TZL Hermes

Janua r y 10 , 2022 , I s sue 1 423 W W W . Z W E I G G R O U P . C O M

T R E N D L I N E S

Effective remote work

Women in the AEC industry leave at a faster rate than men, and COVID-19 has only accelerated this phenomenon. COVID andworkplace diversity

F I R M I N D E X AECOM..........................................................................2 HDR............................................................................... 12 Nathelyne A. Kennedy & Associates...... 6 SG Blocks, Inc......................................................... 8 Skiles Group..............................................................4 Twining, Inc.............................................................10 WK Dickson............................................................10 WSB................................................................................ 6 ZT Architecture...................................................... 8 MO R E A R T I C L E S n KEYAN ZANDY: Mental health matters Page 3 n Seize opportunities: Nathelyne Kennedy Page 6 n KRAIG KERN: Who is responsible for onboarding? Page 9 n MARK ZWEIG: Just when you figure things out, game over! Page 11 Zweig Group combined responses from this year’s AEC Workplace of the Future Survey and last year’s AEC Industry Outlook and Response to COVID-19 Survey to analyze remote work trends and policies in the industry. When asked what percentage of their workforce could effectively work from home, the industry average was 71 percent. When analyzing this question by firm type and condensing the groups to our three main areas, the expected gap between the percentage reported by architecture firms (76 percent) and engineering firms (72 percent) relative to construction firms (38 percent) is clearly displayed. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

I t’s an unfortunately well-known fact that women in the AEC industry leave at a faster rate than men. COVID-19 has accelerated this phenomenon – but a few notes of positivity for gender equity and inclusion may be on the horizon. Among Zweig Group’s Best Firms To Work For, 40 percent of employees aged 18-25 are female. In this age range, the number of women has been slowly and steadily rising, indicating an interest in the field. Unfortunately, this doesn’t hold; the next age bracket is made up of fewer women, and by the 56- to 66-year-old range, the number of women has been cut almost in half – just 23 percent female. Women with the most age and experience (over age 67) make up less than 1 percent of the entire industry. This data is not only a reflection of the past, an era where women had fewer opportunities in the industry, but also the fact that women drop out of the industry at a rate much faster than men, and many do not return. This age drop-off means many women do not have other women in positions of leadership at their firms and it’s much harder to find women mentors within the firm and industry. COVID-19 has unfortunately accelerated this phenomenon. According to a recent report by The Century Foundation and the Center for American Progress, four times as many women as men dropped out of the overall U.S. labor force in September 2020. Another study by FlexJobs, found that since the pandemic started, almost half of working parents (40 percent) have had to change their employment situation by either voluntarily reducing their hours (25 percent) or quitting entirely (15 percent). Of those that quit entirely, 38 percent do not plan to rejoin the workforce. Zweig Group data reflects – according to the Impacts of COVID-19 on the AEC Industry Survey – since the pandemic started, 41 percent of firms report some percentage of their staff has “voluntarily” reduced their hours and pay (for example going from full-time to part-time) due to COVID-19 related factors (caring for children or another family member, household obligations, etc.). One-third of AEC firms report having at least one full-time individual quit or resign due to the factors above! National studies across all industries support this, and the latest evidence shows that due to COVID-19 school and child care closures,

Christina Zweig Niehues

See CHRISTINA ZWEIG NIEHUES, page 2

T H E V O I C E O F R E A S O N F O R T H E A E C I N D U S T R Y

BUSINESS NEWS AECOM TO DEVELOP FIRST PHASE OF INNOVATIVE HUMBER ZERO CARBON CAPTURE PROJECT AECOM, the world’s trusted infrastructure consulting firm, announced it is leading the effort to obtain the consents and permits for the Humber Zero project, which will contribute to the decarbonization of critical industry in the Humber region of Northern England, U.K. The Humber Zero project will integrate carbon capture and storage technology into units at the Phillips 66 Humber Refinery and VPI Immingham combined heat and power plant. By 2030, the project is expected to capture up to 8 million tons of CO 2 annually at source before it is transported via pipeline to permanent storage sites under the North Sea. Carbon capturewill integrate specialist technology into the existing processing units and plants, including absorption techniques to capture and recover the CO 2 . “The Humber Zero project reflects the importance of advancing key sustainability initiatives that create a positive impact on the communities where we operate, which is a key component of our Sustainable Legacies strategy,” said Lara Poloni, AECOM’s president. “By integrating

