We are pleased to announce the WINNER of the 5th annual “Best Civil Engineering Firm Logo” contest! Every year we receive dozens of entries from firms big and small all across the country. Each firm has their own meaningful story behind the development or evolution of their logo and they are always a pleasure for us to evaluate. Beyond the visual elements of the logo, we also evaluate how well each logo is utilized in the overall branding of the company and how well it is incorporated into social media. We would like to thank ALL of those who entered this year’s contest, and at the end of the day, as long as your logo is something that you can stand proud beside that is really all that matters!
So, without further ado, we would like to extend an enormous round of applause to this year’s winner:
“Stantec is thrilled to have our logo recognized by CivilEngineeringCentral.com. We’re proud of our new logo and feel that it embodies who we are. As a lens, it evokes the creative way we see the world and the community-minded approach we bring to every project. The warm colors represent the warmth of our client relationships, while the S-shape builds on the heritage of our past logo in a fresh, new way, reinforcing our creative approach and our dedication to community and relationships.”
-Crystal Kerr, Director, Marketing & Communications, Stantec
As a search consultant I have the opportunity to speak with dozens of civil engineering professionals across the country on a daily basis. I speak with key executives in the C-Suite, Project Engineers, and to every level of civil engineering professional in between. After learning about their skill set and their contribution to their organization and to our nation’s infrastructure I always ask the following question:
“What would be a motivating factor that would prompt you to explore a new opportunity?”
Most of the time I get responses that include phrases like:
⇒“Larger, more challenging projects”
⇒“Smaller company” / “Larger company”
But every so often I will connect with a candidate who is working for a firm where the existing leadership has the ol’ “if it ain’t broke don’t fix it mentality.”
Over the past few months I have run into a number of firms who just cannot get out of their own way as a result of their “we’ve always done it this way” point of view.
⇒I recently heard of a firm that was poised for growth and had determined that they had to make some changes by creating a couple of new positions that would really help take them to the next level. One of these positions was Chief Operating Officer. The Board of Directors developed a detailed job description that outlined a plan moving forward and the positive impact that the addition of a COO would make. At the end of the day they decided to put the role on the back-burner for no other reason than the company ownership, all of whom have been with the company for 35+ years, felt that what they were doing has worked for the past twenty five years and there was no sense changing things up. The younger generation of engineers and future leaders of this organization are unsettled by all of this and will likely be future leaders somewhere else.
⇒Another firm that has a strong tradition of excellence within the Mid-Atlantic region is unwilling to budge on their vacation policy. Not one single person they say, from the CEO on down, receives more than three weeks of vacation. It is non-negotiable. I am all about hard work, trust me, I am typing this on a Saturday. But to remain competitive in the marketplace you need to be able to do better than three weeks vacation, especially for senior level professionals who have certainly earned four weeks anyway. This is another example of an existing ownership with an “old school” mentality that is not able to see the forest through the trees, in my opinion.
⇒These are just a few examples; there are plenty of companies out there who lag behind in technology, training, and who preach a culture and a philosophy of innovation but whose actions show otherwise.
On the other hand, I have had some first hand experience working with clients who understand the importance of change, organizational evolution, and constant re-evaluation.
⇒I recently worked with a client who saw an enormous amount of opportunity in the marketplace, but just could not break free from their 30 employee shell. The CEO of the company reached out to me and shared with me his vision to become an ENR Top 500 firm, and he was ready to invest in the right people to make that happen. He was acting as CEO, COO, Director of Business Development and Director of Engineering, and as you can imagine, could barely see one step ahead of himself. We successfully conducted a search for him and he now has in place a Director of Engineering and an Executive Vice President who has actively taken on the operations element of the firm and is contributing to business development and strategy. As a result of investing in these two key hires they are looking to double in size in the next 18 months.
⇒Another client has been in business for nearly 40 years and is in its second generation of ownership, currently working towards the third generation. The company ownership is split between five or six shareholders, but they have limited the length of time that shareholders can be shareholders. This allows for the semi-regular turnover of ownership which leads to the replenishment of fresh and innovative ideas.
⇒Another firm not only encourages its employees to think “outside-the-box,” but they actually allow for those ideas to be implemented. As traditional and conservative as civil engineers traditionally are, the willingness to try something new may seem a little risky, but their clients REALLY enjoy their willingness to present innovative approaches and concepts to many age old problems. This type of mentality and philosophy is attractive to many people and as a result helps them bring top talent in the door, and it excites the clients and keeps them coming back for more.
