The Metzner Group specializes in architecture and civil engineering executive search.
The Metzner Group specializes in architecture and civil engineering executive search.
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Industry Leaders
Our clients are professional services firms that are dedicated to finding sustainable solutions to architecture, environmental and civil engineering challenges.
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Recruiting / Consulting Solutions
We are a professional search firm that has been delivering key talent to architecture and civil engineering consulting firms for over 30 years.
About The Metzner Group
Founded in 1989, The Metzner Group
is a strategic partner with architecture and engineering firms throughout North America. Utilizing our extensive network, our employer solutions are tailored to assist our clients to attract, engage and retain top talent for today’s needs, as well as for transition and succession planning. Our associates consist of industry specialists, with a unique combination of business and consulting experience. We understand ...
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MAKE A DECISION!
During 2021, growth through mergers and acquisitions (M&A) continued to be a stronghold within the North American architectural and engineering consulting marketplace. Rusk O'Brien Gido & Partners reported that 2021 was a record-breaking year for A/E M&A activity. Professional services firms competing for talent have figured out that to grow in new regions or new disciplines, M&A or recruiting through full team take-outs is a viable option. Traditionally, firms identify, recruit and hire practice builders or leaders in a specific market sector or location. These strategic hires are then tasked to build a team. While this practice still exists, many firms are targeting specific firms or leaders with cohesive teams to shorten the timeline for growth. These teams are enticed to move together for a new opportunity. It is a win for the team and a win for the hiring company! There is an old saying "People leave managers, not companies." While that can be true, it is also a fact that people leave companies to stay with their managers. While firms have tried to thwart efforts of teams leaving by demanding leaders sign non-compete and/or non-solicit contracts, they are finding that staff and the courts are frowning on such agreements. The U.S. Department of Justice's promise to criminally prosecute “no-poach” agreements, have left employers questioning how to protect their employees and teams from being "poached" or recruited by competitors. For clarity, a no-poach agreement is an agreement between two or more employers not to hire employees away from each other. Recruiting in the A/E marketplace for 30+ years, I have seen recruiting trends come and go. M&A and team take-outs are only going to increase as the market for talent tightens. A client recently asked me what ideas I could offer to keep talented staff and teams from leaving. The answers are many and varied. At the top of the list is reviewing company culture, something that is incredibly difficult to change. Exciting projects, compensation and great colleagues are great places to start...but lately staff and their teams won't accept a company culture that views them as widgets.
Recently a LinkedIn connection commented on a posting that I put emotion in my recruiting. It implied that was not a good quality and one should focus on facts when talking to candidates. Job change, whether by choice or force, brings with it a myriad of emotions. When talking with potential candidates, I think it is critical to understand the “feelings” that accompany the logical factors that go into a decision to explore new opportunities. Based on 35 years of my market specialty of executive search in the A/E sector, the majority of clients and candidates working with me are self-described logical thinking types. Recently, I read a description of logical thinking decision makers as one in which “skills require and involve a progressive analysis, for example, by weighing all available options, using facts and figures, and making important decisions based on the pros and cons. They do not take into account the elements of feelings and emotions.” Using logical thinking only and ignoring the strong emotions that are involved in leaving one employer for a next is a recipe for disaster. Many of us spend more hours working then not. Even with Covid-19, our computers and phones keep us connected to colleagues and bosses. Board of Directors, leadership teams and project groups still meet. We foster connections that feel like an extension of our families. Leaving an employer means disappointing friends, colleagues, bosses and clients. Even when leaving for an outstanding career opportunity, it is common to experience some sense of loss. Not acknowledging the feelings involved will also lead candidates to be shocked when counter offers are made, which combine money and guilt. If one is fired from their job, then a host of rational and irrational emotions come up to the surface. Again, no acknowledgement will lead a candidate to possibly accept a bad job offer. So, job change is rarely made without emotion. Utilizing logic and understanding the emotions with job change and decision-making can help you to make a solid, rational decision. Choosing a recruiter who understands both, can help you to navigate the less than smooth waters and get you successfully to your destination.