world-class carbon capture and storage technology, we are demonstrating how we can help take important steps towards reaching net zero emissions and creating positive social value.” AECOM, supported by planning consultants DWD, will oversee the Humber Zero project through the permitting phase, preparing planning and permit applications and supporting the environmental impact assessment. This work will include a detailed review of the impact the Humber Zero project may have on the local environment and community. Jonathan Briggs, VPI project director for Humber Zero said: “Humber Zero will secure critical industry in the Humber region, which is home to more than 25 percent of the U.K.’s refining capacity. Decarbonizing industry will ensure its competitiveness and help secure tens of thousands of jobs in the region and beyond.” AECOM is committed to delivering transformative environmental, social, and governance objectives through its Sustainable Legacies strategy, ensuring the work it does in partnership with clients leaves a positive impact for years to come.

Interested in learning more

about the projects and ideas driving the AEC industry forward? Learn more with Civil+Structural Engineer Media.

CHRISTINA ZWEIG NIEHUES, from page 1

mothers with young children have reduced their work hours at a rate of four to five times the reductions arranged by fathers. Misty L. Heggeness, an economist at the U.S. Census Bureau, found that women of school-aged children in early-closure states (due to COVID-19) were 20 percent more likely to take temporary leave, and were 30 percent more likely to leave a job compared with those in states that had not yet closed. There is no return to normal. Zweig Group’s latest Impacts of COVID-19 on the AEC Industry Survey asks a singularly important question, “Do you think your workplace will go back to the way it was pre-March 2020?” The majority of respondents, almost 65 percent answered, “No.” With that response comes a note of positivity – a continuation of remote work and increased flexibility, something valued by all employees, but particularly the younger generation and those with caretaking responsibilities in the home. Latest figures report that 76 percent of the AEC industry workforce can work remote effectively. With this new development, Zweig Group asked firm leaders if remote work options have enabled their firm to expand hiring activities. Eight percent of firms stated these new options have enabled them to hire outside of their usual geographic area, 10 percent stated they were now hiring candidates that might not have otherwise been considered due to a need or preference for flexible or work-from-home options, and 30 percent of firms said both activities have benefited their firm. Even as many return to office life, we’ve crossed a new threshold – one where increased flexibility may make the AEC industry more attractive to a diverse array of candidates at all stages of their life. I hope firms will continue to embrace this as it represents a solution to a longstanding top challenge – how to recruit and retain the best and brightest minds to an industry that is vital for our society. Christina Zweig Niehues is director of marketing and media at Zweig Group. Contact her at czweig@zweiggroup.com.

PO Box 1528 Fayetteville, AR 72702

Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Shirley Che | Contributing Editor sche@zweiggroup.com Liisa Andreassen | Correspondent landreassen@zweiggroup.com Tel: 800-466-6275 Fax: 800-842-1560 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news Twitter: twitter.com/zweigletter Facebook: facebook.com/Zweig- Group-1030428053722402 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). Free electronic subscription at zweiggroup.com © Copyright 2022, Zweig Group. All rights reserved.

THE ZWEIG LETTER JANUARY 10, 2022, ISSUE 1423

O P I N I O N

Mental health matters

T he construction industry has the highest suicide rate across all industries. In fact, the suicide rate in construction is about four times greater than the national average, and five times greater than that of all other construction fatalities combined. This sobering information, provided by the Centers for Disease Control & Prevention, is hard to believe. Many firms have been slow to engage in conversations with their employees about mental health. It’s time to make a change.

Keyan Zandy

But why does construction have the highest suicide rate? Going back to the statistics, the American Foundation for Suicide Prevention shares the rate of suicide is highest in middle-aged white men. The Bureau of Labor Statistics reports that 97 percent of the U.S. construction workforce is male, and 57 percent is Caucasian. Also, more than 63 percent of construction workers are between the ages of 35 and 64. But is there something more at play here than demographics? Could our industry’s culture be contributing to this crisis? I believe that it is. When you think about construction workers in the field, you’re probably not envisioning these as people who easily share their feelings, and there’s a reason for that. The construction industry is traditionally perceived as hypermasculine – tough, manly, competitive. It also consistently ranks at the

top of all sectors for heavy alcohol and substance use or abuse. For some, drinking is just part of the culture. I can personally attest to being invited to the bar after a bad day in the field – or a good day, when there’s something to celebrate. There are also undeniable factors in our industry that can lead to stress, depression, and substance abuse. Long hours are typical. Sleep disruption or deprivation due to shift work (early morning concrete pours, etc.) is common. Being asked to travel can lead to interpersonal stress and loneliness associated with being separated from family, and a sense of isolation from being on the road. Destabilizing events like seasonal layoffs or furloughs, and the constant pressure to make schedule and budget while maintaining high quality can all lead to or exacerbate

