SlideShare una empresa de Scribd logo
1 de 24
Descargar para leer sin conexión
Understanding
engineersA KELLY SERVICES PSYCHOGRAPHIC PROFILE
/02
Source: 2014 Kelly Global Workforce Index™
Competitive salaries
Job stability
Opportunities for personal
and professional development
Using technical skills to
solve real-world problems
Clearly defined roles
and processes
Micromanagement or
workplace politics
Uncertainty in employment
Jobs that don’t use their
analytical capabilities
Failing to keep up with
new technologies and
their peers’ skillsets
A lack of workplace structure
ENGINEER
LIKES
ENGINEER
DISLIKES
/03
Businesses intent on
technological advancement
and greater efficiency rely
heavily on engineering talent,
which means engineers are
among the most sought after
professionals in the world.
However, skilled candidates are in short supply. Employers in
search of engineers to support growth and innovation have to
contend with an employees’ market in which organizations face
intense competition to secure the best candidates.
The growing global competition for qualified engineers led Kelly Services, in
collaboration with Fuld and Company, to investigate factors that might lead a top
engineering candidate to choose one role over another.
In the course of our research, we carefully reviewed United States–based online
discussion forums and groups, industry association releases, blogs, resumés and trade
press articles to gauge engineers’ interests and character traits. We also conducted
primary research with a select handful of subject matter experts in Europe, the Middle
East and Africa (EMEA) to gain high-level insight into what engineers value and avoid
in professional life.
We found that engineers are highly rational and value the ability to build a long-term
career. They seek roles that allow them to apply core skills, solve problems and affect
real-world outcomes. They favor employers that offer opportunities for advancement
and tend to avoid roles that entail high levels of managerial and political interference
or micromanagement.
INTRODUCTION /04
/05
What makes
an engineer?
“Unlike other professions, the decision to pursue a career in
engineering is decided at a young age. Almost all the engineers
I know chose their profession early on. Some things come naturally.”
– Specialist in Western Europe, the Institution of Engineering and Technology
Personality traits
Each of the subject matter experts interviewed by Fuld and Company on behalf of
Kelly Services observed that engineering candidates tend to choose their career early
in life, as young children or high school students.
“What drives them? It’s the ability to perfect, create and build something from the
ground up,” said a Professor of HR at the Saint Petersburg State University. “The
appeal is always coming up with solutions to problems.”
Such observations reveal the basic premise underlying the modern engineer’s
character: engineers are rational and pragmatic, focused chiefly on applying technical
and analytical abilities to solve problems.
Evidence gleaned in our secondary research suggests this rationality informs engineers’
everyday decision-making processes. Most adopt a highly empirical approach to their
lives and carefully weigh the potential risk and reward in each situation.
As a result, engineers are highly risk-averse and tend to act in ways that will produce
the safest and most beneficial outcomes. This leads many to be frugal and pragmatic
with their finances, spending only what’s necessary for personal progress.
/06WHAT MAKES AN ENGINEER?
Engineers are highly
risk-averse and
tend to act in ways
that will produce
the safest and most
beneficial outcomes
Employment traits
An engineer’s rationality is central in their approach to professional life. Engineers’
pragmatism and love of problem solving leads many to roles that require applied
analytical thinking rather than repetitive tasks. Engineers care most about efficiency
and outcomes – and consider anything that gets in the way of these processes to be
a hindrance.
Engineers are most likely to be loyal if they are well compensated. If the scope of a
role does not align with initial expectations, an engineer is likely to persevere for the
sake of career advancement or return on investment in education costs.
Engineers’ devotion to efficiency and innovation entails a strong work ethic.
Engineering candidates understand the hard work required to deliver projects on
time and to a high standard, and commit to long hours in pursuit of progressive
outcomes. They also often work well independently and don’t require extensive
micromanagement.
However, engineers commonly lack soft skills, such as public speaking, management
and leadership qualities. Many receive little tertiary training in non-engineering
subjects. This dearth of soft skills can pose difficulties when engineers are required
to collaborate with peers and present barriers to career advancement.
/07WHAT MAKES AN ENGINEER?
Engineering
candidates
understand the
hard work required
to deliver projects
on time and to a
high standard
/08
What do engineers
value in a role?
“Some people hate it when there is a fixed way of doing things,
but that’s what engineers value – the certainty, the stability,
the order of things.”
- Automotive specialist, Association of German Engineers
/09WHAT DO ENGINEERS VALUE IN A ROLE?
As highly pragmatic workers, engineers value process, efficiency and outcomes above
most other elements in a role. They are motivated by challenging tasks that require
analytical thinking and problem solving, and feel most at home working on projects
that resolve real-world problems.
Tangible outcomes
In the course of our discussions with various subject matter experts, we learned that
engineers value highly the ability to create things from the ground up to perfection.
Our secondary research reinforced this idea, revealing that engineers value roles
that make use of their core skills. Engineers would rather spend time designing and
developing the elements required for a project’s completion than writing reports or
delivering presentations.
Though engineers tend to work independently, we also found many candidates are
keen to work and share knowledge with other cultures and disciplines that have
better work practices and employ innovative principles. They are always looking for
opportunities to create new things and adopt more efficient processes.
Many candidates
are keen to work
and share
knowledge with
other cultures
and disciplines
WHAT DO ENGINEERS VALUE IN A ROLE? /10
Competitive salary
Engineers’ pragmatic approach to life decisions leads many to place a high value on competitive
salary packages. In our research, we found that graduates and candidates often compare salaries
with their peers and assess their current level of remuneration against those offered by other
companies. The six-figure salary is likely a subconscious goal for many engineers.
Each of the subject matter experts we interviewed observed that compensation is an important
factor in attracting and retaining engineering talent. However, our interviewee from The
Institution of Engineering and Technology (IET) in the United Kingdom noted the growing supply
and quality of overseas talent has begun to alter the way engineers think about remuneration.
Our IET interviewee claimed many engineering firms have begun to offshore for financial
reasons, though a great number still consider the work of European engineers to be of better
quality. While engineers in Europe are still well paid and hold salary as a high priority, many are
adopting more realistic salary expectations in light of competition from international peers.
Age is a significant variable in determining how engineering candidates view their level of
remuneration. Engineering is a demanding sector that compensates long hours with high
levels of remuneration. However, our research revealed that compensation matters more to
engineers aged under 40. Senior workers tend to place greater value on benefits such as
training and work–life balance than their younger colleagues.
Graduates and
candidates often
compare salaries
with their peers
WHAT DO ENGINEERS VALUE IN A ROLE? /11
Stability
Deference to rationality means many engineers place great value on professional stability.
Engineers intuitively seek permanent positions, as these may satisfy an unconscious need
for ongoing financial sustainability. Large companies, government agencies and defence
organizations are often considered valued employers among engineers for this reason.
Economic instability weighs heavily on engineers, particularly those with advanced specialist
skills, as it implies lower job security and higher competition for employment. Recent
economic turmoil in Europe and the US has led to a range of company closures, and this
has forced many engineers into an increasingly competitive job market.
Engineers
intuitively seek
permanent
positions
WHAT DO ENGINEERS VALUE IN A ROLE? /12
Most graduate
workers possess
the same basic
technical skills
as more senior
colleagues
Growth opportunities
Firms unable to offer competitive remuneration often provide training programs to
entice and retain engineering candidates and staff members.
Professional hierarchies in engineering are defined by expertise rather than skills.
Most graduate workers possess the same basic technical skills as more senior colleagues,
and progress within a firm’s hierarchy as they acquire knowledge through experience.
Engineers often defer to established and tested modes of work, but many appreciate
the importance of adapting to future trends and new technology as a means of
remaining valuable as an employee throughout their career. This impulse means
engineers are often eager to learn new skills and view employer-provided training
and certifications as highly valuable.
/13
What do engineers
avoid or dislike in
professional life?
“Engineers do not like when there are intervening factors outside
of their control or when they get stuck doing something because
there are a lot of opinions involved.”
– Automotive specialist, The Association of German Engineers
Engineers dislike
being influenced
