AEC TALENT DECISION DRIVERS SURVEY
Comprehensive Insights Report
RESPONDENT SNAPSHOT
Leadership trust, career clarity, and workload sustainability drive retention more than compensation alone.
Compensation matters. But culture, leadership credibility, and growth clarity determine longevity.
Flexibility is not a perk. It is an operating expectation. Hiring process quality
Recruiting success is relationship driven.
Poor management—not pay—is the primary driver of departure.
Reputation travels through people, not platforms.
Retention success is leadership driven.
Questionby-Question Insights
QUESTION-BY-QUESTION INSIGHTS
1
2
Reflecting on your most recent career transition, how likely were you to respond to outreach from the following sources?
OVERALL PATTERNS
TIER 1 – HIGHEST ENGAGEMENT
» Relationship-based outreach:
• Friends or colleagues
• Firm leaders
• Hiring managers
TIER 2 – MODERATE ENGAGEMENT
» Internal HR / Talent Acquisition
NOTABLE DEMOGRAPHIC SKEWS
» Early-career professionals rely on structured access points (job boards / fairs).
» Senior professionals respond almost exclusively through trusted relationships.
SUMMARY
TIER 3 – LOWER ENGAGEMENT
» External recruiters
» Job boards
» Career fairs
» Smaller firm respondents show higher responsiveness to leadership outreach.
» Large firm respondents show higher responsiveness to structured channels.
Pipeline entry varies by career stage. Trust determines responsiveness at senior levels.
TAKEAWAYS & TIPS
» Build dual strategies: infrastructure for early talent and relationship mapping for senior hires.
» Equip principals to convert, not cold-source.
» Invest in recruiter messaging alignment.
» Don’t overestimate brand authority in cold outreach.
Considering past hiring processes you’ve been through, what have been the most frustrating aspects?
OVERALL TOP FRUSTRATIONS
» Slow or disorganized communication.
» Lack of transparency.
» Process too long.
» Unclear expectations.
» Feeling like just a number.
» Multiple interviews.
NOTABLE DEMOGRAPHIC SKEWS
» Gen Z is most sensitive to communication delays.
» Senior-career respondents are most frustrated by repetitive interviews.
SUMMARY
“OTHER” RESPONSES
» Ghosting.
» Repetitive interviews.
» Unrealistic salary ranges.
» Unprepared hiring teams.
» Being asked to perform unpaid work.
» Large firm respondents are more likely to report “feeling like a number.”
» Small firm respondents cite lack of transparency.
Uncertainty, not duration, creates frustration.
TAKEAWAYS & TIPS
» Publish hiring timelines.
» Assign process owners.
» Eliminate repetitive interview questions.
» Close every feedback loop intentionally.
QUESTION-BY-QUESTION INSIGHTS
3
4
At what point does the hiring process feel too long?
OVERALL
40% After 4 weeks
35% Timeline matters less than communication
14% After 2 weeks
SUMMARY
NOTABLE DEMOGRAPHIC SKEWS
» Early-career talent becomes anxious faster.
» Senior professionals tolerate length if communication is consistent.
» Midwest/Southeast slightly more tolerant of longer timelines.
Four weeks is the psychological threshold. Silence accelerates attrition.
TAKEAWAYS & TIPS
» Establish 30-day service level agreements (SLAs) with hiring managers that define expected timelines, responsibilities, and standards for the recruiting process.
» Set weekly candidate touchpoint minimums.
» Automate status updates if necessary.
To what extent did your most recent hiring process influence your decision to accept a position?
OVERALL
34% Some influence
31% Strong influence
26% Little / no influence
9% Deciding factor
SUMMARY
NOTABLE DEMOGRAPHIC SKEWS
» Early-career candidates are heavily influenced by process experience.
» Senior-career candidates use process quality as a proxy for leadership credibility.
» Smaller firms gain or lose credibility faster based on process professionalism.
Hiring experience is brand proof.
TAKEAWAYS & TIPS
» Train interviewers in candidate experience.
» Treat interviews as culture demonstrations.
» Close with intentional messaging.
Which statement best reflects the role that hiring and onboarding played in your decision to stay with a firm?
OVERALL
42% Little impact
40% Gave confidence
12% Reinforced long-term decision
6% Raised concern
SUMMARY
» Publish compensation philosophy. 5 6
NOTABLE DEMOGRAPHIC SKEWS
» Early-career retention is more influenced by onboarding quality.