See KEYAN ZANDY, page 4

THE ZWEIG LETTER JANUARY 10, 2022, ISSUE 1423

■ ■ Promote awareness. Start your quarterly/annual meetings with a “safety moment” and discuss mental health topics as part of these. Morning huddles, all-hands meetings, lunch and learns, and workshops that discuss topics such as stress, anxiety, depression, and suicide help to foster conversation. Providing training on stress management techniques, a healthy diet, adequate sleep benefits, and exercise may help employees reduce anxiety and stress and improve focus and motivation. Hosting facilitated workshops or presentations for your workplace, such as those offered by various local NAMI chapters, shows your commitment to protecting your staff’s mental health, reduces stigma on related topics, and provides critical information that could make a real difference for some on your team. Doing these regularly, as opposed to once in a blue moon, furthers these efforts. For office/field workers: ■ ■ Involve yourself. Encourage your employer to offer mental health education and programs if they do not already do so – and if they do, then look for ways to get involved and support their efforts by participating. Consider volunteering to create or champion a program. For example, at my firm we have a volunteer group called “Wellness Warriors” who are responsible for bringing a variety of health and wellness opportunities to our staff. We even have a volunteer led COVID-19 committee that meets weekly to discuss all issues related to the pandemic’s impact on employee health. There’s no better time to start than May, which is NAMI’s “Mental Health Awareness Month.” See the list of resources at the end of this article for a link to this initiative. ■ ■ Share yourself. If you have a relevant personal experience, sharing it with others can have a powerful impact. We’ve had people in our company, employees and members of the leadership team, who have candidly shared things that they or their family members have faced. Also, when one person feels brave and opens up, it helps others to feel and do the same. It is comforting for us to hear what others have gone through, and to knowwe are not alone because we work with people who have been there and can understand. ■ ■ Have empathy. You never knowwhat is causing someone’s bad day, impatience, or rudeness. We all experience stress both at work and at home for a variety of reasons: social, economic, personal health, family. Staying conscious to and mindful of what others may be going through is essential for empathy, so practice focusing on your connections with people and trying to imagine what another person might be experiencing. What do you think might be causing them stress or anxiety? What could be weighing on them? Then show them patience and kindness – and, if you can, take it a step further and think about what you might be able to do to help. But even if you can’t “do something,” you can always offer grace and provide some room to be human. We all need it. Keyan Zandy is chief operating officer for Skiles Group. Find him on LinkedIn.

KEYAN ZANDY, from page 3

anxiety or depression. Finally, many workers experience chronic pain due to injury or strain from the hard labor associated with the job. But even with all these stressors, many construction firms have been slow to engage in conversations with their employees about mental health. Beyond this, the historical stigma associated with mental health struggles likely makes it difficult for many people to feel comfortable with opening up about issues they may be facing, regardless of the industry where they work – but the truth is, they are far from alone. Approximately 970 million people worldwide have a mental health or substance abuse disorder. Anxiety is the most common mental illness in the world, affecting 284 million people, and depression is not far behind, affecting 264 million. There’s no reason for anyone to suffer in silence. So, if you are looking to make a shift on the topic of mental health in your company/office or with your team and want to normalize these discussions to help people to feel safer and better able to ask for support, here are a few things you can do. “The construction industry has the highest suicide rate across all industries. In fact, the suicide rate in construction is about four times greater than the national average, and five times greater than that of all other construction fatalities combined.” For construction employers: ■ ■ Get to know your team. It’s more than just asking, “How are things going?” I’m talking about taking a sincere and engaged interest in your employees’ lives and creating an awareness of/empathy for what they may be going through. You can do this by making time for conversation unrelated to work and finding ways that you can help; for example, taking some things off their plate, or pointing them toward resources the company has to offer. Let your people know that you hear them, you care, and you want to help. ■ ■ Provide resources. If your company has an EAP, make sure all your staff know it exists, what it can do for them, and how they can access it – and do this often, both as a reminder and to include new staff in receiving the information. Distributing materials such as wallet cards, self-assessment tools, flyers and brochures, books, and videos are great ways to encourage staff to think about their mental health needs and consider treatment options. Also, offering health insurance with no or low out-of- pocket costs for mental health counseling services shows that mental health is a priority. Publicly displaying some of these resources, such as posters with helplines, around the office or jobsite helps keep these topics continually present and readily available.