or affected by
factors beyond
their control
/14WHAT DO ENGINEERS AVOID OR DISLIKE IN PROFESSIONAL LIFE?
While knowledge of candidates’ work habits, interests and ambitions is useful for businesses
trying to secure engineering talent, we believe it’s equally valuable for prospective employers
to consider what turns engineers away from roles.
Unnecessary interference
Given their pragmatism, independence and dedication to processes and outcomes, it makes
sense that engineers dislike being influenced or affected by factors beyond their control.
Speaking with an automotive specialist from The Association of German Engineers, we learnt
that engineers in the industry prize perfection in efficiency and safety above all other factors.
The subject explained that safety is essential to automotive engineers because it directly affects
consumers. Efficiency is similarly important as it allows production to align with corporate interests.
Engineers are unlikely to respond well to factors that interfere with either of these two goals.
“These things take time and they need to focus, which is something that they can’t do if
someone else is intervening,” said the interviewee.
Our interview subject from the UK’s IET similarly observed that engineers dislike workplace
politics, as it has the potential to impede progress and prevent teams from reaching objectives.
“Engineers just want to focus on working, and if social concerns prevent them from doing what
they want to do, they do not appreciate it.”
/15WHAT DO ENGINEERS AVOID OR DISLIKE IN PROFESSIONAL LIFE?
Wasted skills
Problem solving and analytical thinking are central to the appeal of a role for engineering
candidates. Engineers are therefore reluctant to take on roles that don’t use what they
believe to be their core capabilities.
Our interview with a professor of HR from the Saint Petersburg State University revealed
that engineers worry most about the inability to create and the potential lack of
involvement in key processes.
“Engineers tend to be resentful of being moved to the sidelines in the workplace, so we
have to make sure we have an environment that cultivates and protects them from feeling
like they are unimportant,” said the professor.
As an example, our secondary research showed that engineers are reluctant to work in
sales support roles. They are concerned that their technical proficiency will suffer if not
in use. Many are deterred by the prospect of a sales role due to lack of professional
development (“I won’t learn anything of value”) and uncertainty over salary stability
(“This commission thing scares the heck out of me.”). Unclear career paths and
questionable integrity of sales are also major concerns for many, while some are simply
concerned about the communicative challenges demanded of sales support staff.
Engineers are
concerned that
their technical
proficiency will
suffer if not
in use
/16WHAT DO ENGINEERS AVOID OR DISLIKE IN PROFESSIONAL LIFE?
Professional irrelevance
An engineer’s sense of worth is closely tied to the validity and usefulness of their skills.
Many engineers are afraid of failing to respond to evolving trends and becoming
professionally outdated or redundant.
The ability to work with new techniques and technologies is an important element in the
ongoing success of any engineering career.
“Openness to new ideas [is essential to success],” said our interview subject at the Saint
Petersburg State University. “Those who fail in this field are those who refuse to be open
to new ideas.”
However, engineers’ tendency to favour established techniques can prevent many from
considering or applying new technologies and processes. Our interview subject at the
UK’s IET noted: “Some engineers do not progress because they have become so used
to doing things a certain way that they are not able to keep up with progress or new
engineering techniques.”
For these reasons, many engineers are acutely aware of the need to adapt to changes
in their roles and industry, and eager to accept opportunities to improve their skills.
Engineers are
acutely aware of
the need to adapt
to changes
/17
Sourcing
and motivating
engineering talent
“Engineers tend to resent being moved to the sidelines in the
workplace, so we have to make sure we have an environment that
cultivates and protects them from feeling like they are unimportant.”
– Professor of HR, Saint Petersburg State University
While offering competitive remuneration may not be an option for all businesses, our
research has revealed employers can use a number of other methods to attract top
engineering candidates.
Address their priorities
Employers seeking skilled engineering candidates need to appeal to their basic
professional interests. Engineers value roles that require technical and analytical skills
to provide creative, tangible solutions to problems. They also tend to avoid
management systems that interfere too heavily with the primary processes necessary
to complete projects.
When searching for candidates, employers should reinforce the link between technical
capabilities and the associated outcomes or applications in each role. Employers
should also review management structures to ensure that engineers’ interactions with
managers are minimal and efficient, and do not interfere with workers’ core functions.
/18SOURCING AND MOTIVATING ENGINEERING TALENT
Employers should
reinforce the link
between technical
capabilities and the
associated outcomes
Offer opportunities for growth and advancement
Training and growth opportunities may provide an effective incentive for skilled
graduates and can also help to retain workers intent on career progression.
Engineers have an acute desire to remain competitive and relevant, especially in
industries that change constantly. Many also lack soft skills required for long-term
success in an engineering career.
For this reason, education can be a powerful tool for employers trying to attract
and retain top engineering talent. By offering comprehensive training in modern
techniques and technologies, as well as soft skills development, employers can
position their businesses as environments in which engineers can learn and advance
their careers while working.
/19SOURCING AND MOTIVATING ENGINEERING TALENT
Engineers have
an acute desire to
remain competitive
and relevant
Foster a sense of community
Despite their independent nature and ability to work autonomously, engineers value
workplaces that are welcoming personally as well as professionally.
Organizations seeking to strike a point of difference in a competitive employment
market should consider fostering a collegial workplace environment for their engineers.
Initiatives could extend from basic amenities and physical office layout to flexible
working practices and social programs.
Engineers also like to be acknowledged for their work. When asked how employers
can keep their engineers happy, our source at the Saint Petersburg State University
noted that engineers value having power in decision-making processes and putting
their names to new projects and ideas.
“We implement a lot of training programs and continuing education programs to
keep talent happy,” said the interviewee. “Giving them exposure to new things and
allowing them to take credit works both ways – it builds their professional reputation,
but they also become more valuable as workers and they bring the firm along. It’s a
win-win situation.”
/20SOURCING AND MOTIVATING ENGINEERING TALENT
Engineers value
having power in
decision-making
processes
/21
Five tips for
attracting
and retaining
engineering staff
ENCOURAGE
CREATIVE
THINKING
REMOVE
IMPEDIMENTS
TO WORK
NURTURE
INNOVATION
CREATE A
WELCOMING
WORKPLACE
INVEST IN
SOFT SKILLS
The following are five steps employers can take to attract
engineering talent in a competitive employment market.
1.	 Encourage creative thinking – engineers favor roles that require them to apply
analytical and technical expertise to solve problems. Organizations can attract
and retain engineers by promoting problem solving and creative thinking to keep
them engaged.
2.	 Remove impediments to work – engineers dislike having politics and managerial
influence interfere with their core objectives. Organizations should revise
management structures and key performance indicators to maximize the time
engineers spend on core tasks.
3.	 Invest in soft skills – as tertiary qualifications often don’t include soft skills, many
engineers lack experience in abilities such as leadership and management. Offering
soft skills training improves engineers’ ability to work within an organization and
equips them with abilities essential for sustaining a successful career.
/22FIVE TIPS FOR ATTRACTING AND RETAINING ENGINEERING STAFF
/23FIVE TIPS FOR ATTRACTING AND RETAINING ENGINEERING STAFF
4.	 Nurture innovation – as with soft skills, innovative processes, techniques and
technologies are essential for engineers to remain relevant and capable within their
industries. By offering training and encouraging experimentation with innovative
practices, organizations nurture engineers’ career growth and stand to improve
internal efficiency.
5.	 Create a welcoming workplace – though engineers work well independently,
many value workplaces that are also personally welcoming. Organizations
can promote collegial working environments by supplementing professional
development with social, civic and charity initiatives that staff can choose to
partake in.
EXIT
This information may not be published, broadcast, sold or otherwise distributed without prior written permission from the authorized party.
All trademarks are property of their respective owners. An Equal Opportunity Employer. © 2014 Kelly Services, Inc.
ABOUT KELLY SERVICES®
Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a global leader in providing workforce solutions. Kelly®
offers
a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary,
temporary-to-hire and direct-hire basis. Serving clients around the world, Kelly provided employment to
approximately 555,000 employees in 2014. Revenue in 2014 was $5.6 billion. Visit kellyservices.com and
connect with us on Facebook, LinkedIn and Twitter.

