When I read an article titled “People are ‘ghosting’ at work, and it’s driving companies crazy” by Chip Cutter, LinkedIn Editor at Large, I flipped out because it is so true and it should be an eye-opener to hiring firms. I have added my own pointers as well.
Gone are the days where architects are waiting around for a phone call from a potential employer. In fact, it is the opposite. Candidates receive two, sometimes three offers of employment in a week’s time.
Excerpts from Chip’s article below:
Where once it was companies ignoring job applicants or snubbing candidates after interviews, the world has flipped. Candidates agree to job interviews and fail to show up, never saying more. Some accept jobs, only to not appear for the first day of work, no reason given, of course. Instead of formally quitting, enduring a potentially awkward conversation with a manager, some employees leave and never return. Bosses realize they’ve quit only after a series of unsuccessful attempts to reach them. The hiring process begins anew.
Among younger generations, ghosting has “almost become a new vocabulary” in which “no response is a response,” says Amanda Bradford, CEO and founder of The League, a dating app. Now, “that same behavior is happening in the job market,” says Bradford, who’s experienced it with engineering [architecture and design] candidates who ghosted her company.
Some of the behavior may stem not from malice, but inexperience. Professionals who entered the workforce a decade ago, during the height of the Great Recession, have never encountered a job market this strong. The unemployment rate is at an 18-year low. More open jobs exist than unemployed workers, the first time that’s happened since the Labor Dept. began keeping such records in 2000. The rate of professionals quitting their jobs hit a record level in March; among those who left their companies, almost two thirds voluntarily quit. Presented with multiple opportunities, professionals face a task some have rarely practiced: saying no to jobs.
“Candidates are winding up with multiple offers, and you can’t accept them all,” says Dawn Fay, district president at Robert Half International in New York. “Individuals just inherently don’t like conflict or disappointing people.”
Thus, ghosts. Interviews with more than a dozen hiring managers and recruiters across the U.S. suggest the practice is on the rise, forcing companies to rethink how they operate. END.
Top 6 changes hiring firms must make to compete for top talent:
1. Everyone wants Revit proficiency. Guess what; there is a major shortage. If the candidate meets most of your other requirements, then, intensive on-the-job Revit training is needed. Particularly, if they have AutoCAD or ArchiCAD skills.
2. If you believe the candidate has 85-90% of the skillset your job description requires, grab that candidate and don’t look back! How many people are currently employed at your firm that did not have all the skills they have now? Play the long game.
3. Do not prolong the process from receiving the resume, scheduling an interview and making an offer. Or else, a competitor will scoop the candidates right out from under you.
4. Cut down on the long hours. The trend has been Work/Life Balance, and it starts with more personal time. If you had a choice, would you pick a firm with a 60-hour work week or 40-hour work week. Not only do your employees burn out, their salaries are totally diluted.
5. The main motivators in switching firms are better compensation, growth potential, better corporate fit, recognition of skillset, better management and more interesting projects.
6. If you are designing single-family homes and the candidate has an array of educational projects, the tendency is to reject the candidate out of hand. But, the less flexible you are, the smaller the talent pool becomes. Why not give the candidate a chance? Mentor h/her; a good architect can learn new building types. And besides, architects do not want to be pigeon-holed. They want new career opportunities. And besides architects do not want to be pigeon-holed. They want new career opportunities.
Not made these fundamental changes? Then you are losing top talent to your competitors.
It probably feels pretty amazing to have that degree.
Of course, the longer you go without using it, the more that degree is going to become an irritating reminder. So, let’s look at four of the best architecture careers you can start pursuing right away.
The 4 Best Architecture Related Careers to Get Started in Right Now
The field of architecture is at least as broad as it is old. As such, it’s probably fair to say that there are countless architecture careers out there for you to consider.
However, the following four fields will give you plenty of diverse options beyond the traditional versions. Best of all, each features plenty of job openings throughout the country.
Landscape architects are responsible for planning and creating landscapes, which can include manmade features, as well. Oftentimes, landscape architects need to collaborate with others, so that their creations complement buildings that will share the same environment (and vice versa).
This career may also involve the long-term care of the landscape, as well. This is when a talent for the natural sciences is very helpful.
As a huge part of this field involves the buildings in urban environments, it requires an architect who’s able to take the resources available (including money and space) and make the most of them. An architect who becomes proficient at this will never be long without work.
Architecture is such a massive industry that it requires an equally impressive army of journalists. Unfortunately, most journalists don’t have a very good understanding of architecture. They might be able to cover the topic for those outside the industry, but their lack of knowledge wouldn’t go unnoticed by those who depend on a high-level expertise for a living.
