Understanding engineers A KELLY SERVICES PSYCHOGRAPHIC PROFILE
/02
Source: 2014 Kelly Global Workforce Index™
Competitive salaries
Job stability
Opportunities for personal
and professional development
Using technical skills to
solve real-world problems
Clearly defined roles
and processes
Micromanagement or
workplace politics
Uncertainty in employment
Jobs that don’t use their
analytical capabilities
Failing to keep up with
new technologies and
their peers’ skillsets
A lack of workplace structure
ENGINEERLIKES
ENGINEERDISLIKES
/03
Businesses intent on technological advancement and greater efficiency rely heavily on engineering talent, which means engineers are among the most sought after professionals in the world.
However, skilled candidates are in short supply. Employers in search of engineers to support growth and innovation have to contend with an employees’ market in which organizations face intense competition to secure the best candidates.
The growing global competition for qualified engineers led Kelly Services, in
collaboration with Fuld and Company, to investigate factors that might lead a top
engineering candidate to choose one role over another.
In the course of our research, we carefully reviewed United States–based online
discussion forums and groups, industry association releases, blogs, resumés and trade
press articles to gauge engineers’ interests and character traits. We also conducted
primary research with a select handful of subject matter experts in Europe, the Middle
East and Africa (EMEA) to gain high-level insight into what engineers value and avoid
in professional life.
We found that engineers are highly rational and value the ability to build a long-term
career. They seek roles that allow them to apply core skills, solve problems and affect
real-world outcomes. They favor employers that offer opportunities for advancement
and tend to avoid roles that entail high levels of managerial and political interference
or micromanagement.
INTRODUCTION /04
/05
What makes an engineer? “Unlike other professions, the decision to pursue a career in engineering is decided at a young age. Almost all the engineers I know chose their profession early on. Some things come naturally.” – Specialist in Western Europe, the Institution of Engineering and Technology
Personality traits
Each of the subject matter experts interviewed by Fuld and Company on behalf of
Kelly Services observed that engineering candidates tend to choose their career early
in life, as young children or high school students.
“What drives them? It’s the ability to perfect, create and build something from the
ground up,” said a Professor of HR at the Saint Petersburg State University. “The
appeal is always coming up with solutions to problems.”
Such observations reveal the basic premise underlying the modern engineer’s
character: engineers are rational and pragmatic, focused chiefly on applying technical
and analytical abilities to solve problems.
Evidence gleaned in our secondary research suggests this rationality informs engineers’
everyday decision-making processes. Most adopt a highly empirical approach to their
lives and carefully weigh the potential risk and reward in each situation.
As a result, engineers are highly risk-averse and tend to act in ways that will produce
the safest and most beneficial outcomes. This leads many to be frugal and pragmatic
with their finances, spending only what’s necessary for personal progress.
/06WHAT MAKES AN ENGINEER?
Engineers are highly risk-averse and tend to act in ways that will produce the safest and most beneficial outcomes
Employment traits
An engineer’s rationality is central in their approach to professional life. Engineers’
pragmatism and love of problem solving leads many to roles that require applied
analytical thinking rather than repetitive tasks. Engineers care most about efficiency
and outcomes – and consider anything that gets in the way of these processes to be
a hindrance.
Engineers are most likely to be loyal if they are well compensated. If the scope of a
role does not align with initial expectations, an engineer is likely to persevere for the
sake of career advancement or return on investment in education costs.
Engineers’ devotion to efficiency and innovation entails a strong work ethic.
Engineering candidates understand the hard work required to deliver projects on
time and to a high standard, and commit to long hours in pursuit of progressive
outcomes. They also often work well independently and don’t require extensive
micromanagement.
However, engineers commonly lack soft skills, such as public speaking, management
and leadership qualities. Many receive little tertiary training in non-engineering
subjects. This dearth of soft skills can pose difficulties when engineers are required
to collaborate with peers and present barriers to career advancement.