Más contenido relacionado

La actualidad más candente

What Qualities Should A Good Engineer Have
What Qualities Should A Good Engineer HaveWhat Qualities Should A Good Engineer Have
What Qualities Should A Good Engineer HaveAhsan aman
 
Engineering career presentation for middle school
Engineering career presentation for middle schoolEngineering career presentation for middle school
Engineering career presentation for middle schoolikfly2002
 
Foundation course –_ii_[autosaved]
Foundation course –_ii_[autosaved]Foundation course –_ii_[autosaved]
Foundation course –_ii_[autosaved]richard786
 
Engineering careers presentation
Engineering careers presentationEngineering careers presentation
Engineering careers presentationannakolliopoulos
 
Engineering as a career
Engineering as a careerEngineering as a career
Engineering as a careerClyde Lettsome
 

La actualidad más candente (7)

IBM Design: Design at Scale
IBM Design: Design at ScaleIBM Design: Design at Scale
IBM Design: Design at Scale
 
What Qualities Should A Good Engineer Have
What Qualities Should A Good Engineer HaveWhat Qualities Should A Good Engineer Have
What Qualities Should A Good Engineer Have
 
Engineering career presentation for middle school
Engineering career presentation for middle schoolEngineering career presentation for middle school
Engineering career presentation for middle school
 
Foundation course –_ii_[autosaved]
Foundation course –_ii_[autosaved]Foundation course –_ii_[autosaved]
Foundation course –_ii_[autosaved]
 
Engineering careers presentation
Engineering careers presentationEngineering careers presentation
Engineering careers presentation
 
Innovation Challenge
Innovation ChallengeInnovation Challenge
Innovation Challenge
 
Engineering as a career
Engineering as a careerEngineering as a career
Engineering as a career
 

Destacado

The Elements and Principles of Design
The Elements and Principles of DesignThe Elements and Principles of Design
The Elements and Principles of Designflatt1ce
 
Become a Better Engineer Through Writing
Become a Better Engineer Through WritingBecome a Better Engineer Through Writing
Become a Better Engineer Through WritingIntuit Inc.
 
What Type Of Crane Do I Need?
What Type Of Crane Do I Need?What Type Of Crane Do I Need?
What Type Of Crane Do I Need?Deborah Davis
 
How To Write Mechanical Engineering Essay
How To Write Mechanical Engineering EssayHow To Write Mechanical Engineering Essay
How To Write Mechanical Engineering EssayEssayWriter.Co.Uk
 
What's it like being a Woman in Tech?
What's it like being a Woman in Tech?What's it like being a Woman in Tech?
What's it like being a Woman in Tech?Kiki Schirr
 
Networks, Networks Everywhere, And Not A Packet To Drink
Networks, Networks Everywhere, And Not A Packet To DrinkNetworks, Networks Everywhere, And Not A Packet To Drink
Networks, Networks Everywhere, And Not A Packet To DrinkReadWrite
 
40 Agile Methods In 40 Minutes
40 Agile Methods In 40 Minutes40 Agile Methods In 40 Minutes
40 Agile Methods In 40 MinutesCraig Smith
 
You Can't Live Without Female Engineers
You Can't Live Without Female EngineersYou Can't Live Without Female Engineers
You Can't Live Without Female EngineersHackerRank
 
BASIC MECHANICAL ENGINEERING
BASIC MECHANICAL ENGINEERINGBASIC MECHANICAL ENGINEERING
BASIC MECHANICAL ENGINEERINGNAGorao SURNER
 
Educational technology presentation
Educational technology presentationEducational technology presentation
Educational technology presentationJamieDeYoung
 
Civil Engineering – Oldest Yet A Highly Sought After Career Choice in India
Civil Engineering – Oldest Yet A Highly Sought After Career Choice in IndiaCivil Engineering – Oldest Yet A Highly Sought After Career Choice in India
Civil Engineering – Oldest Yet A Highly Sought After Career Choice in IndiaAnkur Tandon
 
Importance of Technology in Education
Importance of Technology in EducationImportance of Technology in Education
Importance of Technology in Educationknappka
 
Educational technology ppt
Educational technology pptEducational technology ppt
Educational technology pptBclari25
 

Destacado (14)

The Elements and Principles of Design
The Elements and Principles of DesignThe Elements and Principles of Design
The Elements and Principles of Design
 
Become a Better Engineer Through Writing
Become a Better Engineer Through WritingBecome a Better Engineer Through Writing
Become a Better Engineer Through Writing
 
What Type Of Crane Do I Need?
What Type Of Crane Do I Need?What Type Of Crane Do I Need?
What Type Of Crane Do I Need?
 
How To Write Mechanical Engineering Essay
How To Write Mechanical Engineering EssayHow To Write Mechanical Engineering Essay
How To Write Mechanical Engineering Essay
 
What's it like being a Woman in Tech?
What's it like being a Woman in Tech?What's it like being a Woman in Tech?
What's it like being a Woman in Tech?
 