» Senior professionals view onboarding as alignment confirmation.
» Larger firms show a wider variance in onboarding impact.
Onboarding prevents doubt but does not guarantee loyalty.
TAKEAWAYS & TIPS
» Develop structured 30-60-90-day plans.
What
» Assign mentors.
» Conduct 90-day feedback conversations.
is one thing AEC firms could do to significantly improve their hiring or onboarding experience?
MAJOR THEMES
COMMUNICATION
» Be responsive.
» Many respondents state they “never hear back.” TRANSPARENCY
» Publish compensation bands.
» Clarify interview steps.
SUMMARY
MENTORSHIP
» Assign day-one mentors.
» Extend onboarding beyond week one. COMPENSATION
» Share salary information upfront. Avoid / stop haggling with candidates.
LEADERSHIP & MANAGER QUALITY
» Train hiring managers.
» Avoid repetitive interviews / questions.
CULTURE & WORKLOAD
» Be honest about workload expectations.
Candidates want clarity, honesty, and preparedness.
TAKEAWAYS & TIPS
» Document role expectations.
» Standardize onboarding playbooks.
Based on your past experiences, how important has it been that an employer’s purpose (beyond profit) influenced your decision to join or consider a role?
OVERALL RESULTS
12% Essential
51% Very important
19% Moderately important
17% Slightly important
1% Not important
PATTERNS
» 63% of respondents rate purpose as highly influential.
» Only 12% of respondents consider it essential.
» Purpose strengthens attraction but does not independently drive decisions.
NOTABLE DEMOGRAPHIC SKEWS
» Younger professionals weigh purpose more heavily during evaluation.
» Senior professionals assess purpose through demonstrated impact, not messaging.
» Purpose resonates most when tied to visible infrastructure or community outcomes.
SUMMARY
Purpose enhances employer appeal but does not override compensation, leadership, or growth clarity.
TAKEAWAYS & TIPS
» Anchor purpose in real project examples.
» Avoid abstract mission language.
» Equip leaders to connect purpose to operational reality.
QUESTION-BY-QUESTION INSIGHTS
How influential was total compensation (base + bonus + longterm incentives) in your decision to accept your current role?
OVERALL RESULTS
52% Extremely influential
33% Somewhat influential
13% Slightly influential
1% Not at all influential
» Articulate culture and flexibility offerings clearly alongside compensation. 8 9
PATTERNS
» 85% of respondents report compensation as considerably influential.
» Compensation functions as a baseline expectation.
» Very few candidates discount pay as irrelevant.
NOTABLE DEMOGRAPHIC SKEWS
» Early-career professionals show stronger sensitivity to compensation levels.
» Senior professionals expect compensation alignment but weigh leadership equally.
» Smaller firms see heightened pay sensitivity compared to larger firms.
SUMMARY
Compensation is a baseline expectation. It opens the door, but is not the only factor in acceptance decisions.
TAKEAWAYS & TIPS
» Publish your compensation philosophy and bonus structure.
» Address pay transparency early in the hiring process.
» Align compensation with workload expectations.
When evaluating a new role, which statement best reflects how you typically make tradeoffs?
OVERALL RESULTS
46% Accept lower compensation for flexibility / culture / growth
44% Need both competitive compensation and strong culture
10% Prioritize compensation above all else
PATTERNS
» 90% of respondents require culture and / or flexibility alongside compensation.
» Only 10% of respondents prioritize compensation alone.
» Tradeoffs are strategic, not purely financial.
NOTABLE DEMOGRAPHIC SKEWS
» Younger professionals are more willing to trade salary for flexibility.
» Mid-career professionals increasingly expect both pay and culture.
» Senior professionals tolerate tradeoffs only within market-aligned limits.
SUMMARY
Flexibility and culture are nearly as influential as compensation.
TAKEAWAYS & TIPS
» Lead with growth clarity and workload realism.
» Avoid competing solely on salary.
QUESTION-BY-QUESTION INSIGHTS
Considering past career decisions, please rank the following statements based on what resonated with you the most.
RANKED PRIORITIES
1. Flexibility to manage life and work.
2. Trusted and respected leadership.
3. Opportunities to grow without leaving the firm.
4. Pride in the work.
5. Being seen as a whole person.
6. Opportunity to lead and mentor.
7. Positive community impact.
PATTERNS
» Flexibility and leadership trust dominate.