/07WHAT MAKES AN ENGINEER?
Engineering candidates understand the hard work required to deliver projects on time and to a high standard
/08
What do engineers value in a role?“Some people hate it when there is a fixed way of doing things, but that’s what engineers value – the certainty, the stability, the order of things.” - Automotive specialist, Association of German Engineers
/09WHAT DO ENGINEERS VALUE IN A ROLE?
As highly pragmatic workers, engineers value process, efficiency and outcomes above
most other elements in a role. They are motivated by challenging tasks that require
analytical thinking and problem solving, and feel most at home working on projects
that resolve real-world problems.
Tangible outcomes
In the course of our discussions with various subject matter experts, we learned that
engineers value highly the ability to create things from the ground up to perfection.
Our secondary research reinforced this idea, revealing that engineers value roles
that make use of their core skills. Engineers would rather spend time designing and
developing the elements required for a project’s completion than writing reports or
delivering presentations.
Though engineers tend to work independently, we also found many candidates are
keen to work and share knowledge with other cultures and disciplines that have
better work practices and employ innovative principles. They are always looking for
opportunities to create new things and adopt more efficient processes.
Many candidates are keen to work and share knowledge with other cultures and disciplines
WHAT DO ENGINEERS VALUE IN A ROLE? /10
Competitive salary
Engineers’ pragmatic approach to life decisions leads many to place a high value on competitive
salary packages. In our research, we found that graduates and candidates often compare salaries
with their peers and assess their current level of remuneration against those offered by other
companies. The six-figure salary is likely a subconscious goal for many engineers.
Each of the subject matter experts we interviewed observed that compensation is an important
factor in attracting and retaining engineering talent. However, our interviewee from The
Institution of Engineering and Technology (IET) in the United Kingdom noted the growing supply
and quality of overseas talent has begun to alter the way engineers think about remuneration.
Our IET interviewee claimed many engineering firms have begun to offshore for financial
reasons, though a great number still consider the work of European engineers to be of better
quality. While engineers in Europe are still well paid and hold salary as a high priority, many are
adopting more realistic salary expectations in light of competition from international peers.
Age is a significant variable in determining how engineering candidates view their level of
remuneration. Engineering is a demanding sector that compensates long hours with high
levels of remuneration. However, our research revealed that compensation matters more to
engineers aged under 40. Senior workers tend to place greater value on benefits such as
training and work–life balance than their younger colleagues.
Graduates and candidates often compare salaries with their peers
WHAT DO ENGINEERS VALUE IN A ROLE? /11
Stability
Deference to rationality means many engineers place great value on professional stability.
Engineers intuitively seek permanent positions, as these may satisfy an unconscious need
for ongoing financial sustainability. Large companies, government agencies and defence
organizations are often considered valued employers among engineers for this reason.
Economic instability weighs heavily on engineers, particularly those with advanced specialist
skills, as it implies lower job security and higher competition for employment. Recent
economic turmoil in Europe and the US has led to a range of company closures, and this
has forced many engineers into an increasingly competitive job market.
Engineers intuitively seek permanent positions
WHAT DO ENGINEERS VALUE IN A ROLE? /12
Most graduate workers possess the same basic technical skills as more senior colleagues
Growth opportunities
Firms unable to offer competitive remuneration often provide training programs to
entice and retain engineering candidates and staff members.
Professional hierarchies in engineering are defined by expertise rather than skills.
Most graduate workers possess the same basic technical skills as more senior colleagues,
and progress within a firm’s hierarchy as they acquire knowledge through experience.
Engineers often defer to established and tested modes of work, but many appreciate
the importance of adapting to future trends and new technology as a means of
remaining valuable as an employee throughout their career. This impulse means
engineers are often eager to learn new skills and view employer-provided training
and certifications as highly valuable.
