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Choosing Between Civil Engineering Job Offers

MET • Apr 10, 2012

Spring has sprung and there appears to be a sense of energy within the civil engineering job market. As a civil engineering recruiter, my phone is ringing from companies looking to hire and from experienced civil engineers ready to make a job change. Fortunate candidates are finding themselves with multiple offers and career choices. The question is no longer “Should I leave my employer?” but rather “Which offer do I choose?”

 

Here are some suggestions to help guide you when choosing between job offers:

 

Trust Instincts

If you are a strong analytical thinker, you are more likely to focus on the facts. That comes next. First, how did you feel  when you left each interview? Do you remember? Just because one job may appear better on paper, that doesn’t mean it is the best job for you.

 

Consider other factors such as environment, future colleagues, personality of supervisor, company culture. What does your instinct tell you? In which job will you feel the most enjoyment? Did you meet any potential colleagues? Did they appear stressed or friendly? Did you feel a good chemistry or good “vibe” when you walked in the company door?

 

Think Analytically

Now go back to making traditional comparative lists. Detail the facts of the offers: company reputation, supervisor personality,  job description, title, salary, benefits, location, potential for advancement, work hours expected, billable hours expected, back log of work in the division/office/company, commute, travel, clients, potential ownership- just to name a few.  Then divide them into your pros and cons of each. What does your analysis tell you?
 
Finally, as discussed in previous blogs, making a job change is an emotional situation. It is easy to get caught up in the rush of excitement as well as the stress of receiving  job offers. Focusing on facts is important but do not underestimate or dismiss your instincts. Making the wrong choice is not the end of the world but taking steps to minimize that makes your life easier! Feel AND think before you make your final decision.

The Metzner Group Blog

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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.
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