Hartford Business Journal

HARTFORDBUSINESS.COM | APRIL 20, 2026 21 FOCUS | CONSTRUCTION & DESIGN EXPERT'S CORNER In crowded architecture, engineering and construction market, firms must compete beyond pay By Bret Boudreaux T here is no shortage of talent in the architecture, engineering and construction industry in Connecticut right now. But the state also has a lot of engineering firms — not to mention the always-mentioned proximity to Boston and New York — so avail- able talent can be hard to find. The challenge companies are facing is how to differentiate themselves aside from compensation. Hiring is the first hurdle, but retention is the key to stability and long-term success. Hire education A robust hiring process is absolutely critical to find the right candidates that will fit your firm. I tell hiring managers all the time, if you're trying to talk yourself into it, then don't. If you're trying to come up with reasons why they would work, they won't. Humanize the process and normalize finding the right people, which can look different from time to time. The hire doesn't always have to be the most proficient expert in their field. Yes, with engineering, there has to be some level of technical acumen, but if your firm prioritizes training and devel- opment and you find bright people willing to learn and buy in, that can work out even better in the long run. Human beings, not AI, should review each application. Candidates shouldn't think they got passed over because an algorithm made that decision. The hiring process should closely align with the company culture and its core values and be open and transparent on all levels. Potential new hires shouldn't feel like a defendant in a jury trial. Candidates need to understand it's their process too and feedback flows in all directions. Professional engineers have salaries that allow them to make choices on aspects of the job other than money. Let them know about the opportunities for advancement, how the culture at the firm is positive and continuously nourished, and that flexibility is important because you understand they have a life and responsibilities outside of work. Retention is palpable What if we train these people and they leave? But what if we don't and they stay? It may be an old joke, but it rings true. No firm is going to retain 100% of their people, and there will be external opportunities for people to leave for myriad reasons. What's most important for the people who are staying is to foster and create opportunities for rock stars to rise into leadership roles, while also creating mechanisms through which those that are simply rock solid are able to do really good work. In addition to leaders, you also need people that are just going to come in and do their job. They have no interest in big strategic conver- sations about the 10-year plan. They're engineers that love engi- neering, and they want to be a really good engineer. It's advantageous to have a mindset that retention starts on day one. There's long-term value in a comprehensive onboarding program. Lay out what to expect immediately and continuously. Focus on demystifying the onboarding process, because any transition is tough. Starting a new job out of college is challenging, but so is joining a new firm in a managerial role later on in your career. Make it so employees know they're supported and that it's going to take time to fully get up to speed. Employees need to know there are opportunities to grow and develop in-house. Build in those structural systems and development plans. At evaluation time, yearly goals should be set in collaboration with a supervisor so the focus is clear. That way supervisors know how their team members want to grow, but they also know how and where to support them, which makes them a better supervisor. After all, the two biggest predictors of retention are the ability to grow and relationship with a supervisor. Bret Boudreaux is director of recruit- ment and talent management at archi- tectural, engineering, environmental and land surveying firm BL Companies. Bret Boudreaux ThomastonSB.com Break New Ground with Confidence At Thomaston Savings Bank, we understand that the success of your vision often depends on securing the right resources for land acquisition and construction financing — and the right team by your side ready to roll up their sleeves. Our Commercial Land Development Loans provide specialized funding to support your initiatives, including subdivision development, land or property improvements, construction financing, and property rehabilitation. From acquisition to constrution, we're here to provide the financing that moves you forward. Call us today at 860.283.1874 to talk about your project. Local Expertise. Flexible Financing. Real Results. Equal Housing Lender

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