» Growth ranks above prestige.
» Community impact ranks lowest.
NOTABLE DEMOGRAPHIC SKEWS
» Flexibility ranks highest across nearly all career stages.
» Leadership trust increases in importance with tenure.
» Growth clarity is strongest among mid-career professionals.
SUMMARY
Flexibility and leadership credibility are foundational drivers of career decisions.
TAKEAWAYS & TIPS
» Show how flexibility works in practice, not just on paper.
» Build trust through consistent, visible leadership.
» Create clear growth paths so people don’t have to leave to advance.
Based on past experiences, please rank how the following influenced your initial perception of a firm.
RANKED PRIORITIES
1. Word of mouth
2. Leadership visibility
3. Industry recognition
4. Firm website
5. LinkedIn
6. Industry association engagement
7. Community engagement
8. Glassdoor
9. Instagram
10. Facebook
SUMMARY 10 11
PATTERNS
» Word of mouth dominates.
» Leadership visibility strongly shapes early perception.
» Social platforms have minimal influence.
NOTABLE DEMOGRAPHIC SKEWS
» Senior professionals rely heavily on word-of-mouth signals.
» Younger professionals show slightly higher sensitivity to LinkedIn presence.
» Leadership visibility influences perception across all segments.
Reputation travels through trusted networks, not broad social platforms.
TAKEAWAYS & TIPS
» Encourage employee advocacy.
» Invest in leadership visibility on LinkedIn.
» Maintain a clear, professional website presence.
QUESTION-BY-QUESTION INSIGHTS
Considering your past experiences in the AEC industry, please rank the following based on their level of importance in your career decisions.
RANKED IMPORTANCE
1. Compensation & financial reward
2. Work-life harmony & flexibility
3. Benefits & security
4. Firm culture & values
5. PTO
6. Career growth & development
7. Leadership & management quality
8. Feeling valued & heard
9. Stability & long-term viability
10. Teamwork & collaboration
11. Purpose & meaningful work
12. High quality clients & projects
13. Firm reputation
14. Firm reputation in the market
15. Project types & clients
16. Individual recognition
17. Ownership & long-term investment
18. Community engagement & social impact
SUMMARY
PATTERNS
» Financial stability and flexibility anchor decision-making.
» Culture and leadership quality remain central.
» Community impact consistently ranks the lowest.
NOTABLE DEMOGRAPHIC SKEWS
» Early-career professionals emphasize growth and development.
» Mid-career professionals prioritize stability and benefits.
» Senior professionals elevate leadership quality and financial alignment.
Compensation and flexibility create security. Leadership and culture create longevity.
TAKEAWAYS & TIPS
» Clarify compensation structures and benefits clearly.
» Strengthen leadership credibility internally and externally.
» Show visible growth paths within the firm.
QUESTION-BY-QUESTION INSIGHTS
In your ideal role, which do you value more?
OVERALL RESULTS
75% Gaining experience across a diverse mix of clients and project types
25% Becoming a subject-matter expert through specialization
OTHER RESPONSES
» Both specialization and diversity.
» Strategic direction across diverse clients.
» Respect and mentorship elements.
SUMMARY
PATTERNS
» A strong majority of respondents prefer breadth over specialization.
» Exposure to diverse clients and projects is viewed as career-enhancing.
» Specialization is valued but not dominant.
NOTABLE DEMOGRAPHIC SKEWS
» Early-career professionals show strong preference for broad exposure.
» Mid-career professionals value diversity to expand leadership options.
» Senior professionals are evenly split between breadth and specialization.
Most professionals want career breadth, not narrow silos.
TAKEAWAYS & TIPS
» Ask candidates early whether they prefer variety or specialization.
» Emphasize rotational exposure opportunities.
» Showcase cross-sector mobility within the firm.
Which work arrangements would you consider when evaluating a new role?
OVERALL RESULTS
» HYBRID: strongest selection.
» REMOTE: meaningful but secondary preference.
» FULLY IN-OFFICE: minority preference.
» OTHER: included variations such as 4-in / 1-out days and flexibility when needed.
PATTERNS
» Hybrid is the dominant expectation.
» Fully in-office preference exists but is not the majority.