THE ZWEIG LETTER JANUARY 10, 2022, ISSUE 1423

2022 Learning Opportunities

Learning is your competitive advantage. Zweig Group is your life-long learning provider of choice.

IN-PERSON SEMINARS FEB 17-18 Leadership Skills for AEC Professionals New Orleans, LA MAR 10-11 Project Management & Advanced PM for AEC Professionals Tampa, FL

VIRTUAL SEMINARS FEB 1, 8, 15, 22

Project Management 11am - 12:30pm CT

FEB 22, 24 + MAR 1, 3, 8, 10

The Principals Academy 11am - 1pm CT

MAR 30-31 Elevating Doer-Sellers Scottsdale, AZ

JUN 7, 14, 21, 28

Elevating Doer-Sellers 11am - 1pm CT

APR 7-8

ElevateHER Kickoff Dallas, TX

JUL 12, 19, 26 + AUG 2

Leadership Skills for AEC Professionals 11am - 12:30pm CT

APR 28-29 M&A Next

Charleston, SC

MAY 19-20 CEO | CFO

APPROX. ONCE A MONTH Driven by Data -

Risk Management Roundtable Dallas, TX

A ZGWebinar Series

JUN 16-17 The Principals Academy Miami, FL

SEP 14-16 ElevateAEC Conference & ElevateHER Symposium Las Vegas, NV

Have questions? Want more information? Interested in a discounted group rate? Interested in In-House Training?

Contact events@zweiggroup.com

*All events subject to change

Zweig Group is an approved provider by the AIA

P R O F I L E

Seize opportunities: Nathelyne Kennedy In 1959, Kennedy became the first Black woman to receive an engineering degree from a school in Texas. Here, she reflects on her more than 55 years of experience since then.

ByWSB

I n 1959, Nathelyne Archie Kennedy became the first Black woman to receive an engineering degree from a school in Texas. She is the president and founder of Nathelyne A. Kennedy & Associates, Inc., a Houston-based civil engineering firm that was acquired by WSB in 2019. Committed to advancing the engineering profession, Kennedy has served on the Texas Turnpike Authority Board of Directors and on advisory committees for Texas Southern University, University of Houston Downtown, and her own alma mater, Prairie View A&M University. In 2006 Prairie View named the Nathelyne Archie Kennedy Building, housing the School of Architecture and Art, in her honor. Here, Nathelyne reflects on her more than 55 years working in the engineering industry. “I hope to see more women heading up their own firms,” Kennedy says. “Engineering is not a male field, it’s just male dominated. I would like to see more women seize opportunities.”

A CONVERSATIONWITH NATHELYNE KENNEDY. WSB: How did you end up in engineering?

Nathelyne Kennedy: I decided to major in engineering after one of my teachers brought it to my attention. My original plan was to major in math and become a teacher like my father. I thought, “If this doesn’t work out, I can always be a teacher,” so I decided to major in engineering. I found out when I started school that there were only two women majoring in engineering and only one graduated – me. After that, things moved fast. I didn’t know that I was the first Black female to receive an engineering degree in Texas. In the beginning, I struggled to get hired even though I graduated at the top of my class. The men easily found employment over me. But eventually, I was hired by an engineering firm after they decided to give me a one-week trial in Chicago. I pounded the pavement hard in Chicago and eventually moved on to a mid-

THE ZWEIG LETTER JANU

size engineering firm – again after a one-week trial period. That one week turned into 12 years. Eventually, life led us back to Houston. I took some time off to raise my kids and then eventually started my own firm in 1981, Nathelyne Kennedy & Associates, Inc. We continued to grow and build our networks and today, I still work with some of the same people from the ‘80s. For 38 years, we operated as NAK and I’m proud of all that we have accomplished. In 2019, NAK was acquired byWSB, a Minneapolis-based design and consulting firm. It’s bittersweet to hand over what I’ve built, but I’m looking forward to what’s next and know NAK is in good hands. “The proudest moment of my career was when I was selected as Houston’s Engineer of the Year in 2016. In the 70 years they’ve given out the award, I have been the only female to receive it. It was a huge honor.” WSB: How did your role as president of NAK evolve over time? NK: Everything has changed. At the beginning, I was doing everything myself. We were growing, things started changing fast and I couldn’t do it all. My job shifted toward marketing, business development, and managing the office. When I found out things I needed to do, I learned. I didn’t know I was going to have to go out and talk to people. I was used to sitting in the office. I had to practice how to build my network. I eventually learned to enjoy it because I learned a lot and had the chance to meet many wonderful people. I was new to people and they were curious about me. Right away, we started winning prime work. Designing roads and streets, then bridges. Word got around about us and we continued to grow. WSB: What were some challenges of owning your own business? NK: We were a small firm and getting new, young people to come and work for me was a challenge. They would come and get a little experience and then leave for larger firms. The bigger the better it seemed in their minds. Today, I still have two people that have been with me for 30 years, and three people for more than 20 years – and they were the key people that helped build NAK into what it is today. WSB: What has been the most rewarding part of your career? NK: The most rewarding part is the people – my staff and other engineering firms. It’s also realizing that we have been successful and have proved that we can do it. I’m proud of our recognition over the years. I have to say that the most rewarding part is not knowing if I could do it, and then achieving success. It has given meaning to my life and I’m proud of what we’ve accomplished. It’s been a very rewarding journey.

