Continuously Recruiting Engineers?

Many organizations are having a tough time hiring engineers. The public sector, especially smaller, more rural agencies, often faces even greater difficulties. How can public agencies compete for talent with higher-paying, private sector businesses? Of course there isn’t an answer that fits every individual or agency, but informal discussions with a group of engineers revealed some interesting insights.

The US Department of Labor’s Bureau of Labor Statistics (BLS) cites $69,480 as the May 2005 mean annual wage for journey-level civil engineers. A recent review of the Engineering Central Career Services website ( www.engcen.com) provides some examples that allow for geographic differences. All positions below required a Bachelor of Science degree in engineering or the equivalent and the appropriate local licensure or the ability to obtain it. Private sector job announcements included:

• Transportation Project Engineering – Southern California, 7 years experience, $85,000 - $106,000 annually
• Engineer Water Projects/Design/Manager – Jackson, MS, 10 years experience, $50,000 - $90,000 annually
• Engineer Geotechnical Civil Engineering – Columbus, OH, Master’s degree preferred, willing to take new graduates, $50,000 - $70,000 annually

Public sector job announcements listed on the same day included:

• Transportation Engineer (Civil) - California Department of Transportation, statewide, Range C (journey-level), $60,420 – 73.344 annually
• Engineering Manager - City of Jackson, MS, 8 years experience, Master’s degree preferred, $52,945 annually
• Director Water/Wastewater Department - Licking County, OH, 10 years experience, $55,000 - $68,000 annually

These examples do show wage discrepancies between public and private sector - in some instances by a large amount, in other cases, not by much. Admittedly, smaller, more rural agencies cannot match their larger, more urban counterparts’ salaries. But is more money always a deciding factor in accepting a job offer? During informal conversations with senior level engineers, several commented on the lack of available jobs after they graduated from college. They knew when they entered the field that the job market was tight, but they didn’t become engineers to “make a lot of money.” So what does motivate engineers?

After working in private sector businesses, Lea Adams recently joined the U.S. Army Corps of Engineers, Sacramento District’s Design Branch. She felt that “after 11 years of long hours as a consultant, it was time for some work-life balance.” Adams cited the federal government’s flextime option (four 10-hour days a week or the 9-80 schedule, roughly nine, 9-hour days during a two-week period) as one of the reasons for her switch.

Corps Sacramento District, Assistant Chief for the Water Resources Branch, Judy Soutiere, echoes the recruitment appeal of flextime. She also touts the attractiveness of the federal government’s Telework Program, the ability to work away from the office. “I was able to accommodate someone who had to work from home while waiting to receive a liver transplant,” Soutiere remembers. Nonetheless, she is still struggling to fill engineer positions. “The last recruitment we did for a GS-12 (fully independent level) ran three times, and I ended up with five [qualified] applicants,” Soutiere laments.

Money doesn’t seem to completely answer the engineer recruitment puzzle, and neither does work-life balance. However, there does appear to be one motivating factor that applies to all engineers. Like most professionals, it’s the need for stimulating, interesting, and fulfilling work. Adams reiterates this sentiment. “The work at the Corps is challenging,” she claims. Keane Sommers, who started work at Nevada Irrigation District in May, hopes his work at the District will be “a little bit of everything - raw water, treatment plants, and hydro plants.”

Many public sector HR departments recognize this desire and use it in their engineer recruitment strategy. For instance, Maryland’s State Highway Administration (SHA) has a page on their website under the Employment Opportunities sections titled Civil Engineering Opportunities & Information. Prominently displayed is a link to the SHA values, first of which is “Excellence in our work.”

Jeff Holdren, SHA Assistant Division Chief of the Recruitment and Examination Division, remarks, “We fast-track our engineers to keep them challenged and engaged. Often our young engineers are managing projects while their counterparts in the private sector are still reviewing plan specs.” Holdren’s comment ties into perhaps the most revealing point that emerged from these conversations. There is a perception among these engineers that the power to take engineering projects from the preliminary stages into final design and construction rests with the public entities. Sommers claims, “The interesting decisions are being made at the public level.” Adams, whose agency often has the final say on water projects, notes, “The work at the Corps is high-profile and sometimes at a high-level politically.”

Wil Godsave, CPS Personnel Management Consultant and local government recruiter, offers these final suggestions. “As with any recruitment strategy, play to your agency’s strengths. If you’re a rural agency that can’t match the city wages, emphasize the outdoor activities, quiet lifestyle, and collaborative working environment.” Lastly, remember that engineers take great pride in their commitment to professionalism and sell your organization based on that dedication.

For more information contact Marcia Wulff, ACWA’s Program Administrator, at 916.441.4545, marciaw@acwa.com.