August 9, 2017

FYI in 45

Inspiring the Next Generation:Mentoring and Workforce Planning

Panelists:

Susan Crawford

Ben Mosher

Moderated by:

Kelli Burn-Roy

Recording in progress

All phones are on mute

Questions encouraged

Before we begin…

Our Panel

Ben Mosher, PE, BCEETechnical Delivery Manager, Senior Environmental Engineer

Susan Crawford, PE, BCEESenior Vice President, Director of Technical Advancement

Kellene Burn-Roy, PETechnical Services Unit President

ModeratorFeatured Speakers

Today’s discussion will focus on …

Understanding the Importance Mentoring and Workforce Planning

Showcasing CDM Smith’s Successful Programs and How Other Organizations could Apply Similar Approaches

How technology, distance, and generational difference affect mentoring and workforce planning

How do you find, keep and grow an inspired staff?

10-Year Projected Employment Growth in Science and Engineering Occupations

Source: National Science Board, 2016 Science and Engineering Indicators

8.6%

15.7%

9.2% 10.3%

Baby boomers are projected to make up over 40% of the STEM Workforce by 2022

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1992 2002 2012 2022

Labor Force Projections for 2022

16 to 24 25 to 54 > 55

Source: U.S. Dept of Labor, Bureau of Labor Statistics

Strategic Workforce Planning

▪ Right People

▪ Right Place

▪ Right Time

Mentoring

According to Harvard Business Review (Roche):

▪ 65% of the 1,250 top executives listed in the Wall Street Journal had at least one important mentor

▪ Mentored personnel had higher salaries, more rapid promotions, greater achievement of career objectives, and higher job AND life satisfaction.

Can you give us some specific examples of these programs

you’ve introduced?

CDM Smith Structured Mentoring Program

▪ Mentees:▪ 725 mentees enrolled

▪ 82% participation for target staff (Levels 1-4)

▪ Mentors:▪ Approximately 900 volunteers

▪ 675 mentors enrolled across all business units

▪ Total Participation: ▪ ~1400 staff

Keys to Mentoring Program Success

▪ Continuously monitor success of

pairings through direct managers

and firm-wide coordinators

▪ Ongoing education opportunities

▪ Regularly “refresh” pairings to allow

for new or additional relationships

▪ Make sure the program remains

current, relevant and sustainable

Technical Specialist Development Program

What is it?

▪ At CDM Smith, we have three levels of technical

professionals:

▪ Practice level (Grades 4-6)

▪ Mid-master level (Grades 6-8)

▪ Senior master level (Grades 8-10)

▪ This is a 2-year program to aid in developing both

our mid-master and practice level professionals

▪ Rigorous process that pairs one mentor with two

mentees in their technical specialty and includes

development and execution of a detailed 2-year

career development plan tailored to each mentee.

Technical Specialist Development Program (cont.)

▪ Mentees are expected to:

▪ Advance technical expertise

▪ Increase technical

luminescence

▪ Improve networking

▪ Market their specific technical

specialty to support our

business strategy and increase

technical supremacy in the

marketplace

Technical Specialist Development Program (cont.)

▪ Mentees are expected to:

▪ Advance technical expertise

▪ Increase technical

luminescence

▪ Improve networking

▪ Market their specific technical

specialty to support our

business strategy and increase

technical supremacy in the

marketplace

What is the right balance between structured and

unstructured?

Structured and Unstructured Mentoring

What sort of skills are you developing training for –

technical skills or soft skills?

Balance of skill sets

Soft Skills

Technical Skills

How do generational differences come into play?

Generational differences

Our four-generation workforce provides challenges

”Write me” ”Call me” ”Email me” ”Text me”

Seniorsb. 1920-1945

Baby Boomersb. 1946-1965

Gen Xersb. 1966-1979

Gen Yers/Millennialsb. 1980-2000

Mentoring the Gap and What to Consider

▪ Expectations

▪ Career

▪ Communication

▪ Management Style

▪ Feedback

▪ Change

How do you track and reward participation?

CDM Smith President’s Award for Mentoring

How has technology changed mentoring?

Are there things the mentee can teach the mentor?

Do you have any advice for organizations who

are looking to begin or strengthen their programs?

Closing Thoughts: Inspiring the Next Generation

▪ Employees are our greatest asset—invest in them!

▪ Have a formal mentoring program(s)

▪ Use technology to your advantage

▪ Recognize gaps and identify how to fill them

▪ Adapt and change when needed

“Success isn’t just about what you accomplish in life, it’s about what you inspire others to do.”

Contact Information

Ben Mosher, PE, BCEETechnical Delivery Manager, Senior Environmental Engineermosherbr@cdmsmith.com603-222-8381

Susan Crawford, PE, BCEESenior Vice President, Director of Technical Advancementcrawfordsl@cdmsmith.com214-346-2867

Kellene Burn-Roy, PETechnical Services Unit Presidentburnroykm@cdmsmith.com

760-710-4687

ModeratorFeatured Speakers

Thank You