Finally, if you have a passion for history and architecture, you will be uniquely qualified to become an architectural historian.
In short, as an architectural historian, your job will involve advising restoration projects aimed at buildings of historical significance. This often involves researching the building to better understand the materials and methods that were used to build it.
Want an Expert’s Help Considering Architecture Careers?
While we hope that the above list of possible architecture careers is helpful, we know that this decision is a big one and you may want some help with it.
At Consulting For Architects, Inc. Careers we’ve helped recent graduates just like you with this important next step, ensuring that they find jobs which fall in line with their interests and career goals. Contact us today at (212) 532-4360 or [email protected] to learn more about how we can help you do the exact same thing.
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Green means green for architects that make a serious investment in green architecture and sustainability. When the recession hit in 2007, the housing and real estate markets were hugely impacted. Jobs in architecture became scarce, and architects started getting laid off in droves. Though there’s been an increase since 2010 in positions in this arena, the sector still struggles to maintain a steady increase in available gigs. According to SimplyHired, since July of 2013, there’s been a 24.4% increase in employment in Los Angeles and 34.4% in New York, so things are looking brighter. In fact, the green or sustainable architect is experiencing a major increase in work, with positions in both cities at an all time high because of the growth of the green economy.
There’s really no set rule for who can dub themselves green architects, but the program responsible for verifying green buildings is LEED (Leadership in Energy and Environmental Design). It gives points to projects based on their utilization of sustainable components. However, LEED doesn’t give awards to projects for performance, so there are other available options for certification: the Living Buildings Challenge, Passive House Institute, Green Globes and the government’s Energy Star Program all provide certification based on green standards.
In major metropolises like New York and Los Angeles, the green economy is growing. The public’s demand for green construction is due to its growing awareness of the dangers of climate change. While the green movement is considered “chic,” architects are expanding their views by combating climate change not only with their building designs but by constructing the bigger systems in which they function.
“We think of great design as having four equally important parts: ethical practice, experiential design, thoughtful impact, and excellent delivery. Included in ethical practice is sustainability and the idea that you can’t create great design without it. This translates into our everyday office operations in many big and small ways. The really exciting sustainable operations are yet to come in our new office!” Irwin Miller, Los Angeles, Principal Design Director, Gensler .
In 2011, the BLS (Bureau of Labor Statistics) listed the mean wage for a green architect as $83,390 – about $30,000 more than a residential architect. The BLS also predicts faster-than-average growth for architects until 2020, with green architects in particularly high demand.
Architecture is about designing structures. Green architecture goes one step further by altering structures so that they can contribute to the well-being of the environment. Some architecture firms are green firms not only because they specialize in this type of building, but because they incorporate the green philosophy into how they operate.
Baby boomers are retiring in record numbers, and their millennial replacements are very different in terms of personal characteristics, as well as job and workplace expectations. Millennials, aged 18 to 34 years old, already makeup more than one-third of the workforce. By 2025, they will account for close to 75 percent. Architecture firms are now in an intense competition to attract and retain qualified millennial professionals. Understanding the millennial perspective and developing a suitable workplace environment are imperatives for business sustainability.
Characteristics of Millennials
Millennials are one of the most analyzed generations because of their complexity. They are the first generation of digital natives, and technology has enormously influenced their expectations. For example, they are driven by a need for social connectedness and have integrated technology deeply into their personal lives. As such, they now expect the same in their work lives. CISCO calls it the “new workplace currency,” since 56 percent of college students surveyed said they would not accept a position at a company that banned access to social media.
Millennials have high expectations. They want higher pay based on skills sets and faster promotions. They believe the firm should provide appropriate leadership development and have values that match their own. If the business fails to meet these expectations, the employee will leave. Millennials are not interested in plugging along doing eight hours of mundane routine work they see as having little social impact. They want to do meaningful work that is clearly connected to solving complex societal problems.
Millennials are optimistic about the future and are a diverse generation, with over 44 percent identifying with an ethnic group or a minority race, according to theU.S. Census Bureau. They are content creators, thriving on collaboration. They also want work-life balance, which for the millennial may mean using remote-work technology. A 2015 CISCO survey found that over half of Gen Y (millennials) and Gen X (generation sandwiched between baby boomers and millennials) consider themselves accessible for work 24/7.
Perhaps the most important characteristic to understand is that millennials want to work for companies that reflect their personal values. A Deloitte survey found that 56 percent of millennials had ruled out working for an employer because their values were in conflict. This is perhaps one of the most difficult concepts for traditional organizations to master.
Why are You Leaving?
