Walk through any architecture, engineering, or construction company right now and you’ll feel it. The energy is changing. Experienced owners, partners, and leaders are passing the baton. More early-to-mid-career professionals are joining teams, bringing fresh ideas and different expectations about work. If you’re responsible for finding and retaining talent, you know exactly how tough it’s become to keep these new voices engaged and growing.
Is pay important? Absolutely. But if you think salary alone is enough to the next generation of young professionals, it’s time for a reality check.
The talent challenge is more than a headline
The latest AEC Inspire Report spells it out. Finding and keeping good people tops the list of industry concerns. Nearly half of leaders in the survey put talent issues at the very center of their daily challenges. Most firms have adjusted compensation and benefits. That’s not what’s setting companies apart anymore.
For early-career professionals, purpose matters. So does progress. People want to see that their work counts. They want to build something meaningful, not just show up for a paycheck.
So what does this generation actually want?
Of course, everyone appreciates fair pay and time to live a life outside of work. But talk to anyone just starting out and you’ll hear more about direction and opportunity - beyond the dollars and cents. There’s a clear message: show me a future here. Make the path forward real. Give me a chance to develop skills that mean something in the long run.
Many AEC firms know this, but the majority admit they’re only average at providing real career growth. It’s not from a lack of effort. Real programs and consistent mentorship take time, focus, and buy-in from leadership.
How to make it stick
So what can your firm to retain more talent? Here are some steps you can take to make your firm a more attractive place to work:
Show where they can go
Nobody wants to wonder what comes next. Be open about the routes to advancement at your company – both technical and managerial tracks. Offer regular feedback, not just an annual review. When someone does great work, tell them why it matters and how it moves them closer to the next opportunity.
Open up the process
Let new team members see how decisions are made. Explain how work is assigned and how the firm sets priorities. When people understand the bigger picture, they feel like insiders. They feel more connected to the business.
Protect their time and their energy
Younger professionals respect leaders who value balance. That means real flexibility, clear boundaries, and a genuine interest in how people are doing…not just how much they’re producing.
Make technology a true teammate
No one wants to wrestle with software that gets in the way. The right tools should simplify tracking, reporting, and collaboration. Free up time for real project work, not data entry or chasing information across disconnected systems.
Help them find purpose at work.
Invite early-career voices to planning sessions. Give them a chance to co-lead small projects. Celebrate wins together. Find opportunities to reward and recognize the efforts of more people at your firm, not just those in positions of leadership. The more people see their impact, the more they want to be part of your story.
Getting ready for the next wave
There’s no waiting for the future. It’s already arrived. Retaining the next generation isn’t just about keeping seats filled. It’s about creating a culture where people can see themselves staying, growing, and leading. That takes real commitment and follow-through, but it pays off.
Firms that offer more than a paycheck will keep their best people. They’ll have the energy, ideas, and drive to take on whatever comes next.
For more insights on what top minds from the AEC industry are thinking about talent and the future of work, download the entire 2025 AEC Inspire Report.