Networks, Networks Everywhere, And Not A Packet To Drink
Networks, Networks Everywhere, And Not A Packet To DrinkNetworks, Networks Everywhere, And Not A Packet To Drink
Networks, Networks Everywhere, And Not A Packet To Drink
 
40 Agile Methods In 40 Minutes
40 Agile Methods In 40 Minutes40 Agile Methods In 40 Minutes
40 Agile Methods In 40 Minutes
 
You Can't Live Without Female Engineers
You Can't Live Without Female EngineersYou Can't Live Without Female Engineers
You Can't Live Without Female Engineers
 
BASIC MECHANICAL ENGINEERING
BASIC MECHANICAL ENGINEERINGBASIC MECHANICAL ENGINEERING
BASIC MECHANICAL ENGINEERING
 
Educational technology presentation
Educational technology presentationEducational technology presentation
Educational technology presentation
 
Civil Engineering – Oldest Yet A Highly Sought After Career Choice in India
Civil Engineering – Oldest Yet A Highly Sought After Career Choice in IndiaCivil Engineering – Oldest Yet A Highly Sought After Career Choice in India
Civil Engineering – Oldest Yet A Highly Sought After Career Choice in India
 
Meaning of education technology
Meaning of education technologyMeaning of education technology
Meaning of education technology
 
Importance of Technology in Education
Importance of Technology in EducationImportance of Technology in Education
Importance of Technology in Education
 
Educational technology ppt
Educational technology pptEducational technology ppt
Educational technology ppt
 

Similar a Understanding Engineers

why is lifelong learning important for Engineers Give an example to.pdf
why is lifelong learning important for Engineers Give an example to.pdfwhy is lifelong learning important for Engineers Give an example to.pdf
why is lifelong learning important for Engineers Give an example to.pdfarri2009av
 
Paper finishing schools for engineers
Paper   finishing schools for engineersPaper   finishing schools for engineers
Paper finishing schools for engineersSanjay Patel
 
Cornell Exec Ed Flier Engineering Leadership 2017
Cornell Exec Ed Flier Engineering Leadership 2017Cornell Exec Ed Flier Engineering Leadership 2017
Cornell Exec Ed Flier Engineering Leadership 2017Devin Bigoness
 
Industrial Engineering Licensure or Certification in the Philipippines
Industrial Engineering Licensure or Certification in the PhilipippinesIndustrial Engineering Licensure or Certification in the Philipippines
Industrial Engineering Licensure or Certification in the Philipippinesjoecely
 
2019 Pulse of Engineering | IEEE GlobalSpec
2019 Pulse of Engineering | IEEE GlobalSpec2019 Pulse of Engineering | IEEE GlobalSpec
2019 Pulse of Engineering | IEEE GlobalSpecChristianJHaight
 
A Thesis-Based Option For Enhancing Pedagogy In Engineering Economy At The Gr...
A Thesis-Based Option For Enhancing Pedagogy In Engineering Economy At The Gr...A Thesis-Based Option For Enhancing Pedagogy In Engineering Economy At The Gr...
A Thesis-Based Option For Enhancing Pedagogy In Engineering Economy At The Gr...Leslie Schulte
 
Mechanical Engineering
Mechanical EngineeringMechanical Engineering
Mechanical EngineeringM. Raja Reddy
 
The professional interview questions
The professional interview questionsThe professional interview questions
The professional interview questionsFuad Chiwa
 
Becoming A Person From Engineers Australia
Becoming A Person From Engineers AustraliaBecoming A Person From Engineers Australia
Becoming A Person From Engineers AustraliaLisa Barnes
 
execution chapter 2-1.ppt
execution chapter 2-1.pptexecution chapter 2-1.ppt
execution chapter 2-1.pptAbdiqadirOsman
 
R&D Leadership
R&D LeadershipR&D Leadership
R&D Leadershipkevinlu
 
Occupational categories in engineering
Occupational categories in engineeringOccupational categories in engineering
Occupational categories in engineeringOlivia Smith
 
Electronics and communication engineering
Electronics and communication engineeringElectronics and communication engineering
Electronics and communication engineeringM. Raja Reddy
 
The 10 best institutes for engineering in uae 2019
The 10 best institutes for engineering in uae 2019The 10 best institutes for engineering in uae 2019
The 10 best institutes for engineering in uae 2019The Knowledge Review
 
The Future of Oilsands Projects – Productivity Improvement & the Role o...
The Future of Oilsands  Projects – Productivity Improvement  & the Role o...The Future of Oilsands  Projects – Productivity Improvement  & the Role o...
The Future of Oilsands Projects – Productivity Improvement & the Role o...Nick Anderson
 
The Codes Of Ethics And Ethics In Engineering
The Codes Of Ethics And Ethics In EngineeringThe Codes Of Ethics And Ethics In Engineering
The Codes Of Ethics And Ethics In EngineeringJacqueline Donovan
 
Technical Writing in Energy and Resources: Risks and Opportunities
Technical Writing in Energy and Resources: Risks and OpportunitiesTechnical Writing in Energy and Resources: Risks and Opportunities
Technical Writing in Energy and Resources: Risks and OpportunitiesDr Robert Illes
 

Similar a Understanding Engineers (20)

why is lifelong learning important for Engineers Give an example to.pdf
why is lifelong learning important for Engineers Give an example to.pdfwhy is lifelong learning important for Engineers Give an example to.pdf
why is lifelong learning important for Engineers Give an example to.pdf
 
Paper finishing schools for engineers
Paper   finishing schools for engineersPaper   finishing schools for engineers
Paper finishing schools for engineers
 
Cornell Exec Ed Flier Engineering Leadership 2017
Cornell Exec Ed Flier Engineering Leadership 2017Cornell Exec Ed Flier Engineering Leadership 2017
Cornell Exec Ed Flier Engineering Leadership 2017
 
Industrial Engineering Licensure or Certification in the Philipippines
Industrial Engineering Licensure or Certification in the PhilipippinesIndustrial Engineering Licensure or Certification in the Philipippines
Industrial Engineering Licensure or Certification in the Philipippines
 
2019 Pulse of Engineering | IEEE GlobalSpec
2019 Pulse of Engineering | IEEE GlobalSpec2019 Pulse of Engineering | IEEE GlobalSpec
2019 Pulse of Engineering | IEEE GlobalSpec
 
A Thesis-Based Option For Enhancing Pedagogy In Engineering Economy At The Gr...
A Thesis-Based Option For Enhancing Pedagogy In Engineering Economy At The Gr...A Thesis-Based Option For Enhancing Pedagogy In Engineering Economy At The Gr...
A Thesis-Based Option For Enhancing Pedagogy In Engineering Economy At The Gr...
 
Mechanical Engineering
Mechanical EngineeringMechanical Engineering
Mechanical Engineering
 
The professional interview questions
The professional interview questionsThe professional interview questions
The professional interview questions
 
Becoming A Person From Engineers Australia
Becoming A Person From Engineers AustraliaBecoming A Person From Engineers Australia
Becoming A Person From Engineers Australia
 
execution chapter 2-1.ppt
execution chapter 2-1.pptexecution chapter 2-1.ppt
execution chapter 2-1.ppt
 
R&D Leadership
R&D LeadershipR&D Leadership
R&D Leadership
 
10_PFCRoundup
10_PFCRoundup10_PFCRoundup
10_PFCRoundup
 
Occupational categories in engineering
Occupational categories in engineeringOccupational categories in engineering
Occupational categories in engineering
 
Electronics and communication engineering
Electronics and communication engineeringElectronics and communication engineering
Electronics and communication engineering
 
Chapter-7.pptx
Chapter-7.pptxChapter-7.pptx
Chapter-7.pptx
 
The 10 best institutes for engineering in uae 2019
The 10 best institutes for engineering in uae 2019The 10 best institutes for engineering in uae 2019
The 10 best institutes for engineering in uae 2019
 
The legacy of language
The legacy of languageThe legacy of language
The legacy of language
 
The Future of Oilsands Projects – Productivity Improvement & the Role o...
The Future of Oilsands  Projects – Productivity Improvement  & the Role o...The Future of Oilsands  Projects – Productivity Improvement  & the Role o...
The Future of Oilsands Projects – Productivity Improvement & the Role o...
 