Nathelyne from Prairie View A&M’s 1959 yearbook.

WSB: What is the proudest moment of your career? NK: The proudest moment of my career was when I was selected as Houston’s Engineer of the Year in 2016. In the 70 years they’ve given out the award, I have been the only female to receive it. It was a huge honor. It reinforced that I have accomplished something. Not one woman before me, not one after me. I am still the only one in 70 years. WSB: Who has been the biggest influence in your life? NK: My parents. My mother was the mother everyone should want. My father was liked by everyone. My mother stayed at home and raised us, and my father was an agriculture teacher. He taught me a lot about money, saving, and people. They were my best teachers. I don’t know of anyone who was better or meant more to me than the two of them. I think about them every day. “I found out when I started school that there were only two women majoring in engineering and only one graduated – me. After that, things moved fast. I didn’t know that I was the first Black female to receive an engineering degree in Texas.” WSB: If you could give someone starting their career one piece of advice, what would it be? NK: Try to learn as much as you can about your craft and business, but don’t learn too much that it will cause you to change your mind. If I had been told it would be this hard to do this, I would have probably looked at something else, but sometimes it is best to just jump in the fire. If you jump in and

See SEIZE OPPORTUNITIES, page 8

UARY 10, 2022, ISSUE 1423

BUSINESS NEWS SGB DEVELOPMENT CORP. ACQUIRES A MEMBERSHIP INTEREST IN AN AFFORDABLE HOUSING ENTITY IN ATLANTA, GEORGIA SG Blocks, Inc., a leading designer, innovator and fabricator of container-based structures, announced that SGB Development Corp., a subsidiary of SG Blocks, has acquired a membership interest to build 70,000 square. feet of affordable housing in the Atlanta, Georgia metropolitan area to be known as “Norman Berry Village.” SGB DevCorp has partnered with CMC, a New York City-based real estate development firm with national expertise, with ZT Architecture & Land Development and Community Development Consortium providing design build services. CMC has previously engaged SG Blocks to complete a design build project known as Ridge Avenue, also in Atlanta, which is currently in the planning stage. Units will be constructed at the company’s SG Echo campus in Durant, Oklahoma, and shipped to Atlanta. SGB DevCorp will control the planning and construction process, netting revenue from design, manufacturing, site work, and asset ownership stake. The project will draw on the experienced leadership of local developer Shaun Belle, CMC president.

“We are excited to be partnering with SGB DevCorp., on Norman Berry Village,” Shaun Belle noted. “It is an expansion of our relationship with SG Blocks. CMC believes modular construction represents the best value to the end user and we will continue to work vigorously in finding new sites to bring to market.” “We believe in the opportunities Atlanta offers SGB DevCorp, and that expanding in the Atlanta market is the right choice at the right time, given the need for affordable housing,” Paul Galvin, chairman and CEO of SG Blocks noted. “SGB DevCorp solutions can address directly some of the most pertinent issues in the U.S. housing shortage; as we build efficiently without losing design quality, and we operate at lower costs. It’s a win for everyone.” “SGB DevCorp.’s strategy is and will remain to find the best local developers in emerging markets to partner within the delivery of safe and green affordable housing,” Galvin explained. The company anticipates this to be the first of many projects in which SGB DevCorp develops, designs, constructs and delivers either single family or multi-family homes, whether that be for purchase or for rent, depending

on specific market need, with both affordability and quality in mind, given the nature of housing in the area. Norman Berry Village is expected to consist of two buildings with 132 units, a mixture of one- and two-bedroom apartments. The land is located in the Atlanta, Georgia metropolitan area within East Point, Fulton County, Georgia. “Atlanta’s economy has had a positive growth trajectory, with an influx of new and exciting corporations setting up shop. We’re pleased to be adding to this booming economy, although we know there is still work to be done,” Shaun Belle, president of CMC noted. SG Blocks, Inc. is a premier innovator in advancing and promoting the use of code-engineered cargo shipping containers for safe and sustainable construction. The firm offers a product that exceeds many standard building code requirements, and also supports developers, architects, builders and owners in achieving greener construction, faster execution, and stronger buildings of higher value. Each project starts with GreenSteel, the structural core and shell of an SG Blocks building, and then is customized to client specifications.

