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■ Training programs. Implement comprehensive training programs that cater to different stages of the learning curve, from foundational skills to advanced expertise. ■ Mentorship and coaching. Pair employees with mentors who can provide guidance and support, helping them navigate the acceleration phase and overcome challenges. ■ Continuous learning. Encourage a culture of continuous learning by offering access to resources, workshops, and courses that keep employees engaged and growing. Going back to my Jeff example, from his first day he supported two senior engineers approaching retirement and in their plateau phase of the S-curve. This move allowed us to kill to birds with one stone: Jeff was getting mentorship by exceptional professionals with decades of experience while a succession plan was taking place. BUILDING AN A-TEAM. By effectively managing the S-curve of learning, organizations can build high-performing teams that are agile, innovative, and resilient. Managing your teams as a portfolio of learning curves would give your organization a competitive edge and as a result attracts top talent. Here are items to pay attention to: ■ Team dynamics. Foster collaboration and knowledge sharing among team members to accelerate collective growth. ■ Recognition and rewards. Acknowledge and reward employees’ progress and achievements, motivating them to continue their development journey. ■ New challenges. Introduce new projects and responsibilities to employees who have reached the plateau phase, ensuring they remain engaged and continue to grow. In summary, the roundtable discussion underscored the vital need of integrating human capital and mindset to drive success in the AEC industry. By embracing a growth mindset and utilizing the S-curve of learning model, organizations can effectively recruit, develop, and empower their talent. These strategies not only enhance individual performance but also foster a culture of continuous improvement and innovation. At MCE, we intentionally weave talent management strategy with our organization’s mission and culture. I believe that by recognizing and addressing the different phases of the S-curve, companies can ensure their employees remain engaged and motivated. This approach leads to the creation of high-performing teams that are agile, resilient, and capable of driving long-term success. Ultimately, investing in employee development and empowerment is not just beneficial but essential for staying competitive in today’s dynamic business environment. Leisbel Lam, PE, LC, MBA is a principal at Michaud Cooley Erickson. Connect with him on LinkedIn.

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role, Jeff was advancing faster than the average team member, which was not an accident; it was a result of his commitment to growth, his attitude toward learning, his willingness to put in the work, and his relentless commitment to excellence. WHAT IS THE S-CURVE OF LEARNING? The S-curve of learning is a powerful career management tool. This concept was introduced by Charles Handy in the mid-1990s. The S-curve of learning is a model that describes the progression of learning and growth in three phases: 1. Initial phase. The bottom left side of the S-curve where employees are in the early stages of learning, where progress is slow but foundational skills are being built. 2. Acceleration phase. The middle of the of the S-curve (the rise) where employees experience rapid growth and development as they gain confidence and expertise. 3. Plateau phase. The top right side of the S-curve where growth slows down as employees reach a level of mastery, requiring new challenges to continue their development. I love the simplicity of this model to orchestrate the development of human capital. It is fundamental that we master the art of identifying where every member of our team stands in the curve. As the leader of teams with different capabilities and at various positions on the S-curve, this model is instrumental to design strategies that will enable team members to own their success and be part of their own growth. APPLYING THE S-CURVE TO TALENT RECRUITMENT. Recruiting talent with the right mindset is the first step in leveraging the S-curve. By identifying candidates who are not only skilled but also possess a growth mindset, organizations can ensure that new hires are prepared to navigate the learning curve journey effectively. I tackle this by focusing on the following: ■ Assessment tools. Utilize behavioral and cognitive assessments to gauge a candidate’s potential for growth and adaptability. I use a simple Work Regulatory Focus (WRF) Scale Assessment developed by Michael J. Neubert. Such tool helps me understand how different regulatory focuses influence employee behavior and performance, allowing me to design effective management strategies. ■ Cultural fit. Focus on hiring individuals who align with the company’s values and culture, fostering a supportive environment for learning and development. One other thing I do as part of my recruitment strategy is to create a role profile with the basic attributes, knowledge, and skills of the ideal fit for the role. This profile helps to bring clarity to the non-negotiables of the role. DEVELOPING AND NURTURING TALENT USING THE S-CURVE. Once talent is onboarded, the S-curve model can guide their development journey. Providing the right support and opportunities at each phase of the curve is essential for maximizing potential. This can be accomplished with:

THE ZWEIG LETTER JANUARY 6, 2025, ISSUE 1567

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