» Remote is desirable but not universal.
NOTABLE DEMOGRAPHIC SKEWS
» Younger professionals are more open to remote flexibility.
» Mid-career professionals prefer hybrid stability.
» Senior professionals show wider distribution depending on role scope.
SUMMARY
Hybrid is now the market baseline.
TAKEAWAYS & TIPS
» Define hybrid policy clearly and consistently.
» Avoid vague flexibility messaging.
» Align work arrangements with workload expectations.
QUESTION-BY-QUESTION INSIGHTS
What does “work flexibility” mean to you?
RANKINGS
» Ability to attend family or personal life events.
» Adjustable start/end times.
» Remote or hybrid options.
» Supportive leadership when life happens.
» Autonomy over how work gets done.
» Compressed work weeks.
» Predictable workload expectations.
PATTERNS
» Flexibility is primarily about life integration, not location.
» Leadership behavior strongly influences perceived flexibility.
» Predictable workload expectations matter nearly as much as remote access.
NOTABLE DEMOGRAPHIC SKEWS
» Early-career professionals emphasize schedule autonomy.
» Mid-career professionals prioritize workload predictability.
» Senior professionals emphasize leadership support during life events..
SUMMARY
Flexibility is cultural autonomy, not simply remote policy.
TAKEAWAYS & TIPS
» Train managers in flexibility philosophy.
» Set clear workload expectations.
» Normalize life-event accommodation conversations.
trust
IS KEY
QUESTION-BY-QUESTION INSIGHTS
When evaluating an AEC firm as an employer, how do you generally view the following benefits?
OVERALL HIGHLIGHTS
EXPECTED – These are baseline expectations in today’s AEC market.
» Parental leave – maternal and paternal.
» Bonus or incentive compensation.
» Employer match 401(k) or profit sharing.
» Paid time off (PTO) / Flex time off (FTO) Clear path to advancement.
» Strong onboarding and early-career support.
» Professional development / continuing education.
» Performance incentive / bonus opportunities.
» Paid testing for licensure. These benefits are assumed. Their absence creates friction.
NICE TO HAVE – These benefits are appreciated but rarely decisive in career decisions.
» 100% company-paid employee medical insurance.
» Wellness or mental health benefits
» Wellness subsidies (gym memberships, fitness reimbursement, etc.).
» Ownership opportunities (equity, ESOP, long-term wealth building).
» Compressed schedule options (4 / 10s, 9 / 80s).
» Comp time or flexible overtime policies.
» Student loan assistance.
» Tuition reimbursement.
» Volunteer time off (VTO).
» Floating holidays.
» Flexible schedule (day-to-day flexibility).
» Mentorship program.
» Employee referral bonuses.
» Employee recognition programs.
» Paid professional association memberships with ability to participate. These enhance perception but do not typically drive final decisions.
SUMMARY
Baseline benefits must be competitive simply to remain viable in the market. What differentiates firms is not wellness stipends or floating holidays — it is:
» Clear advancement pathways
» Ownership or wealth-building opportunities
» Strong onboarding and career development Perks attract. Pathways differentiate.
PATTERNS
» Core financial and security benefits are a bare minimum.
» Lifestyle perks enhance employer brand but rarely influence acceptance.
» Advancement clarity and ownership structures significantly differentiate firms.
» Growth and long-term wealth-building rank higher than wellness perks.
NOTABLE DEMOGRAPHIC SKEWS
» Early-career professionals show stronger interest in student loan assistance and tuition reimbursement.
» Mid-career professionals prioritize parental leave, PTO, and benefits security.
» Senior professionals place higher value on ownership, profit sharing, and long-term financial alignment.
» Advancement clarity influences all generations, but especially mid-career talent.
TAKEAWAYS & TIPS
» Clearly categorize benefits in recruiting materials as foundational vs differentiating.
» Lead with advancement and ownership opportunities in senior recruiting conversations.
» Avoid over-indexing on low-impact perks in marketing messaging.
» Tie profit sharing and bonus programs to measurable performance outcomes.
» Make onboarding and career development visible in offer-stage conversations.
QUESTION-BY-QUESTION INSIGHTS
Have you ever made a referral to bring someone into a company you worked for?
OVERALL RESULTS
SUMMARY
SUMMARY 17 18 65% Yes 35% No
PATTERNS
» Referral behavior is common.