SEIZE OPPORTUNITIES, from page 7

work your way out it’s amazing how much you learn. To me, that was the best part of business. There is so much enjoyment in learning and meeting people. Deep down, I believe people are nice and that they want to help you. Everywhere I have lived and everywhere I have worked, I’ve loved meeting people, especially my staff. WSB: What do you hope to see in the future for the engineering industry? NK: I hope to see more women heading up their own firms. Engineering is not a male field, it’s just male dominated. I would like to see more women seize opportunities. WSB: What is the most important life lesson you have learned? NK: Be nice to others – it comes back to you. Do unto others as you have them do unto you. I grew up with that and I really believe in it.

Nathelyne Kennedy was the recipient of Zweig Group’s 2021 Jerry Allen Courage in Leadership Award, an award recognizing outstanding leaders in the AEC industry.

THE ZWEIG LETTER JANUARY 10, 2022, ISSUE 1423

O P I N I O N

Your firm’s collective strengths can and should be applied to make your new employees’ onboarding a standout experience. Who is responsible for onboarding?

Y ou see it in the headlines every day. “The great resignation,” “the talent wars,” “the big quit,” and other catchphrases. Is it media-fueled nonsense, or is there a real problem facing companies looking to hire? After more than two years of COVID challenges, the answer is abundantly clear: There is a hiring crisis taking place – not just in the retail and hospitality sectors but across the board, including the AEC industry.

Kraig Kern

According to the government’s job report released in January 2022, more than 20 million people (about the population of New York) quit their jobs in the second half of 2021 alone. Looking at LinkedIn’s data on who is leaving jobs is most compelling: Millions of baby boomers are retiring early, but millions of Gen Z (people in their teens and early 20s) workers are also exiting the workforce. Many more women are leaving than men. All the groups AEC firms need to secure a cohesive and diverse workforce are leaving at the highest “quit rate” since the government started keeping track more than two decades ago. The data does not answer why specifically, but there are plenty of common threads. Take, for instance, the COVID-19 pandemic. Karin Kimbrough, LinkedIn’s

chief economist, calls it the “take this job and shove it” approach. In a recent interviewwith 60 Minutes , she said, “People have been ‘living to work’ for a very long time. And I think the pandemic brought that moment of reflection for everyone. ‘What do I wanna do? What makes my heart sing?’ And people are thinking, ‘If not now, then when?’” What does this have to do with onboarding? As a marketing professional for more than 25 years, I have welcomed my fair share of staff to the team. I have hired and fired, recruited, and poached. I usually would not associate myself with worrying about the onboarding process. After all, isn’t that an HR thing?

See KRAIG KERN, page 10

THE ZWEIG LETTER JANUARY 10, 2022, ISSUE 1423

ON THE MOVE TWINING ANNOUNCES SEMI- RETIREMENT OF EDWARD M. TWINING, JR. After a distinguished 42-year tenure with Twining, Inc., the company founded by his great-grandfather, Edward “Butch” Twining, Jr. is stepping into a semi- retirement role at the close of 2021. Butch’s career witnessed exponential growth of the Long Beach, California- based firm, including the creation of six full-service branches, spanning the state, the acquisition of multiple complementary firms, and the expansion of the firm to over 300 employees. In addition, Butch’s success as an exemplary salesman of Twining’s

services cannot go unnoticed. His past notable wins include The Getty, Wilshire Grand, and Intuit Dome. He will retain the title of chairman emeritus. While Butch will be spending more time with his wife Dana, his children, and grandchildren, Twining looks forward to his continued contributions to the company as Chairman Emeritus. “While he will spend plenty of time in his RV with his wife and constant companion, Dana, by his side, he will always be a leader within the Twining organization,” noted Robert Ryan, Twining CEO and president. ”We wish him a most

enjoyable semi-retirement and send him our endless gratitude for the success of the firm. His success has been our success. He has made an indelible mark on the Twining Group of Companies, and we will continue to raise the bar that he set so high.” Combiningworld-classQA/QC,materials testing, and inspection to highly technical capabilities in geotechnical engineering, applied engineering, and integrated disciplines, Twining has developed a strong reputation by providing sound engineering, testing, and inspection services on every project it undertakes.