The Codes Of Ethics And Ethics In Engineering
The Codes Of Ethics And Ethics In EngineeringThe Codes Of Ethics And Ethics In Engineering
The Codes Of Ethics And Ethics In Engineering
 
Technical Writing in Energy and Resources: Risks and Opportunities
Technical Writing in Energy and Resources: Risks and OpportunitiesTechnical Writing in Energy and Resources: Risks and Opportunities
Technical Writing in Energy and Resources: Risks and Opportunities
 

Más de Kelly Services

Guidance and inspiration for IT professionals
Guidance and inspiration for IT professionalsGuidance and inspiration for IT professionals
Guidance and inspiration for IT professionalsKelly Services
 
12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads 12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads Kelly Services
 
Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals Kelly Services
 
KGWI: The Collaborative Work Enviroment in Europe
KGWI: The Collaborative Work Enviroment in EuropeKGWI: The Collaborative Work Enviroment in Europe
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
 
Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly Kelly Services
 
The Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforceThe Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforceKelly Services
 
Understanding the Baby Boomer workforce
Understanding the Baby Boomer workforceUnderstanding the Baby Boomer workforce
Understanding the Baby Boomer workforceKelly Services
 
Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?Kelly Services
 
Europe: The Rise of DIY Career Resilience
Europe: The Rise of DIY Career Resilience Europe: The Rise of DIY Career Resilience
Europe: The Rise of DIY Career Resilience Kelly Services
 
Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?Kelly Services
 
Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?Kelly Services
 
Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?Kelly Services
 
The Collaborative Work Environment
The Collaborative Work EnvironmentThe Collaborative Work Environment
The Collaborative Work EnvironmentKelly Services
 
Will you land a job? - Quiz
Will you land a job? - QuizWill you land a job? - Quiz
Will you land a job? - QuizKelly Services
 
Frauen in MINT Berufen
Frauen in MINT BerufenFrauen in MINT Berufen
Frauen in MINT BerufenKelly Services
 
KGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European PerspectiveKGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European PerspectiveKelly Services
 
Get ready for work-life design
Get ready for work-life designGet ready for work-life design
Get ready for work-life designKelly Services
 
CAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUMECAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUMEKelly Services
 

Más de Kelly Services (20)

Guidance and inspiration for IT professionals
Guidance and inspiration for IT professionalsGuidance and inspiration for IT professionals
Guidance and inspiration for IT professionals
 
12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads 12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads
 
Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals 
 
KGWI: The Collaborative Work Enviroment in Europe
KGWI: The Collaborative Work Enviroment in EuropeKGWI: The Collaborative Work Enviroment in Europe
KGWI: The Collaborative Work Enviroment in Europe
 
Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly
 
The Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforceThe Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforce
 
Understanding the Baby Boomer workforce
Understanding the Baby Boomer workforceUnderstanding the Baby Boomer workforce
Understanding the Baby Boomer workforce
 
Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?
 
Europe: The Rise of DIY Career Resilience
Europe: The Rise of DIY Career Resilience Europe: The Rise of DIY Career Resilience
Europe: The Rise of DIY Career Resilience
 
Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?
 
Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?
 
Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?
 
The Collaborative Work Environment
The Collaborative Work EnvironmentThe Collaborative Work Environment
The Collaborative Work Environment
 
The Ideal Candidate
The Ideal CandidateThe Ideal Candidate
The Ideal Candidate
 
Will you land a job? - Quiz
Will you land a job? - QuizWill you land a job? - Quiz
Will you land a job? - Quiz
 
Frauen in MINT Berufen
Frauen in MINT BerufenFrauen in MINT Berufen
Frauen in MINT Berufen
 
KGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European PerspectiveKGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European Perspective
 
Get ready for work-life design
Get ready for work-life designGet ready for work-life design
Get ready for work-life design
 
Women in STEM
Women in STEMWomen in STEM
Women in STEM
 
CAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUMECAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUME
 

Último

ASME BPVC 2023 Section I para leer y entender
ASME BPVC 2023 Section I para leer y entenderASME BPVC 2023 Section I para leer y entender
ASME BPVC 2023 Section I para leer y entenderjuancarlos286641
 
Mohs Scale of Hardness, Hardness Scale.pptx
Mohs Scale of Hardness, Hardness Scale.pptxMohs Scale of Hardness, Hardness Scale.pptx
Mohs Scale of Hardness, Hardness Scale.pptxKISHAN KUMAR
 
Multicomponent Spiral Wound Membrane Separation Model.pdf
Multicomponent Spiral Wound Membrane Separation Model.pdfMulticomponent Spiral Wound Membrane Separation Model.pdf
Multicomponent Spiral Wound Membrane Separation Model.pdfGiovanaGhasary1
 
Transforming Process Safety Management: Challenges, Benefits, and Transition ...
Transforming Process Safety Management: Challenges, Benefits, and Transition ...Transforming Process Safety Management: Challenges, Benefits, and Transition ...
Transforming Process Safety Management: Challenges, Benefits, and Transition ...soginsider
 
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...Sean Meyn
 
Strategies of Urban Morphologyfor Improving Outdoor Thermal Comfort and Susta...
Strategies of Urban Morphologyfor Improving Outdoor Thermal Comfort and Susta...Strategies of Urban Morphologyfor Improving Outdoor Thermal Comfort and Susta...
Strategies of Urban Morphologyfor Improving Outdoor Thermal Comfort and Susta...amrabdallah9
 
Semiconductor Physics Background and Light Emitting Diode(LEDs)-.pptx
Semiconductor Physics Background and Light Emitting Diode(LEDs)-.pptxSemiconductor Physics Background and Light Emitting Diode(LEDs)-.pptx
Semiconductor Physics Background and Light Emitting Diode(LEDs)-.pptxbhoomijyani51
 
Popular-NO1 Kala Jadu Expert Specialist In Germany Kala Jadu Expert Specialis...
Popular-NO1 Kala Jadu Expert Specialist In Germany Kala Jadu Expert Specialis...Popular-NO1 Kala Jadu Expert Specialist In Germany Kala Jadu Expert Specialis...
Popular-NO1 Kala Jadu Expert Specialist In Germany Kala Jadu Expert Specialis...Amil baba
 
How to Write a Good Scientific Paper.pdf
How to Write a Good Scientific Paper.pdfHow to Write a Good Scientific Paper.pdf
How to Write a Good Scientific Paper.pdfRedhwan Qasem Shaddad
 