» One-third of respondents have never referred someone.
NOTABLE DEMOGRAPHIC SKEWS
» Senior professionals are more likely to have made referrals.
» Professionals in smaller firms show higher referral participation.
» Early-career professionals are less likely to refer due to smaller networks.
Referral culture exists but is not universal.
TAKEAWAYS & TIPS
» Strengthen referral encouragement programs.
» Make referral processes simple and visible.
» Communicate open roles internally consistently.
What factors have motivated you to refer someone to a company you worked for?
OVERALL TOP SELECTIONS
» Believed the person would be a strong fit.
» Felt confident the role aligned with the person’s goals.
» Wanted to help someone in their network.
» Positive personal experience with the firm.
» Referral incentive offered.
PATTERNS
» How well the candidate will “fit” with the firm outweighs financial incentives.
» Personal reputation risk influences referral behavior.
» Positive internal experience drives referrals more than bonuses.
NOTABLE DEMOGRAPHIC SKEWS
» Senior professionals prioritize fit alignment before making referrals.
» Mid-career professionals weigh reputation impact heavily before making referrals.
» Incentives have moderate influence but rarely are the primary motivation for employees making referrals.
Trust in the firm drives referral willingness.
TAKEAWAYS & TIPS
» Build internal employee satisfaction first.
» Clearly communicate role expectations to employees.
» Emphasize cultural fit when requesting referrals.
QUESTION-BY-QUESTION INSIGHTS
What has prevented you from referring candidates in the past?
OVERALL TOP SELECTIONS
» Concern how the referral may reflect on the referee.
» Uncertainty about who is a good fit.
» Limited professional network.
» Past referral experiences were not positive.
“OTHER” RESPONSES
» Role location constraints.
» Lack of remote flexibility.
» Not aware of open roles.
PATTERNS
» Reputation risk is the dominant barrier to making referrals.
» Lack of role clarity reduces referral confidence.
» Network limitations affect early-career professionals from making referrals.
NOTABLE DEMOGRAPHIC SKEWS
» Mid-career professionals are most sensitive to reputation risk.
» Early-career professionals cite smaller networks.
» Referral hesitation increases in firms with unclear advancement structures.
SUMMARY
Employees refer when they trust leadership and understand the role they are referring someone to apply for.
TAKEAWAYS & TIPS
» Clarify role expectations before requesting referrals.
» Communicate with referrer about the referral outcome.
» Communicate open roles internally in real time.
How clear is the career path at your firm (including expectations, skills, and competencies required to advance)?
OVERALL RESULTS
52% SOMEWHAT CLEAR general idea but lack specifics
25% VERY CLEAR understand what’s required to advance
16% NOT VERY CLEAR inconsistent expectations
8% NOT CLEAR AT ALL not well defined
PATTERNS
» Only one-quarter of respondents state career paths are very clear.
» Over half of respondents operate with partial clarity.
» Nearly one-quarter of respondents experience low or no clarity.
Career path opacity is widespread.
NOTABLE DEMOGRAPHIC SKEWS
» Early-career professionals express greater frustration with lack of career path specifics.
» Mid-career professionals show the highest sensitivity to advancement ambiguity.
» Smaller firms report wider variability in career path clarity.
SUMMARY
Career path clarity is inconsistent across firms and often underdeveloped.
TAKEAWAYS & TIPS
» Define competencies required for each level.
» Publish advancement criteria internally.
» Align compensation growth with skill development / progression.
QUESTION-BY-QUESTION INSIGHTS
How much does clarity around career paths and advancement expectations impact your decision to stay with an AEC firm?
OVERALL RESULTS
53% Important but not primary factor
23% Major factor
17% Some impact but not decisive
5% Little to no impact
5% Too unclear to assess
SUMMARY
PATTERNS
» 76% of respondents report career clarity as meaningful to retention.
» Advancement visibility directly affects stay decisions.
» Few professionals dismiss career clarity as irrelevant.
NOTABLE DEMOGRAPHIC SKEWS
» Mid-career professionals weigh career clarity most heavily.
» Early-career professionals tie clarity to confidence and security.
» Experienced professionals prioritize clarity and leadership credibility.
Career clarity is a retention stabilizer.
TAKEAWAYS & TIPS
» Conduct focused annual advancement conversations.
» Build visible career ladders.
» Tie mentorship programs to advancement criteria.
