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Ayme Zemke is a client director at PR and communications firm Beehive Strategic Communication. The opinions are the author’s own.
Office of architecture, engineering and construction they recorded three consecutive months of job loss this summer amid project delays, stuck deadlines and high turnover due to labor shortages. Business leaders may be asking themselves, “Why can’t our companies fill critical roles?”
The answer is overwhelming. Today’s workforce expects more from employers: Job seekers are evaluating purpose, flexibility, opportunities for advancement and alignment with their values before pursuing or accepting a role. Companies that can’t clearly articulate what they stand for and what they offer to potential employees will struggle to attract qualified talent and may even lose those people to competitors.
The cost of inaction
Finding and retaining the right talent is critical in an industry where reputation and relationships are directly linked to growth.
AEC companies face real consequences when workforce challenges are not addressed. In a recent survey conducted by the Associated General Contractors of America, 92% of companies reported difficulty in finding qualified workersand nearly half experienced project delays due to labor shortages. These delays have a knock-on effect on operations and customer relationships.
This challenge is not solved by filling open roles with anyone who will fill the job. Fifty-seven percent of companies say new hires lack critical skills or credentials, according to AGC’s survey. Upskilling these employees takes time, budget and energy. And when the new talent leaves early, it disrupts the business and the cycle starts all over again.
Such disruptions have the potential to slow progress and damage reputations built over decades, which can have a long-term impact on an industry built on trust.
Company branding is more important than ever
A company’s corporate brand is its reputation as a workplace. It reflects the culture, values and experience the company provides to employees. It is based on what people inside and outside the organization believe to be true about what it is like to work there.
Ayme Kemke
Permission granted by Beehive Strategic Communication
Company brands have become as important as the projects and technical expertise in which a company specializes. The companies that articulate these benefits through a strong corporate brand stand out. They attract people who want to stay and grow with your company and provide clear signals to those who are not a good fit. All this reduces recruitment time and improves retention.
A company brand goes hand in hand with an employee value proposition, which defines the tangible and intangible benefits an organization provides to employees in exchange for their skills, abilities and experience. It gives potential candidates a reason to choose a company and current employees a reason to stay. This could include:
- Purpose and impact beyond the workplace.
- Access to modern tools and technologies.
- Professional development and mentoring.
- Inclusive workplaces and strong culture.
At its core, the employee value proposition is what the organization says it offers, while the employer brand is what people believe about an organization based on its reputation and experience. Together, they support business development: customers want to partner with companies that can deliver on time, on budget and with the right team in place.
How to activate your brand
Developing a strong company brand and employee value proposition requires leaders to align and commit to a clear and consistent vision of what your organization offers to current and potential employees. The following strategies will help AEC leaders develop both.
- Understand your people. Start by listening. Use surveys, exit interviews, and focus groups to understand what employees value, where your organization’s culture is particularly strong or unique, and where your organization is falling short of the mark. Look for patterns across teams, generations, and project types. The goal is to understand what makes your culture unique and where your promise aligns (or misaligns) with the employee experience.
- Define your true employee value proposition. Use these insights to create a clear value proposition rooted in your company’s culture and strategy. Be specific. Perhaps your company offers team members experience on a wide range of projects. Maybe your culture emphasizes growth and mentorship. Avoid vague statements and focus on what your company offers and what sets you apart.
- Empower employee ambassadors. Your people are your best messengers. Encourage them to share their experiences at industry events, on LinkedIn and through informal networks. Equip them with stories that reflect your employee value proposition in action, whether it’s how a foreman transitioned to project management or how an eagle-eyed tradesman flagged a key constructability issue. This authentic narrative from a trusted source builds credibility.
- Evaluate and evolve. Company brands should not be static once they are developed. Track engagement metrics, retention trends, and brand perception. Check in regularly with employees as your business evolves. Align your employee value proposition with changes in the market, workforce and strategic direction of your company. What matters to employees today may not be what matters tomorrow.
The labor shortage will not go away. The AEC industry needs almost half a million new workers only next year. Companies that create a clear and compelling corporate brand and value proposition are better positioned to compete and thrive in a demanding industry.
