Resource planning has always been a cornerstone of architecture, engineering, and construction (AEC). Today, the challenge is sharper: talent shortages, generational change, and unpredictable markets are forcing leaders to rethink how they align people, projects, and strategy. 

In a recent webinar, Lucas Hayden of Unanet and Gregory Hart, president of PSMJ Resources, discussed how leaders can strengthen their approach to talent, project delivery, and strategic planning. Here are five key takeaways from their conversation. 

1. Invest at the top of the talent funnel

The greatest bottleneck to growth is not lack of work. It is lack of people to deliver it. Many firms struggle to find qualified mid-level professionals, but leading firms are shifting focus to the top of the funnel: high school programs, internships, and intentional entry-level hiring. 

This “build versus buy” approach creates a steady pipeline of talent that can grow with the firm. While it requires patience, it is more sustainable than competing endlessly for scarce mid-career professionals. 

2. Redefine project leadership

Technical expertise does not always translate into strong project management. Research shows that the most successful project managers excel in soft skills: communication, delegation, and collaboration. 

Firms should look beyond traditional career ladders. Options like assistant project manager roles or project management offices (PMOs) provide opportunities to test, train, and elevate new leaders. The most forward-thinking firms even consider project managers from outside AEC, provided they can learn the technical aspects. 

3. Build culture that retains talent

Retention depends on more than pay. Employees want to grow, contribute, and do meaningful work. 

Firms that invest in professional development, mentorship, and community engagement create cultures where people see long-term opportunities and feel their work is purposeful. Pro bono projects, student outreach, and visible commitments to local communities can improve engagement and reinforce purpose. 

4. Pursue the right projects, not every project

Saying yes to everything spreads resources too thin. Firms that outperform financially are more selective, focusing on clients who value their expertise and are willing to pay for it. 

Tracking key performance indicators (KPIs) such as utilization, direct labor multiplier, and revenue factor helps firms identify the types of projects that maximize profitability and align with talent strengths. 

5. Make strategic planning agile

Markets shift quickly, and annual planning alone is not enough. Projects often start, stop, or change with little notice, leaving firms exposed. 

Agile firms revisit strategy regularly, integrate forecasting with backlog and capacity data, and prepare contingency plans for different market scenarios. This visibility allows leaders to anticipate hiring needs, manage risk, and seize new opportunities. 

Practical next steps 

The conversation closed with two actions firm leaders can start tomorrow: 

• Track and review utilization, labor multiplier, and revenue factor consistently. 

• Assess and strengthen culture by engaging employees in open conversations about their experience at the firm. 

Resource planning in AEC is evolving, but firms that build talent pipelines, invest in culture, and prioritize strategically will not only adapt, they will thrive. 

Want to learn more about how your AEC firm can tackle effective resource planning? Connect with a Unanet expert today.