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OPINION
Becoming a talent magnet
Attracting and retaining top talent in the AEC industry requires adapting to what employees value today.
T he architecture and engineering industry is facing one of its toughest challenges in decades: finding and keeping top talent. While the overall national unemployment level in January 2025 stood at 4.2 percent, according to data from industry benchmarking firm LaborIQ the unemployment rate for the architecture, engineering, and construction industry was even lower at 1.2 percent!
Morgan Stinson
With a tight labor market and increased competition from other industries, firms need to be creative and intentional about attracting and retaining talented people. In professional services the people are the product, so it’s imperative to build a roster full of people who can do the work and live the company’s values. This can pay huge dividends for project success, client satisfaction, and firm reputation. THE CURRENT LANDSCAPE. It seems as though we’ve lived in a tight labor market for the past six to seven years, and in that environment the talent holds the power. Professionals with in-demand skills are evaluating opportunities
not just for salary and benefits but also for work-life balance, career growth, and organizational culture. Consider this scenario: A talented structural engineer is weighing two offers. One is from a firm offering an above-average salary but places little emphasis on personal flexibility or career development. The other firm offers slightly less pay but emphasizes mentorship, career growth, and a supportive work culture. Nine times out of 10, the candidate chooses the latter. Why? Because today’s workforce is increasingly focused on purpose, connection, and opportunity.
See MORGAN STINSON, page 4
THE ZWEIG LETTER MAY 26, 2025, ISSUE 1587
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