The bottom line is that successful onboarding is everyone’s job. I could have just led with that, but it is important to hammer home the consequences of a negative or uninspiring process. Yes, human resources should take a lead role in developing a good onboarding program, but marketers, administrators, project managers, designers, and the C-suite should all have a part. The company’s collective strengths can and should be applied to make the new employees’ first day, first week, first month, and first year the best they have ever experienced regardless of how high they are on the org chart. It is time for the AEC industry to get more creative. It is time to pull together a diverse group from everywhere within your company and engage them to help develop a consistent, sustainable, effective, and unique program. There are potential onboarding champions around every corner and from all levels of your company. Our firm has been fortunate to find them, and it has resulted in our lowest turnover in the firm’s history these past two years – despite the external pressures that suggest otherwise. In our case, we made improving the onboarding experience a major strategic planning initiative. We even sent a couple of people to see how Disney does it. It must be more than the tone of your offer letter and the ease of doing paperwork. It means modernizing your systems and automating workflows. It means having fun during orientation. It means developing a buddy system that encourages current staff to want to participate, and it doesn’t stop after the first week. It means assigning mentors for the entirety of the person’s career – until they become mentors themselves. In the current hiring environment, your business simply cannot afford to wait to improve. You do not have to be Disney, Google, Microsoft, or Apple with their endless budgets to have a robust onboarding program. Just look at your culture and values and start from there. If you believe they are important to your firm and not just a strategic planning exercise, the rest will come naturally. Kraig Kern, CPSM is vice president and director of marketing at WK Dickson. Contact him at kckern@wkdickson.com.

KRAIG KERN, from page 9

If you answered yes, like I used to, you are already in for a world of trouble. Maybe you just haven’t experienced it yet. Most of us are aware of the statistics put out annually by Gallup asserting that less than 35 percent of the global workforce are currently engaged. That suggests the other 65 percent are either disengaged and could leave at any time, or are toxic and are dragging other people down with them. What is hidden in a lot of that data is that a negative onboarding experience doubles the employee’s chances of seeking another opportunity within 18 months. Conversely, a great onboarding experience ensures 69 percent of employees stick with a company for at least three years. “It is time to pull together a diverse group from everywhere within your company and engage them to help develop a consistent, sustainable, effective, and unique program. There are potential onboarding champions around every corner and from all levels of your company.” Consider these other eye-popping statistics: ■ ■ Fifty-eight percent of organizations say their onboarding program focuses on processes and paperwork. ■ ■ The average new hire is expected to complete 54 activities during their onboarding process. ■ ■ A poor onboarding program was reported by 40 percent of global executives. ■ ■ Only 37 percent of companies ensure their onboarding programs run for more than a month from the employee’s first day. If any of that looks familiar, it is time to make a change in your organization.

THE ZWEIG LETTER JANUARY 10, 2022, ISSUE 1423

F R OM T H E F O U N D E R

I ’m soon to be 63 and have been working in the A/E business for 41 years now. I got right into it after finishing my MBA degree that I pursued immediately after getting my BS at age 21. I had a grad assistantship for the MBA. It didn’t cost me a cent, plus they paid me $400 a month ($358.95 after tax). Look in the mirror and ask yourself if you are still doing what you want to do every day. Maybe now is the time to get really serious about your transition. Just when you figure things out, game over!

Mark Zweig

At the time (1979), I could live on about $250 a month, although I had a variety of other jobs and ventures that made me much more than that every month. My overhead was super low. My 1964, two-bedroom “New Moon” mobile home in what was called a “married (trailer) court” was paid for, and the lot rent, including water and sewer, was $50 a month. I had a ‘72 Chevy van with a bed in back and a ‘75 Honda CB550 Super Sport. Life was pretty good. Of course, after I graduated, I started my long climb up the aspirational ladder, culminating in a large number of houses, apartment projects, commercial centers, and more. I had as many as 20 cars and 10 motorcycles at once, two ex-wives to support, and four daughters and one stepdaughter who is now a freshman in college. On top of it, I was an owner in two companies I founded and working as a 3/4-time

college professor. And I spent way too much time on social media. My attention span was about 10 seconds. A little more than a couple years ago, I started the process of winding down everything. I shed most of my properties, vehicles, business interests, and commitments. The result has been I actually have time to spend doing things I want to do and am much happier. One could say it’s a rationalization for my life situation. The truth is I was burned out and becoming less effective at everything. While I think I may have been able to carry on like that for a few more years before getting crushed by a real estate recession or having a heart attack, thankfully, for a wide variety of reasons

