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steps do you take to create the leadership pipeline need- ed to retain your top people and not lose them to other firms? MC: VHB focuses on creating an environment that is attrac- tive to multiple generations; we have exciting and challeng- ing projects to work on and a highly supportive culture. One of the hallmarks of being a generational company is to make sure our employees can fulfill their full potential. Owner- ship transition is an important part of that. We have an on- going program that identifies and rewards new generations of outstanding professional owners, allowing us to contin- ue to thrive. This is part of our unique culture and one of the things our employees value about VHB – that we’re con- stantly encouraging our professionals to continue to grow their careers and the careers of others. We have created ro- bust learning opportunities for our employees at different stages, beginning with onboarding, to foster leadership de- velopment. Opportunities for employee learning and continuous im- provement at all levels is a priority. We provide active in- vestment in professional development outside VHB as well as inside the company through our Center for Edu- cation (accredited by IACET); robust on-the-job learn- ing that is embedded in how we work; and knowledge sharing through our Spotlight Series, project lunch-and- learns, work sharing, a technical resource website high- lighting online PD programs, project reviews, and quality reviews. We offer VHB Leads: Maximizing Your Leadership Impact and Influence – a two-day workshop designed for VHB lead- ers to build personal effectiveness and continue to enhance VHB’s status as a generational company and an employer of choice. It focuses on linking VHB’s business goals with indi- vidual leadership priorities. Perhaps most importantly, we engage our employees in our strategic planning process and keep them well-informed about how we are doing and where we are headed. By par- ticipating in our business and strategic planning process- es employees are better informed and invested in their work. culture. One of the hallmarks of being a generational company is to make sure our employees can fulfill their full potential. Ownership transition is an important part of that.” “VHB focuses on creating an environment that is attractive to multiple generations; we have exciting and challenging projects to work on and a highly supportive

ing approachable is incredibly important. Employees want to know where the company is headed and how they fit into the big picture. They want to know what the company is do- ing to make a difference in our communities and they want to help VHB do even more. “Employees want to be engaged and be connected – they’re invested in making a difference and in succeeding. Communicating with employees openly and honestly and being approachable is incredibly important. Employees want to know where the company is headed and how they fit into the big picture.” VHB’s strategic plans are developed through a collaborative process, seeking guidance and input from all corners of the company – different offices, regions, markets, services, and across all generations. From there, we make it a priority to engage employees in the process and then communicate our vision and strategic plan so that everyone understands and embraces it, and can contribute to moving us forward with enthusiasm. Listening, of course, is incredibly important. I trav- el throughout VHB often so I get the chance to talk with employees from all offices. Last year, I began conducting “Week in the Region” visits, where I spend a week immersed in each of our five regions. My time is spent with regional managers and office managing directors, meeting with our team members and clients, visiting project sites, or helping to strategize on important initiatives and pursuits. During these visits, I learn so much about our people, their inter- ests, challenges, concerns, and passions. I hold town meet- ings in each of our 24 offices. Last year, our discussions were focused on our core values and maintaining our culture as we grow. This year, we are focusing on “OneVHB,” and our approach to building our understanding of how we can col- lectively think, act, and collaborate better and more aligned across the company. Providing opportunities for employees to openly share in- terests and ideas has led to some of VHB’s most success- ful programs and initiatives such as Green Team, Emerg- ing Professionals, and VHBCares. It’s also yielded increased engagement. Our employees drive our noteworthy charita- ble efforts, including a company-wide online auction, VBay, which raised $27,000 this year, and our Annual Jimmy Fund Golf Tournament which has raised nearly $1.2 million over the past 26 years. People want to participate in and lead these activities, build relationships with one another, have fun, and make a difference. TZL: The talent war in the A/E industry is here. What

ember 6, 2017, ISSUE 1223

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