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What do engineers avoid or dislike in professional life?“Engineers do not like when there are intervening factors outside of their control or when they get stuck doing something because there are a lot of opinions involved.” – Automotive specialist, The Association of German Engineers
Engineers dislike being influenced or affected by factors beyond their control
/14WHAT DO ENGINEERS AVOID OR DISLIKE IN PROFESSIONAL LIFE?
While knowledge of candidates’ work habits, interests and ambitions is useful for businesses
trying to secure engineering talent, we believe it’s equally valuable for prospective employers
to consider what turns engineers away from roles.
Unnecessary interference
Given their pragmatism, independence and dedication to processes and outcomes, it makes
sense that engineers dislike being influenced or affected by factors beyond their control.
Speaking with an automotive specialist from The Association of German Engineers, we learnt
that engineers in the industry prize perfection in efficiency and safety above all other factors.
The subject explained that safety is essential to automotive engineers because it directly affects
consumers. Efficiency is similarly important as it allows production to align with corporate interests.
Engineers are unlikely to respond well to factors that interfere with either of these two goals.
“These things take time and they need to focus, which is something that they can’t do if
someone else is intervening,” said the interviewee.
Our interview subject from the UK’s IET similarly observed that engineers dislike workplace
politics, as it has the potential to impede progress and prevent teams from reaching objectives.
“Engineers just want to focus on working, and if social concerns prevent them from doing what
they want to do, they do not appreciate it.”
/15WHAT DO ENGINEERS AVOID OR DISLIKE IN PROFESSIONAL LIFE?
Wasted skills
Problem solving and analytical thinking are central to the appeal of a role for engineering
candidates. Engineers are therefore reluctant to take on roles that don’t use what they
believe to be their core capabilities.
Our interview with a professor of HR from the Saint Petersburg State University revealed
that engineers worry most about the inability to create and the potential lack of
involvement in key processes.
“Engineers tend to be resentful of being moved to the sidelines in the workplace, so we
have to make sure we have an environment that cultivates and protects them from feeling
like they are unimportant,” said the professor.
As an example, our secondary research showed that engineers are reluctant to work in
sales support roles. They are concerned that their technical proficiency will suffer if not
in use. Many are deterred by the prospect of a sales role due to lack of professional
development (“I won’t learn anything of value”) and uncertainty over salary stability
(“This commission thing scares the heck out of me.”). Unclear career paths and
questionable integrity of sales are also major concerns for many, while some are simply
concerned about the communicative challenges demanded of sales support staff.
Engineers are concerned that their technical proficiency will suffer if not in use
/16WHAT DO ENGINEERS AVOID OR DISLIKE IN PROFESSIONAL LIFE?
Professional irrelevance
An engineer’s sense of worth is closely tied to the validity and usefulness of their skills.
Many engineers are afraid of failing to respond to evolving trends and becoming
professionally outdated or redundant.
The ability to work with new techniques and technologies is an important element in the
ongoing success of any engineering career.
“Openness to new ideas [is essential to success],” said our interview subject at the Saint
Petersburg State University. “Those who fail in this field are those who refuse to be open
to new ideas.”
However, engineers’ tendency to favour established techniques can prevent many from
considering or applying new technologies and processes. Our interview subject at the
UK’s IET noted: “Some engineers do not progress because they have become so used
to doing things a certain way that they are not able to keep up with progress or new
engineering techniques.”
For these reasons, many engineers are acutely aware of the need to adapt to changes
in their roles and industry, and eager to accept opportunities to improve their skills.
Engineers are acutely aware of the need to adapt to changes
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Sourcing and motivating engineering talent“Engineers tend to resent being moved to the sidelines in the workplace, so we have to make sure we have an environment that cultivates and protects them from feeling like they are unimportant.” – Professor of HR, Saint Petersburg State University
While offering competitive remuneration may not be an option for all businesses, our
research has revealed employers can use a number of other methods to attract top
engineering candidates.