See MARK ZWEIG, page 12

THE ZWEIG LETTER JANUARY 10, 2022, ISSUE 1423

ON THE MOVE HDR’S ERIN SLAYTON PROMOTED TO TRANSPORTATION PROGRAM MANAGEMENT DIRECTOR With nearly 20 years of experience in the planning, design and delivery of major transportation infrastructure programs, Erin Slayton has been promoted to serve as HDR’s transportation program management director. In her new role, Slayton will lead delivery of program management services for clients in all transportation markets and continue to diversify HDR’s service capabilities. She will guide the further development of HDR’s program management practice, with a focus on the delivery of holistic, value-added services throughout the project life cycle. Slayton brings a deep background in successful program management, including working in the public sector for the Seattle Popular Monorail Authority before she came to HDR in 2006. At HDR, her work has involved co- locating with clients on-site to provide

project oversight and coordination of management services on large, complex infrastructure programs in three different regions. In addition, she served as an HDR department manager for the $4.56 billion Washington State DOT SR 520 Floating Bridge Replacement and HOV Program from 2012 to 2014. More recently, Slayton helped develop and manage the procurement and delivery of the $1.7 billion Arizona DOT South Mountain Freeway Project, before moving to Columbia, South Carolina in 2018 to focus on the management of the South Carolina DOT’s $1.6 billion Carolina Crossroads Project. Working on complex, multi-billion-dollar programs, she has demonstrated her ability to meet aggressive schedules, build consensus between diverse stakeholders and drive decisions to keep projects moving forward. Slayton’s background includes civil design, project management, program management and business management.

“Erin’s long history in program management combined with her passion for employee professional development make her an ideal fit as our program management director,” said Transportation Group President Tom McLaughlin. “Her skills managing diverse teams and delivering complex well-known projects will pave the way for us to enhance our technical capabilities, capture new geographic markets and build stronger client relationships.” HDR’s program management teams create customized and comprehensive systems and tools to help clients successfully manage the development and delivery of complex infrastructure projects, improving overall risk management and alignment with program goals. For over a century, HDR has partnered with clients to shape communities and push the boundaries of what’s possible.

professor in a really well-run business college in a state- owned university is a fabulous job, and one I can throw myself into because the mission is worthwhile. Maybe I will still do some other things and start another business some day. Or maybe not. I know many of our readers can identify with what I am saying. I see way too many of my 60 and 70 year-old architect and engineer friends who are on the same path I was on. I am fairly certain that I have worked with as many of you over the years as practically anyone else. I encourage you to look in the mirror and to ask yourselves if you are still doing what you want to do every day. Maybe it’s time you moved over and let some of those younger, fresher, and more motivated people take over. It doesn’t mean you have failed if you do so. It’s the opposite of that. You have gotten the ball rolling. Now maybe some other people can increase the size of that ball and get it rolling even faster. Your willingness to back off and let go will be essential to the survival of your business. You don’t want to lose all your best people because you are unable to pass the baton, do you? You don’t really want to be carried out of there on a stretcher, do you? You don’t want your family to say they barely knew you because you were always gone, and when you were there you were distracted, do you? Maybe now is the time to get really serious about your transition. Design the perfect life for yourself just like you have designed incredibly complex construction projects. Put the same thought into it. And do it before it’s too late to do so! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 11

I came to the realization about what is really important in life. That is your relationships with other people and doing some good. But up until recently, much of my motivation has really been driven by my need for ego gratification. That’s not good – it’s not healthy. In fact, it’s rather pathetic. He or she who craves the envy or admiration of others will surely go off-course in their life. I was definitely going off-course. “I encourage you to look in the mirror and to ask yourselves if you are still doing what you want to do every day. Maybe it’s time you moved over and let some of those younger, fresher, and more motivated people take over.” Don’t get me wrong. I have a lot of friends still (many of which are clients in architecture and engineering firms that I worked with over the years). We did a lot of good and helped a lot of people see the opportunity they had with their businesses, I taught a lot of students, and my older kids turned out to be independent and successful. I also have a wife (third time is the charm!) who is my best friend and has helped me become a better person. We have a beautiful house and still have a couple cool cars and bikes. But I was lucky. It all could have gone the other way. Maybe now if my diet and other bad habits don’t catch up with me, I may have 15 or 20 years to really live. Being a college

THE ZWEIG LETTER JANUARY 10, 2022, ISSUE 1423

Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12

Made with FlippingBook Annual report