Graphics Primitives and CG Display Devices
Graphics Primitives and CG Display DevicesGraphics Primitives and CG Display Devices
Graphics Primitives and CG Display DevicesDIPIKA83
 
OS Services, System call, Virtual Machine
OS Services, System call, Virtual MachineOS Services, System call, Virtual Machine
OS Services, System call, Virtual MachineDivya S
 
Guardians and Glitches: Navigating the Duality of Gen AI in AppSec
Guardians and Glitches: Navigating the Duality of Gen AI in AppSecGuardians and Glitches: Navigating the Duality of Gen AI in AppSec
Guardians and Glitches: Navigating the Duality of Gen AI in AppSecTrupti Shiralkar, CISSP
 
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docxSUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docxNaveenVerma126
 
IT3401-WEB ESSENTIALS PRESENTATIONS.pptx
IT3401-WEB ESSENTIALS PRESENTATIONS.pptxIT3401-WEB ESSENTIALS PRESENTATIONS.pptx
IT3401-WEB ESSENTIALS PRESENTATIONS.pptxSAJITHABANUS
 
Gender Bias in Engineer, Honors 203 Project
Gender Bias in Engineer, Honors 203 ProjectGender Bias in Engineer, Honors 203 Project
Gender Bias in Engineer, Honors 203 Projectreemakb03
 
ChatGPT-and-Generative-AI-Landscape Working of generative ai search
ChatGPT-and-Generative-AI-Landscape Working of generative ai searchChatGPT-and-Generative-AI-Landscape Working of generative ai search
ChatGPT-and-Generative-AI-Landscape Working of generative ai searchrohitcse52
 

Último (20)

ASME BPVC 2023 Section I para leer y entender
ASME BPVC 2023 Section I para leer y entenderASME BPVC 2023 Section I para leer y entender
ASME BPVC 2023 Section I para leer y entender
 
Litature Review: Research Paper work for Engineering
Litature Review: Research Paper work for EngineeringLitature Review: Research Paper work for Engineering
Litature Review: Research Paper work for Engineering
 
Mohs Scale of Hardness, Hardness Scale.pptx
Mohs Scale of Hardness, Hardness Scale.pptxMohs Scale of Hardness, Hardness Scale.pptx
Mohs Scale of Hardness, Hardness Scale.pptx
 
Multicomponent Spiral Wound Membrane Separation Model.pdf
Multicomponent Spiral Wound Membrane Separation Model.pdfMulticomponent Spiral Wound Membrane Separation Model.pdf
Multicomponent Spiral Wound Membrane Separation Model.pdf
 
Transforming Process Safety Management: Challenges, Benefits, and Transition ...
Transforming Process Safety Management: Challenges, Benefits, and Transition ...Transforming Process Safety Management: Challenges, Benefits, and Transition ...
Transforming Process Safety Management: Challenges, Benefits, and Transition ...
 
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
 
Lecture 2 .pdf
Lecture 2                           .pdfLecture 2                           .pdf
Lecture 2 .pdf
 
Strategies of Urban Morphologyfor Improving Outdoor Thermal Comfort and Susta...
Strategies of Urban Morphologyfor Improving Outdoor Thermal Comfort and Susta...Strategies of Urban Morphologyfor Improving Outdoor Thermal Comfort and Susta...
Strategies of Urban Morphologyfor Improving Outdoor Thermal Comfort and Susta...
 
Semiconductor Physics Background and Light Emitting Diode(LEDs)-.pptx
Semiconductor Physics Background and Light Emitting Diode(LEDs)-.pptxSemiconductor Physics Background and Light Emitting Diode(LEDs)-.pptx
Semiconductor Physics Background and Light Emitting Diode(LEDs)-.pptx
 
Popular-NO1 Kala Jadu Expert Specialist In Germany Kala Jadu Expert Specialis...
Popular-NO1 Kala Jadu Expert Specialist In Germany Kala Jadu Expert Specialis...Popular-NO1 Kala Jadu Expert Specialist In Germany Kala Jadu Expert Specialis...
Popular-NO1 Kala Jadu Expert Specialist In Germany Kala Jadu Expert Specialis...
 
How to Write a Good Scientific Paper.pdf
How to Write a Good Scientific Paper.pdfHow to Write a Good Scientific Paper.pdf
How to Write a Good Scientific Paper.pdf
 
Graphics Primitives and CG Display Devices
Graphics Primitives and CG Display DevicesGraphics Primitives and CG Display Devices
Graphics Primitives and CG Display Devices
 
Présentation IIRB 2024 Marine Cordonnier.pdf
Présentation IIRB 2024 Marine Cordonnier.pdfPrésentation IIRB 2024 Marine Cordonnier.pdf
Présentation IIRB 2024 Marine Cordonnier.pdf
 
OS Services, System call, Virtual Machine
OS Services, System call, Virtual MachineOS Services, System call, Virtual Machine
OS Services, System call, Virtual Machine
 
Guardians and Glitches: Navigating the Duality of Gen AI in AppSec
Guardians and Glitches: Navigating the Duality of Gen AI in AppSecGuardians and Glitches: Navigating the Duality of Gen AI in AppSec
Guardians and Glitches: Navigating the Duality of Gen AI in AppSec
 
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docxSUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
 
IT3401-WEB ESSENTIALS PRESENTATIONS.pptx
IT3401-WEB ESSENTIALS PRESENTATIONS.pptxIT3401-WEB ESSENTIALS PRESENTATIONS.pptx
IT3401-WEB ESSENTIALS PRESENTATIONS.pptx
 
計劃趕得上變化
計劃趕得上變化計劃趕得上變化
計劃趕得上變化
 
Gender Bias in Engineer, Honors 203 Project
Gender Bias in Engineer, Honors 203 ProjectGender Bias in Engineer, Honors 203 Project
Gender Bias in Engineer, Honors 203 Project
 
ChatGPT-and-Generative-AI-Landscape Working of generative ai search
ChatGPT-and-Generative-AI-Landscape Working of generative ai searchChatGPT-and-Generative-AI-Landscape Working of generative ai search
ChatGPT-and-Generative-AI-Landscape Working of generative ai search
 

