of all employees, and thus the success of our projects.” TZL: In one word or phrase what do you describe as your number one job responsibility as CEO? MR: Keeping my finger on the pulse.
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THE ZWEIG LETTER November 4, 2019, ISSUE 1319
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