CAREER CLARITY
equalsRETENTION
QUESTION-BY-QUESTION INSIGHTS
SUMMARY 22
Reflecting on your most recent departure from an AEC firm, which factors played the greatest role in that decision?
OVERALL TOP SELECTIONS
30% Poor direct management
29% Poor firm leadership
26% Lack of clear career path
26% Workload or burnout
23% Compensation misalignment
22% Feeling undervalued
19% Misalignment with culture
18% Lack of mentorship
*Respondents could select multiple factors.
PATTERNS
» Leadership and management issues dominate departure drivers.
» Career clarity and workload closely follow.
» Compensation ranks below leadership and burnout factors.
NOTABLE DEMOGRAPHIC SKEWS
» Early-career professionals are more likely to cite mentorship gaps.
» Mid-career professionals strongly cite advancement limitations.
» Senior professionals frequently cite leadership credibility issues.
23
People leave managers and leadership, not just pay structures.
TAKEAWAYS & TIPS
» Invest in manager training and accountability.
» Conduct stay-interviews annually.
» Closely monitor workload sustainability.
Before leaving, did you try to address the issue(s) with your manager, HR, or leadership?
OVERALL RESULTS
45% Yes — but it did not improve
32% Not applicable
15% No — did not feel it would make a difference
5% Yes — and it improved
3% No — did not feel safe raising it
PATTERNS
» Nearly half of respondents attempted resolution but saw no improvement.
» Only 5% of respondents reported successful resolution.
» Psychological safety remains inconsistent.
NOTABLE DEMOGRAPHIC SKEWS
» Senior professionals are more likely to attempt resolution.
» Early-career professionals are less likely to escalate concerns.
» As firm size increases, so does the probability that challenges are seen through to resolution.
SUMMARY
Internal issue resolution mechanisms are often ineffective.
TAKEAWAYS & TIPS
» Create formal pathways for safe conflict resolution discussions.
» Train managers in conflict resolution.
» Conduct confidential climate checks.
QUESTION-BY-QUESTION INSIGHTS
SUMMARY 24
When you decided to leave a firm, what best describes why staying didn’t feel realistic?
OVERALL TOP SELECTIONS
21% Did not believe the firm would make meaningful changes
18% Found a better-fit opportunity elsewhere
17% Limited growth options
16% Raised concerns but nothing changed
15% Didn’t trust leadership
10% Culture / value misalignment
10% Workload fundamentally unsustainable
*Respondents could select multiple factors.
PATTERNS
» Loss of trust is a primary departure accelerator.
» Growth limitations compound dissatisfaction.
» External opportunities become attractive when internal credibility declines.
NOTABLE DEMOGRAPHIC SKEWS
» Mid-career professionals are most sensitive to limited growth.
» Senior professionals are most sensitive to leadership trust breakdown.
» Early-career professionals are more likely to pursue better-fit roles.
Departure becomes inevitable when trust and growth pathways collapse.
TAKEAWAYS & TIPS
» Address concerns quickly and visibly.
» Increase leadership transparency.
» Expand growth pathways and role development opportunities within the firm.
What can AEC firms and leadership teams do to enhance recruiting and retention?
THEMATIC SIGNALS
» COMPENSATION : Ensure pay reflects workload and performance.
» MENTORSHIP : Formal mentorship programs.
PATTERNS
» FLEXIBILITY: Clear flexibility policies and workload boundaries.
» COMMUNICATION: Transparent leadership messaging.
» The recommendations mirror departure drivers.
» Leadership behavior remains central to improvement requests.
» Structural clarity reduces uncertainty.
SUMMARY 25 Retention improvement requires leadership development and structural clarity.
TAKEAWAYS & TIPS
» Invest in manager development programs.
» TRUST: Consistency between stated values and actions.
» GROWTH: Clear advancement criteria and skill-building pathways.
NOTABLE DEMOGRAPHIC SKEWS
» Early-career respondents emphasize mentorship.
» Mid-career respondents emphasize advancement clarity.
» Senior respondents emphasize leadership trust and transparency.
» Publish career frameworks.
» Align compensation and workload transparently.
QUESTION-BY-QUESTION INSIGHTS
Is there anything else that impacts your decision to join or leave a firm that you would like to share?