Understanding Engineers

  • 2. /02 Source: 2014 Kelly Global Workforce Index™ Competitive salaries Job stability Opportunities for personal and professional development Using technical skills to solve real-world problems Clearly defined roles and processes Micromanagement or workplace politics Uncertainty in employment Jobs that don’t use their analytical capabilities Failing to keep up with new technologies and their peers’ skillsets A lack of workplace structure ENGINEER LIKES ENGINEER DISLIKES
  • 3. /03 Businesses intent on technological advancement and greater efficiency rely heavily on engineering talent, which means engineers are among the most sought after professionals in the world.
  • 4. However, skilled candidates are in short supply. Employers in search of engineers to support growth and innovation have to contend with an employees’ market in which organizations face intense competition to secure the best candidates. The growing global competition for qualified engineers led Kelly Services, in collaboration with Fuld and Company, to investigate factors that might lead a top engineering candidate to choose one role over another. In the course of our research, we carefully reviewed United States–based online discussion forums and groups, industry association releases, blogs, resumés and trade press articles to gauge engineers’ interests and character traits. We also conducted primary research with a select handful of subject matter experts in Europe, the Middle East and Africa (EMEA) to gain high-level insight into what engineers value and avoid in professional life. We found that engineers are highly rational and value the ability to build a long-term career. They seek roles that allow them to apply core skills, solve problems and affect real-world outcomes. They favor employers that offer opportunities for advancement and tend to avoid roles that entail high levels of managerial and political interference or micromanagement. INTRODUCTION /04
  • 5. /05 What makes an engineer? “Unlike other professions, the decision to pursue a career in engineering is decided at a young age. Almost all the engineers I know chose their profession early on. Some things come naturally.” – Specialist in Western Europe, the Institution of Engineering and Technology
  • 6. Personality traits Each of the subject matter experts interviewed by Fuld and Company on behalf of Kelly Services observed that engineering candidates tend to choose their career early in life, as young children or high school students. “What drives them? It’s the ability to perfect, create and build something from the ground up,” said a Professor of HR at the Saint Petersburg State University. “The appeal is always coming up with solutions to problems.” Such observations reveal the basic premise underlying the modern engineer’s character: engineers are rational and pragmatic, focused chiefly on applying technical and analytical abilities to solve problems. Evidence gleaned in our secondary research suggests this rationality informs engineers’ everyday decision-making processes. Most adopt a highly empirical approach to their lives and carefully weigh the potential risk and reward in each situation. As a result, engineers are highly risk-averse and tend to act in ways that will produce the safest and most beneficial outcomes. This leads many to be frugal and pragmatic with their finances, spending only what’s necessary for personal progress. /06WHAT MAKES AN ENGINEER? Engineers are highly risk-averse and tend to act in ways that will produce the safest and most beneficial outcomes
  • 7. Employment traits An engineer’s rationality is central in their approach to professional life. Engineers’ pragmatism and love of problem solving leads many to roles that require applied analytical thinking rather than repetitive tasks. Engineers care most about efficiency and outcomes – and consider anything that gets in the way of these processes to be a hindrance. Engineers are most likely to be loyal if they are well compensated. If the scope of a role does not align with initial expectations, an engineer is likely to persevere for the sake of career advancement or return on investment in education costs. Engineers’ devotion to efficiency and innovation entails a strong work ethic. Engineering candidates understand the hard work required to deliver projects on time and to a high standard, and commit to long hours in pursuit of progressive outcomes. They also often work well independently and don’t require extensive micromanagement. However, engineers commonly lack soft skills, such as public speaking, management and leadership qualities. Many receive little tertiary training in non-engineering subjects. This dearth of soft skills can pose difficulties when engineers are required to collaborate with peers and present barriers to career advancement. /07WHAT MAKES AN ENGINEER? Engineering candidates understand the hard work required to deliver projects on time and to a high standard
  • 8. /08 What do engineers value in a role? “Some people hate it when there is a fixed way of doing things, but that’s what engineers value – the certainty, the stability, the order of things.” - Automotive specialist, Association of German Engineers
  • 9. /09WHAT DO ENGINEERS VALUE IN A ROLE? As highly pragmatic workers, engineers value process, efficiency and outcomes above most other elements in a role. They are motivated by challenging tasks that require analytical thinking and problem solving, and feel most at home working on projects that resolve real-world problems. Tangible outcomes In the course of our discussions with various subject matter experts, we learned that engineers value highly the ability to create things from the ground up to perfection. Our secondary research reinforced this idea, revealing that engineers value roles that make use of their core skills. Engineers would rather spend time designing and developing the elements required for a project’s completion than writing reports or delivering presentations. Though engineers tend to work independently, we also found many candidates are keen to work and share knowledge with other cultures and disciplines that have better work practices and employ innovative principles. They are always looking for opportunities to create new things and adopt more efficient processes. Many candidates are keen to work and share knowledge with other cultures and disciplines
  • 10. WHAT DO ENGINEERS VALUE IN A ROLE? /10 Competitive salary Engineers’ pragmatic approach to life decisions leads many to place a high value on competitive salary packages. In our research, we found that graduates and candidates often compare salaries with their peers and assess their current level of remuneration against those offered by other companies. The six-figure salary is likely a subconscious goal for many engineers. Each of the subject matter experts we interviewed observed that compensation is an important factor in attracting and retaining engineering talent. However, our interviewee from The Institution of Engineering and Technology (IET) in the United Kingdom noted the growing supply and quality of overseas talent has begun to alter the way engineers think about remuneration. Our IET interviewee claimed many engineering firms have begun to offshore for financial reasons, though a great number still consider the work of European engineers to be of better quality. While engineers in Europe are still well paid and hold salary as a high priority, many are adopting more realistic salary expectations in light of competition from international peers. Age is a significant variable in determining how engineering candidates view their level of remuneration. Engineering is a demanding sector that compensates long hours with high levels of remuneration. However, our research revealed that compensation matters more to engineers aged under 40. Senior workers tend to place greater value on benefits such as training and work–life balance than their younger colleagues. Graduates and candidates often compare salaries with their peers
  • 11. WHAT DO ENGINEERS VALUE IN A ROLE? /11 Stability Deference to rationality means many engineers place great value on professional stability. Engineers intuitively seek permanent positions, as these may satisfy an unconscious need for ongoing financial sustainability. Large companies, government agencies and defence organizations are often considered valued employers among engineers for this reason. Economic instability weighs heavily on engineers, particularly those with advanced specialist skills, as it implies lower job security and higher competition for employment. Recent economic turmoil in Europe and the US has led to a range of company closures, and this has forced many engineers into an increasingly competitive job market. Engineers intuitively seek permanent positions
  • 12. WHAT DO ENGINEERS VALUE IN A ROLE? /12 Most graduate workers possess the same basic technical skills as more senior colleagues Growth opportunities Firms unable to offer competitive remuneration often provide training programs to entice and retain engineering candidates and staff members. Professional hierarchies in engineering are defined by expertise rather than skills. Most graduate workers possess the same basic technical skills as more senior colleagues, and progress within a firm’s hierarchy as they acquire knowledge through experience. Engineers often defer to established and tested modes of work, but many appreciate the importance of adapting to future trends and new technology as a means of remaining valuable as an employee throughout their career. This impulse means engineers are often eager to learn new skills and view employer-provided training and certifications as highly valuable.
  • 13. /13 What do engineers avoid or dislike in professional life? “Engineers do not like when there are intervening factors outside of their control or when they get stuck doing something because there are a lot of opinions involved.” – Automotive specialist, The Association of German Engineers