Understanding the top reasons millennials change jobs provides a knowledgeable foundation for developing recruiting and retention strategies. Consulting for Architects, Inc. (CFA) conducted a survey which asked architecture and design firms to rank, in descending order of importance, the reasons employees aged 18 to 35 years old left their firms. The results are revealing and support much of the academic and business research and studies conducted over the years to identify millennial characteristics.
Ranking number one in the CFA survey as the top reason for millennial turnover is concern about the lack of opportunities for career advancement. Number two is a desire for more challenging work. Number three is dissatisfaction with the leadership of senior management. Number four is disagreement with the overall direction of the organization. Number five is dissatisfaction with the compensation and benefits. Number six is unhappiness with the amount and/or type of rewards and level of recognition for contributions to the firm. Number seven is a desire to seek a better work/life balance.
It is not surprising the leadership of senior management ranks high because these are the people most responsible for the firm policies and procedures, business culture, and talent management system. Since many of the senior leaders are baby boomers, there is a generational difference in attitudes towards work, career, and the need for employee recognition. Baby boomer architects and designers spent many years doing low-level assignments, putting in many hours without regard for work/life balance. The rewards were the work itself and steady career advancement, and for some, reaching a point where it was possible to start a new business. Now baby boomers are managing organizations in which millennials already comprise or will soon comprise most of the workforce, and the younger generation wants change.
A good example of the generational difference is found in a blog written by a millennial architect. The title says it all – “Millennial Architect Won’t be Your CAD Monkey.” There have been other surveys conducted, and they support the CFA survey results and the need for senior leaders to adapt the work environment to meet the needs of the millennials. A 2012 survey, for example, found that millennials expected to stay in their jobs for less than five years.
The strategies for attracting and recruiting millennials specifically address their characteristics and the top reasons they leave architecture firms . First, it is important to develop a workplace culture that nurtures the millennial spirit and makes young architects believe this would be the best place to work. The culture must embrace diversity and cherish the organization’s brand and reputation. For instance, since millennials always check social networks for information, potential employers should take into consideration what current employees, clients and communities are saying about the company. Every architectural firm should regularly monitor and manage the online conversation concerning the organization. The online conversation coupled with the marketing strategies needs to demonstrate the architecture firm’s mission, values, ethics and beliefs, so that recruits will see that their personal values align with the organization’s values.
Technology plays a critical role in other respects. Video interviews can showcase an architecture firm as a progressive and flexible culture, and can often provide distinct advantages to both the firm and the interviewee. For the millennial, video interviews are also more convenient, as they get an opportunity to show their true character instead of only what is on the resume.
For the architecture firm, video interviewing saves time and money because the cost is much less compared to in-person interviews. It makes the hiring process quicker while also giving the interviewer an opportunity to explore facets of the person’s personality traits, something not possible with a written resume. Overall, video interviewing fits a modern workforce expecting efficient use of technology, flexibility and a willingness to collaborate for mutual benefit.
Other recruiting tools include developing a good pay and benefits package, supplemented with the presentation of career path opportunities that demonstrate potential upward mobility. Millennials who see a position as dead-end will either refuse a position or will accept the position only as a stepping stone for obtaining licensing.
Millennials have been described as “children of the revolution.” The “revolution” is a shift in individual perspectives to a focus on the needs of the community. Millennials want to do meaningful work centered on people; therefore, one of the most critical retention strategies is developing work with these attributes. Tasks must allow them opportunities to work on projects that make a social impact, like environmental sustainability renovations, low-income housing solutions and disaster relief architecture.
The type of projects offered will influence the turnover rate. Research indicates that 91 percent of millennials expect to stay in a job for less than three years if the work is not challenging. They are entrepreneurial and will leave a boring job to start a new business in order to meet personal goals.
Architecture firms must rethink everything from work schedules to leadership training. Strategies include allowing flexible work that lets employees work within a loosely structured schedule. The 9-to-5 schedule is out. One of the ways personal and organizational values are integrated is by allowing employees time to take care of personal needs, like family or community projects. Ideally, the flexible schedule is coupled with the right to work remotely. They are as likely to be found reading and responding to work emails at 9 p.m. as they are at 9 a.m.
Professional development is also crucial. In the Deloitte survey mentioned earlier, six out of 10 millennials believe their companies do not fully develop their leadership skills. Yet, this is one of the most prized activities determining business value. Skills development involves a variety of activities, including training software, mentoring and collaborative teamwork. Millennials need and want a lot of support that encourages them to pursue leadership roles on teams, as well as over projects and departments.