THEMATIC SIGNALS
LEADERSHIP CREDIBILITY
» Respondents repeatedly tied their decision-making to the consistency, integrity, and direction of leadership.
I need to believe leadership knows where we’re going.”
Strategy changes every year. That instability makes it hard to stay.”
If leadership says one thing and does another, trust erodes quickly.”
I stay when I believe leadership is competent and transparent.”
Leadership credibility is less about charisma and more about predictability, transparency, and follow-through.
COMPENSATION FAIRNESS
» This was less about salary level and more about alignment and equity.
I don’t expect the highest pay, but I expect fairness.”
Compensation needs to reflect workload and responsibility.”
If I’m taking on more but not being recognized financially, that matters.”
Transparency around bonuses would go a long way.”
Perceived fairness drives engagement more than raw numbers.
GROWTH OPPORTUNITY
» Career stagnation is a recurring theme.
If I don’t see a path for ward, I start looking elsewhere.”
I shouldn’t have to leave to grow.”
Clear expectations for advancement matter more than titles.”
Internal mobility should be easier.”
Growth clarity is not optional for retention.
CULTURAL ALIGNMENT
» Culture was described less as atmosphere and more as lived behavior.
Values have to be real, not just on a website.”
If collaboration is preached but silos exist, it becomes frustrating.”
Respect matters more than perks.”
Culture inconsistency accelerates disengagement.
MENTORSHIP ACCESS
» Especially for earlier-career professionals, mentorship drives belonging.
I want someone invested in my development.”
Onboarding shouldn’t end after two weeks.”
Mentorship needs structure, not chance.”
Development signals long-term investment.
FLEXIBILITY REALISM
» Flexibility messaging must match operational reality.
Flexibility only works if workload expectations support it.”
Hybrid is meaningless if meetings require being in office constantly.”
I value autonomy over micromanagement.”
Flexibility without trust feels performative.
TRUST CONSISTENCY
» Trust appears as the connective theme across responses.
I need to trust that concerns will be addressed.”
When I raised issues, nothing changed. That’s when I left.”
If I don’t feel heard, I disengage.”
Staying requires believing things can improve.”
Trust erosion is cumulative, not sudden.
QUESTION-BY-QUESTION INSIGHTS
Is there anything else that impacts your decision to join or leave a firm that you would like to share? (continued)
PATTERNS
» Open-ended responses reinforce earlier structured findings.
» Leadership behavior is mentioned more frequently than compensation alone.
» Trust breakdown is the strongest predictor of departure.
» Growth stagnation accelerates exit decisions.
» Flexibility without workload alignment feels hollow.
The decision to join or leave is rarely about a single issue. It is cumulative.
When compensation misalignment combines with unclear growth and inconsistent leadership behavior, departure becomes likely.
When trust, transparency, and advancement clarity are reinforced, retention strengthens.
TAKEAWAYS & TIPS
» Strengthen leadership visibility and strategic transparency.
» Formalize and publish clear career advancement frameworks.
» Align compensation with workload and responsibility expectations. Operationalize flexibility with defined workload boundaries.
» Implement structured mentorship beyond direct supervision.
» Conduct regular stay interviews to address concerns early.
» Close the loop visibly when employee feedback leads to change.
» Clarify bonus structures and long-term wealth-building opportunities.
» Train managers in communication, expectation-setting, and conflict resolution.
» Ensure stated cultural values align with daily leadership behavior.
Conclusion
The AEC Talent Decision Drivers Survey confirms what many leaders sense but few fully operationalize:
» Talent decisions are rational, relational, and cumulative.
» Across generations, firm sizes, and career stages, the data consistently points to the same underlying truth:
• Professionals do not leave primarily because of compensation. They leave because of broken trust, unclear growth pathways, unsustainable workload, and ineffective leadership.
• Compensation opens the door. Flexibility is expected. Benefits are assumed.
But long-term commitment is built on:
» Leadership credibility.
» Career path clarity.
» Transparent communication.
» Fair workload alignment.
» Consistent cultural behavior.
Reputation is transmitted from person to person. Trust is tested during the hiring process. Retention is determined through daily management.
Firms that will outperform in the coming decade are not simply those that pay the most. They are firms that:
» Develop strong, accountable managers.
» Clearly define advancement pathways.
» Align compensation with responsibility.
» Operationalize flexibility with discipline.
» Communicate strategy consistently and transparently.