Change can often be scary, but it is necessary. History shows that those firms who are satisfied with the status quo, and who drown themselves in “we’ve always done it this way” mentality will eventually be left in the dust.
May you not be left in the dust!
The legalization of marijuana use in Colorado and Washington is causing an uprising within the A/E marketplace. It has been reported that firms are trying to determine policies that take in consideration federal and state laws while being mindful of employee and client safety. Speaking with operations and human resources executives on the legalized use of marijuana by employees, I am receiving one unified comment:
Marijuana use will not be tolerated-whether legal in the state the employee works or not.
Civil engineering and architect employers believe that any potential impaired judgement could lead to fatal design issues or poor decision making. I asked several executives how recreational use of the drug during personal hours is any different than staff consuming alcohol on their own time. Additionally, I asked “If an employee goes on vacation to Colorado or Washington, then smokes marijuana, returns and tests positive- what will happen?” I received a variety of responses to both these questions, but no clear answer. “Too many shades of gray. Employees need to take responsibility. If they are smoking in a legalized state on vacation, chances are they are smoking at their homes too.” Emotions are running deep on this topic.
The Department of Defense has reported that contractors who test positive for any drug use may lose their security clearance. Similarly, other federal agencies require contractors/engineering firms to drug test staff working on their projects. This would clearly direct firms providing services to those agencies. Liability insurances for many firms are expected to rise.
NORML (www.NORML.org) shares “marijuana is the third most popular recreational drug in America (behind only alcohol and tobacco), and has been used by nearly 100 million Americans. According to government surveys, some 25 million Americans have smoked marijuana in the past year, and more than 14 million do so regularly despite harsh laws against its use. Our public policies should reflect this reality, not deny it.”
Carol Metzner President, The MetznerGroup Managing Partner, CivilEngineeringCentral.com View Carol’s profile & connect with her on LinkedIn civil engineering jobs :: civil engineering resumes :: civil engineering blog :: civil engineering discussion
I was thinking along the lines of major pothole repair in northern Chester County here in PA after all this snow and frigid temperatures…but this would be a great shot in the arm to the economy! ~Matt
Originally posted on Swampland:
The program would include funding from $150 billion in revenue raised through “pro-growth business tax reform”, said the White House. The initial announcement said this would include “closing unfair tax loopholes, lowering tax rates, and making the system more fair,” though it included few specific details.
Infrastructure in the United States has deteriorated in recent years, and the American Society of Civil Engineers gave the country’s roads, ports, bridges and other infrastructure an overall grade of D+ last year in its annual rating program. The Associated Press found last year that 65,605 bridges in the federal National Bridge Inventory were classified as “structurally deficient.”
The Obama administration called for a $77 billion transportation program last year as part of its 2013 budget proposal and has proposed other…
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As I have been enjoying the Winter Olympic Games in Sochi on TV I began to consider the unique engineering and construction of infrastructure necessary to pull off such an amazing feat. The infrastructure must not only be able to satisfy the expectations of the 2014 Winter Olympics, but it must be able to satisfy future needs for post-Olympic plans and activities. The costs entailed in developing effective and efficient transportation systems, in building quality housing for Olympic athletes and coaches, in designing surrounding facilities to accommodate and satisfy the thousands and thousands of tourists and spectators, and creating state of the art and sustainable sporting venues are enormous. After doing a little bit of digging around I came across the following infographic below that was produced by the New Jersey Institute of Technology. It is entitled, “Engineering the Sochi Winter Olympics.” Enjoy!
What is the Martin Luther King, Jr. Day of Service?
According to the MLK.gov website:
After a long struggle, legislation was signed in 1983 creating a federal holiday marking the birthday of Rev. Dr. Martin Luther King, Jr.
In 1994, Congress designated the Martin Luther King Jr. Federal Holiday as a national day of service and charged the Corporation for National and Community Service with leading this effort. Taking place each year on the third Monday in January, the MLK Day of Service is the only federal holiday observed as a national day of service – a “day on, not a day off.” The MLK Day of Service is a part of United We Serve, the President’s national call to service initiative. It calls for Americans from all walks of life to work together to provide solutions to our most pressing national problems. The MLK Day of Service empowers individuals, strengthens communities, bridges barriers, creates solutions to social problems, and moves us closer to Dr. King’s vision of a “Beloved Community.”
QUESTION FOR THE CIVIL ENGINEERING COMMUNITY:
Does your firm encourage its employees to participate in this National Day of Service? Do they encourage employees to use the day to serve the community on their own? Does your firm participate as an entire organization? Please let our extensive readership know what you or your firm is doing to honor the MLK National Day of Service.