Retaining Staff

Not only is it expensive and disruptive (and almost always emotionally difficult) to lose employees and re-hire new ones, but often the best candidates for any position are already within the firm. If they really want to stay, it’s another pay-off for encouraging loyalty and a positive atmosphere.

The new generation of architects in particular have very different expectations about their career path. They don’t expect to stay in one job for their whole career or even for many years. This doesn’t reflect a lack of commitment to their profession. In fact, according to a recent report by NCARB, the number of architects on the path to licensure is growing, and candidates are completing their requirements earlier in their career and at a younger age. But they do expect to have a variety of experiences over their work life.

Here are a number of strategies firms are using to develop and keep their staff (and to make their case to potential new hires, too):

• Career progression, not necessarily in the formal job description, although a clear path is highly motivational for most people. But more in variety and responsibility. Firms report that providing a strategic sequence of opportunities across a range of project types, phases and job responsibilities is an effective way to motivate and retain both new hires and experienced staff. It is also a good way to find the best fit between staff and project or area of expertise, which directly helps the firm.

• Many talented young employees have lots of options and an inherent bias toward trying something new, at least during the initial stages of their careers. To the extent firms can provide that variety in-house, they will provide reasons for these hires to stay rather than go.

• Access to meaningful training opportunities is key for new hires, but on-going professional development is valuable at all career stages. The goal is to make sure that everyone on the staff continues to learn and grow in ways that keep them excited about being part of their firm and actively engaged in ensuring its success. Examples can include encouragement and/or subsidy for working on advanced degrees or taking relevant classes. Many firms are moving to in-house programs such as mentoring, or a company “university” or “design academy”, consolidating and providing access to research, training and lessons learned from the firm’s projects.

• On-going, real time feedback is often more effective than yearly performance reviews, but some kind of regular, open opportunity for feedback and recognition is a proven retention tool. Recognition can take the form of internal “design competitions,” or other formal programs, but shouldn’t overlook the basic human need for a personal, earned “thank you.”

• Flexible working hours are good business. People are reluctant to leave positions which have allowed them to adjust their work/life balance successfully. At the same time, in the practice of architecture the projects are complex and the work is demanding, so in many firms the hours are flexible mainly in the overtime direction. Firms that are successful at retaining staff manage this in various ways: time off, time on less intense projects, bonuses, or dividends on points-based systems according to salary, years of service, projects, etc.

• Contribution to society is often a basic personal value for many architects of every generation. The new generation of young architects is taking this commitment to a new level. Programs like subsidized participation in pro bono work or time off to volunteer for charity emphasize a firm’s ethical values as well.

• Fun. No rules on this guideline, and it definitely depends on the people and the place, but firms are using their imagination to add a little fun and de-stressing to the workplace, from lunchtime lessons in languages, yoga, or drawing, to dry cleaning services, trips away from the office, or bringing your dog to work.

An important part of retention, in the longer view, is how to let go. Firms are realistic about how long candidates may stay with them, even (or maybe especially) the most intensely courted. One professional estimated that roughly ten percent of new hires might still be with the firm in ten years. The trend has been developing for a while, but is more pronounced in the generations now coming into firms. Retention strategies discussed above make a positive difference. But many firms also have active programs for keeping in touch with valued employees who move on for one reason or another, letting them know they’re welcome to come back.