Overhauling Business As Usual
Attracting, hiring and retaining millennials requires a complete overhaul of “business as usual.” All aspects of the talent management process should be viewed through the millennial lens with the ultimate goal of building a loyal, innovative workforce. Admittedly, the current disconnect between millennial expectations and the traditional architecture firm’s work structure is wide, so now is the time to begin making required changes. No one ever said it would be easy to move into the future – a future that is here now.
First, make an architecture or interior-design independent contractor into an employee by formalizing the person’s work arrangement and paying him or her regular wages. The IRS and its interpretation of payment and work plays the most important role in deciding a person’s status. At our staffing firm for architects and designers converting a independent contractor to a full-time employee is a third of our business.
Characteristics of an independent contractor
The IRS views an independent contractor as a person who works apart from the firm, and the rules governing them are not extremely clear cut. This wide room for interpretation has led to disputes in a number of workplaces. Fortunately, the status of an independent contractor is not as ambiguous as that of intern architect or draftsman.
By definition, an independent contractor is a person who has a significant amount of control over his or her work, achieves goals independently from the firm, doesn’t need to adhere to all the firm’s rules, uses his or her own equipment and doesn’t require close supervision by a member of the firm.
Characteristics of an employee
An employee must follow the set rules of the firm. He or she receives payment through a W-2 rather than a 1099 form. An employee uses the firm’s equipment to complete jobs, has a title with the firm and is subject to supervision by a member of the firm.
The transformation from contractors into employees
4 Key Points
A person’s status changes when the firm takes them under its wing. Typically, this process involves the following aspects: training, giving the person authority to make decisions for the business, assigning the person key duties to perform and redefining the person’s work status as permanent, off-probation or retained for a set period of time. The process is complete when the new employee understands their work responsibilities and begins a project on behalf of the firm.
It is critical that the person understand what it means when he or she has become an agent of the firm. The best way to accomplish this task is in writing. The new architect or interior designer and the owner of the firm should sign a letter of agreement stating the worker is now an employee.
You can ratify and celebrate the change in a person’s status by providing them with business cards that state their title and contact information. Having a letter signed and dated by the owner that contains a start date is also helpful and thoughtful for those changing from independent contractors into employees.
Finally, it is meaningful for the firm to circulate an internal announcement that they have hired the independent contractor as a full-time employee.
Consulting For Architects, Inc.is gathering editorial information from our architecture and design colleagues between the ages of 18 to 35. Your comments will be considered and may be quoted in our 2016 white paper: Hiring Trends – Millennials in the architecture workplace
Existing research onMillennials, by others claim:
Seem to have shorter attention spans than Gen X or Boomers
Tend to learn as much as they can, as quickly as they can, and then move on
Trending towards smaller firms
Seek firms compatible with their world view
Do you agree, disagree, or hold a different opinion? Can you identify what factors would influence your job hunting strategy?
1. Reduces your carbon footprint.
2. Reduces traveling to multiple interviews.
3. Embraces new innovations and technologies.
4. Presents you as a person, not a piece of paper.
5. Employers (9 out of 10) watch video resumes before reading paper resumes. Clients frequently submit their own questions for you.
The benefits of embracing video interviews for the environment are easy to see, but it’s also great at cutting down wasted time in your career search. Think of how tough it can be to schedule interviews at the best firms. Now imagine how easy it could be if the firm could meet you virtually from anywhere, at any time. Best of all, the environment gets a reprieve.
Video Interviews Help Staffing Firms Become More Successful
Staffing firms are a collection of professional Talent Acquisition professionals. But their lives could be made so much easier with video interviews. Many staffing firms employ Talent Acquisition specialists who often find they lack enough time in the day to complete every task, or who become exasperated trying to track candidates down. Using video interviews, staffing firms can help their Talent Acquisition team get their lives back. Find out how:
• Video interviews save staffing firms time. When it comes to finding the right candidate, it’s up to their Talent Acquisition team to source and screen hundreds of candidates for just the right fit. Often, this is done by building talent pools from which to read through matching resumes. Then comes the old phone screen. This can be a cumbersome process. A phone screen could take an hour per employee. However, many staffing firms are increasingly finding that by using video interviews, they’re able to screen more candidates in less time. Imagine the Talent Acquisition pros being able to sit back and collect video interviews on demand from candidates. This means less time trying to track candidates down and schedule formal phone screens. Instead, they can send an email with a link that candidates log onto to prepare their video on demand. Suddenly, staffing firms are able to put the onus on candidates. They can simply sit back and wait for a candidate to record their video interview on demand and send it to the Talent Acquisition professional. Staffing firms, are able to view 10 video interviews on demand in the span of time it takes to do one phone screen.