  • 14. Engineers dislike being influenced or affected by factors beyond their control /14WHAT DO ENGINEERS AVOID OR DISLIKE IN PROFESSIONAL LIFE? While knowledge of candidates’ work habits, interests and ambitions is useful for businesses trying to secure engineering talent, we believe it’s equally valuable for prospective employers to consider what turns engineers away from roles. Unnecessary interference Given their pragmatism, independence and dedication to processes and outcomes, it makes sense that engineers dislike being influenced or affected by factors beyond their control. Speaking with an automotive specialist from The Association of German Engineers, we learnt that engineers in the industry prize perfection in efficiency and safety above all other factors. The subject explained that safety is essential to automotive engineers because it directly affects consumers. Efficiency is similarly important as it allows production to align with corporate interests. Engineers are unlikely to respond well to factors that interfere with either of these two goals. “These things take time and they need to focus, which is something that they can’t do if someone else is intervening,” said the interviewee. Our interview subject from the UK’s IET similarly observed that engineers dislike workplace politics, as it has the potential to impede progress and prevent teams from reaching objectives. “Engineers just want to focus on working, and if social concerns prevent them from doing what they want to do, they do not appreciate it.”
  • 15. /15WHAT DO ENGINEERS AVOID OR DISLIKE IN PROFESSIONAL LIFE? Wasted skills Problem solving and analytical thinking are central to the appeal of a role for engineering candidates. Engineers are therefore reluctant to take on roles that don’t use what they believe to be their core capabilities. Our interview with a professor of HR from the Saint Petersburg State University revealed that engineers worry most about the inability to create and the potential lack of involvement in key processes. “Engineers tend to be resentful of being moved to the sidelines in the workplace, so we have to make sure we have an environment that cultivates and protects them from feeling like they are unimportant,” said the professor. As an example, our secondary research showed that engineers are reluctant to work in sales support roles. They are concerned that their technical proficiency will suffer if not in use. Many are deterred by the prospect of a sales role due to lack of professional development (“I won’t learn anything of value”) and uncertainty over salary stability (“This commission thing scares the heck out of me.”). Unclear career paths and questionable integrity of sales are also major concerns for many, while some are simply concerned about the communicative challenges demanded of sales support staff. Engineers are concerned that their technical proficiency will suffer if not in use
  • 16. /16WHAT DO ENGINEERS AVOID OR DISLIKE IN PROFESSIONAL LIFE? Professional irrelevance An engineer’s sense of worth is closely tied to the validity and usefulness of their skills. Many engineers are afraid of failing to respond to evolving trends and becoming professionally outdated or redundant. The ability to work with new techniques and technologies is an important element in the ongoing success of any engineering career. “Openness to new ideas [is essential to success],” said our interview subject at the Saint Petersburg State University. “Those who fail in this field are those who refuse to be open to new ideas.” However, engineers’ tendency to favour established techniques can prevent many from considering or applying new technologies and processes. Our interview subject at the UK’s IET noted: “Some engineers do not progress because they have become so used to doing things a certain way that they are not able to keep up with progress or new engineering techniques.” For these reasons, many engineers are acutely aware of the need to adapt to changes in their roles and industry, and eager to accept opportunities to improve their skills. Engineers are acutely aware of the need to adapt to changes
  • 17. /17 Sourcing and motivating engineering talent “Engineers tend to resent being moved to the sidelines in the workplace, so we have to make sure we have an environment that cultivates and protects them from feeling like they are unimportant.” – Professor of HR, Saint Petersburg State University
  • 18. While offering competitive remuneration may not be an option for all businesses, our research has revealed employers can use a number of other methods to attract top engineering candidates. Address their priorities Employers seeking skilled engineering candidates need to appeal to their basic professional interests. Engineers value roles that require technical and analytical skills to provide creative, tangible solutions to problems. They also tend to avoid management systems that interfere too heavily with the primary processes necessary to complete projects. When searching for candidates, employers should reinforce the link between technical capabilities and the associated outcomes or applications in each role. Employers should also review management structures to ensure that engineers’ interactions with managers are minimal and efficient, and do not interfere with workers’ core functions. /18SOURCING AND MOTIVATING ENGINEERING TALENT Employers should reinforce the link between technical capabilities and the associated outcomes
  • 19. Offer opportunities for growth and advancement Training and growth opportunities may provide an effective incentive for skilled graduates and can also help to retain workers intent on career progression. Engineers have an acute desire to remain competitive and relevant, especially in industries that change constantly. Many also lack soft skills required for long-term success in an engineering career. For this reason, education can be a powerful tool for employers trying to attract and retain top engineering talent. By offering comprehensive training in modern techniques and technologies, as well as soft skills development, employers can position their businesses as environments in which engineers can learn and advance their careers while working. /19SOURCING AND MOTIVATING ENGINEERING TALENT Engineers have an acute desire to remain competitive and relevant
  • 20. Foster a sense of community Despite their independent nature and ability to work autonomously, engineers value workplaces that are welcoming personally as well as professionally. Organizations seeking to strike a point of difference in a competitive employment market should consider fostering a collegial workplace environment for their engineers. Initiatives could extend from basic amenities and physical office layout to flexible working practices and social programs. Engineers also like to be acknowledged for their work. When asked how employers can keep their engineers happy, our source at the Saint Petersburg State University noted that engineers value having power in decision-making processes and putting their names to new projects and ideas. “We implement a lot of training programs and continuing education programs to keep talent happy,” said the interviewee. “Giving them exposure to new things and allowing them to take credit works both ways – it builds their professional reputation, but they also become more valuable as workers and they bring the firm along. It’s a win-win situation.” /20SOURCING AND MOTIVATING ENGINEERING TALENT Engineers value having power in decision-making processes
  • 21. /21 Five tips for attracting and retaining engineering staff ENCOURAGE CREATIVE THINKING REMOVE IMPEDIMENTS TO WORK NURTURE INNOVATION CREATE A WELCOMING WORKPLACE INVEST IN SOFT SKILLS
  • 22. The following are five steps employers can take to attract engineering talent in a competitive employment market. 1. Encourage creative thinking – engineers favor roles that require them to apply analytical and technical expertise to solve problems. Organizations can attract and retain engineers by promoting problem solving and creative thinking to keep them engaged. 2. Remove impediments to work – engineers dislike having politics and managerial influence interfere with their core objectives. Organizations should revise management structures and key performance indicators to maximize the time engineers spend on core tasks. 3. Invest in soft skills – as tertiary qualifications often don’t include soft skills, many engineers lack experience in abilities such as leadership and management. Offering soft skills training improves engineers’ ability to work within an organization and equips them with abilities essential for sustaining a successful career. /22FIVE TIPS FOR ATTRACTING AND RETAINING ENGINEERING STAFF
  • 23. /23FIVE TIPS FOR ATTRACTING AND RETAINING ENGINEERING STAFF 4. Nurture innovation – as with soft skills, innovative processes, techniques and technologies are essential for engineers to remain relevant and capable within their industries. By offering training and encouraging experimentation with innovative practices, organizations nurture engineers’ career growth and stand to improve internal efficiency. 5. Create a welcoming workplace – though engineers work well independently, many value workplaces that are also personally welcoming. Organizations can promote collegial working environments by supplementing professional development with social, civic and charity initiatives that staff can choose to partake in.
  • 24. EXIT This information may not be published, broadcast, sold or otherwise distributed without prior written permission from the authorized party. All trademarks are property of their respective owners. An Equal Opportunity Employer. © 2014 Kelly Services, Inc. ABOUT KELLY SERVICES® Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a global leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients around the world, Kelly provided employment to approximately 555,000 employees in 2014. Revenue in 2014 was $5.6 billion. Visit kellyservices.com and connect with us on Facebook, LinkedIn and Twitter.