Address their priorities
Employers seeking skilled engineering candidates need to appeal to their basic
professional interests. Engineers value roles that require technical and analytical skills
to provide creative, tangible solutions to problems. They also tend to avoid
management systems that interfere too heavily with the primary processes necessary
to complete projects.
When searching for candidates, employers should reinforce the link between technical
capabilities and the associated outcomes or applications in each role. Employers
should also review management structures to ensure that engineers’ interactions with
managers are minimal and efficient, and do not interfere with workers’ core functions.
/18SOURCING AND MOTIVATING ENGINEERING TALENT
Employers should reinforce the link between technical capabilities and the associated outcomes
Offer opportunities for growth and advancement
Training and growth opportunities may provide an effective incentive for skilled
graduates and can also help to retain workers intent on career progression.
Engineers have an acute desire to remain competitive and relevant, especially in
industries that change constantly. Many also lack soft skills required for long-term
success in an engineering career.
For this reason, education can be a powerful tool for employers trying to attract
and retain top engineering talent. By offering comprehensive training in modern
techniques and technologies, as well as soft skills development, employers can
position their businesses as environments in which engineers can learn and advance
their careers while working.
/19SOURCING AND MOTIVATING ENGINEERING TALENT
Engineers have an acute desire to remain competitive and relevant
Foster a sense of community
Despite their independent nature and ability to work autonomously, engineers value
workplaces that are welcoming personally as well as professionally.
Organizations seeking to strike a point of difference in a competitive employment
market should consider fostering a collegial workplace environment for their engineers.
Initiatives could extend from basic amenities and physical office layout to flexible
working practices and social programs.
Engineers also like to be acknowledged for their work. When asked how employers
can keep their engineers happy, our source at the Saint Petersburg State University
noted that engineers value having power in decision-making processes and putting
their names to new projects and ideas.
“We implement a lot of training programs and continuing education programs to
keep talent happy,” said the interviewee. “Giving them exposure to new things and
allowing them to take credit works both ways – it builds their professional reputation,
but they also become more valuable as workers and they bring the firm along. It’s a
win-win situation.”
/20SOURCING AND MOTIVATING ENGINEERING TALENT
Engineers value having power in decision-making processes
/21
Five tips for attracting and retaining engineering staff
ENCOURAGE CREATIVE THINKING
REMOVE IMPEDIMENTS
TO WORK
NURTURE INNOVATION
CREATE A WELCOMING WORKPLACE
INVEST IN SOFT SKILLS
The following are five steps employers can take to attract engineering talent in a competitive employment market.
1. Encourage creative thinking – engineers favor roles that require them to apply
analytical and technical expertise to solve problems. Organizations can attract
and retain engineers by promoting problem solving and creative thinking to keep
them engaged.
2. Remove impediments to work – engineers dislike having politics and managerial
influence interfere with their core objectives. Organizations should revise
management structures and key performance indicators to maximize the time
engineers spend on core tasks.
3. Invest in soft skills – as tertiary qualifications often don’t include soft skills, many
engineers lack experience in abilities such as leadership and management. Offering
soft skills training improves engineers’ ability to work within an organization and
equips them with abilities essential for sustaining a successful career.
/22FIVE TIPS FOR ATTRACTING AND RETAINING ENGINEERING STAFF
/23FIVE TIPS FOR ATTRACTING AND RETAINING ENGINEERING STAFF
4. Nurture innovation – as with soft skills, innovative processes, techniques and
technologies are essential for engineers to remain relevant and capable within their
industries. By offering training and encouraging experimentation with innovative
practices, organizations nurture engineers’ career growth and stand to improve
internal efficiency.
5. Create a welcoming workplace – though engineers work well independently,
many value workplaces that are also personally welcoming. Organizations
can promote collegial working environments by supplementing professional
development with social, civic and charity initiatives that staff can choose to
partake in.
EXIT
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ABOUT KELLY SERVICES®
Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a global leader in providing workforce solutions. Kelly® offers
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