• Collaboration is enhanced with video interviews. Often, the Talent Acquisition pros in staffing firms feel as if they’re operating in a bit of a vacuum. We’ve heard from many staffing industry pros that they find a great candidate they’d like to share, but it can be difficult to break through the noise of candidate resumes flowing in and collaborate. This can be a frustration of the past. With video interviews, staffing firms are able to view, score and share the top video interviews with their colleagues. This brings more eyes into the process and ensures a better candidate screening overall.
• Video interviews enhance the candidate experience. Of the thousands of candidates we work with per month, we hear a common frustration: their candidate experience is lacking. When candidates apply to jobs through staffing firms, they can feel like little more than a number. Video interviews can help make them feel like they’re going through a personal experience. Live video interviews are a great way for candidates to log on, view welcome videos, and to gain more information on the position they’re applying for. This allows Talent Acquisition to offer more nuance to the candidate. And using the visual medium, it allows them to tell their client’s story better. Candidates love video interviews because they feel it’s more intimate than walking in and finding 10 other candidates also competing for the same position. Video interviews are technologically advanced and offer candidates an immersive experience, allowing both Talent Acquisition and candidates to tell their story better.
Time to hire shrinks with video interviews. These days, candidates want a shorter time to hire. According to the Bureau of Labor Statistics, time to hire rose from 24.5 days to 29 days in July of 2015. This is due in part to rising hiring quotas and shrinking budgets to actually accomplish increased hiring requirements. As the Baby Boomer generation begins to retire and employers increasingly look to the Millennial generation to fill these roles, time to hire will become increasingly important. Approximately 33% of Millennials report that they get hired within a month’s time. Longer times to hire could potentially scare away the very best candidates.Staffing firms are finding themselves increasingly in demand because of the roaring return of the economy. As more jobs are added to the job market, their Talent Acquisition teams will find themselves struggling to keep up. With video interviews, they can remain ahead of the curve and deliver superior results to their customers. Interested in finding out more? Call us today and schedule a free demo of our video interview software.
For the most part, these discussions and debates have focused on companies like Uber and Lyft that connect independent contractors with customers to provide consumer services. More often ignored is the growing population of contingent workers, including independent contractors, statement-of-work-based labor, and freelancers who provide services to corporations. But this is a growing population of workers, many of whom are highly skilled.
It takes a careful mix of mission, management, and culture.
Attracting, retaining, and managing these highly skilled workers will require new ways of thinking about talent management and the role that external talent plays. Companies will need to become “the client of choice” for these high-end contractors.
Recent research illustrates the growing corporate use of contingent workers:
Our own research reinforces these findings. The MBO Partners 2015 State of Independence workforce study found that 6.4 million Americans report that they provide professional services to corporations on a contingent or contract basis. Of these, about 2 million report earning $75,000 or more last year.
Not only is this group large—by way of comparison, this is substantially more than the roughly 4 million Americans who work in the automotive industry, including those working in car dealerships and automotive parts retailing—it’s also growing. Our study shows the number of contingent workers providing professional services to corporations has been growing at about three times the rate of overall employment over the past five years.
Two broad shifts—one on the employer side, the other on the worker side—are driving this boom. First, companies increasingly need a flexible workforce to compete globally. In our research we heard from company leaders that their businesses are turning to independent workers to increase business flexibility and agility. Independent workers allow them to quickly and efficiently scale staffing up and down to meet shifts in demand and changing business circumstances in an increasingly volatile and always-changing global economy. Businesses are also turning to highly skilled independent workers due to difficulties in attracting and retaining employees with hard-to-find specialized talents.
Second, many skilled professionals want independence and are going into contingent work to gain greater work/life flexibility, autonomy, and control over their careers. These highly talented professionals are realizing they are able to go off on their own and make as much or even more money — so they’re doing just that.
These professionals are in demand, and they know it. According to our research, 83% say they have a lot of choice or some choice over who they work with. Only 17% report having little or no choice over who they work with. In other words, these talented professionals can choose what to work on and with whom to work.
So what do these highly skilled independent workers want from their clients?
Being paid well and on time is obviously important to independent workers. But less obvious — and generally more important — are the non-monetary reasons independents choose their clients.
Skilled independents want the ability to control their lives, have meaningful work, and to be part of the team. When it comes to deciding which clients to work with, 96% selected “Value my work” as an important client attribute. Right behind was “Allow me control over my schedule” (89%) and “Allow me control over my work” (88%). “Treat me as part of the team” came in fourth. While independents value their autonomy and don’t want to be traditional employees, they also want to be treated as contributing team members.
Steve King is a Partner at Emergent Research, a research and consulting firm focused on small and micro businesses.
Gene Zaino is the founder and CEO of MBO Partners, a provider of support, tools and resources for independent professionals and their clients.