The competitive advantage in today’s talent market is not marketing volume. It is leadership integrity.
Recruiting may begin with visibility. Retention begins with credibility.
AEC firms that intentionally align leadership behavior, structural clarity, and recruiting strategy will not only attract stronger candidates, they will build cultures where high performers want to come and choose to stay.
The talent war is not won through postings and perks.
It is won through trust.
AEC Candidate Profiles by Career Level
AEC CANDIDATE PROFILES BY CAREER LEVEL
STUDENT / INTERN (EXPLORATION STAGE)
CORE MOTIVATION
Exposure, mentorship, skill-building, and belonging.
WHAT THEY’RE LOOKING FOR
» Structured onboarding.
» Visible mentorship.
» Clear learning plan.
» Project diversity.
» Signals of long-term opportunity.
WHAT MAKES THEM JOIN
» Strong internship experience.
» Clear growth trajectory.
» Positive peer culture.
» Accessible leadership.
WHAT MAKES THEM LEAVE
» Lack of feedback.
» Poor mentorship.
» Feeling invisible.
» No defined path forward.
You won’t stagnate here.” You’ll know what it takes to advance.” You’ll be supported.” 1 2
GENERATIONAL NUANCE
(PRIMARILY GEN Z)
» Highly values flexibility.
» Expects digital responsiveness.
» Sensitive to ghosting in hiring.
» Wants transparency about expectations.
FIRM SIZE NUANCE
» Small firms must compensate for fewer formal systems.
» Large firms must avoid feeling impersonal.
RECRUITING MESSAGING ANGLE
Here’s how you’ll grow.” Here’s who will mentor you.”
Here’s what your first 12 months look like.”
ENTRY-LEVEL (0–3 YEARS)
CORE MOTIVATION
Skill acquisition and economic stability.
WHAT THEY’RE LOOKING FOR
» Clear advancement criteria.
» Structured feedback.
» Fair compensation.
» Hybrid flexibility.
» Strong management support.
WHAT MAKES THEM JOIN
» Defined career ladder.
» Compensation transparency.
» Visible project variety.
WHAT MAKES THEM LEAVE
» Lack of mentorship.
» Compensation misalignment.
» Unclear expectations.
» Being overworked without guidance.
GENERATIONAL NUANCE
» Mostly Gen Z and younger Millennials.
» More willing to trade pay for flexibility.
» Expect flexibility to be real, not symbolic.
» Place weight on leadership authenticity.
FIRM SIZE NUANCE
» Small firms can win with access to leadership.
» Large firms win with structured development programs.
RECRUITING MESSAGING ANGLE
CAREER LEVEL
EARLY CAREER
CORE MOTIVATION
Acceleration and credibility building.
WHAT THEY’RE LOOKING FOR
» Growth without leaving.
» Compensation alignment.
» Project exposure.
» Manager competence.
» Increased responsibility.
WHAT MAKES THEM JOIN
» Clear advancement timeline.
» Leadership visibility.
» Diverse client portfolio.
WHAT MAKES THEM LEAVE
» Growth stagnation.
» Leadership inconsistency.
» Burnout.
» Pay lagging role scope.
(4–7 YEARS)
GENERATIONAL NUANCE
(MOSTLY MILLENNIALS)
» Strong emphasis on flexibility + growth balance.
» Expect both compensation and culture.
» Sensitive to hypocrisy in leadership behavior.
FIRM SIZE NUANCE
» Small firms must show upward mobility.
» Midsize firms compete strongly if career ladders are clear.
RECRUITING MESSAGING ANGLE You can grow here without hopping firms.” Your workload will be sustainable.” Leadership
is accessible.”
MID-CAREER (8–14 YEARS)
CORE MOTIVATION
Stability, advancement, and leadership influence.
WHAT THEY’RE LOOKING FOR
» Clear path to senior leadership.
» Compensation aligned with responsibility.
» Predictable workload.
» Influence in decision-making.
» Long-term security.
WHAT MAKES THEM JOIN
» Leadership trust.
» Advancement clarity.
» Financial alignment.
» Work-life sustainability.
WHAT MAKES THEM LEAVE
» Limited upward mobility.
» Lack of transparency.
» Burnout.
GENERATIONAL NUANCE
(MOSTLY MILLENNIALS + GEN X)
» Less tolerant of compensation compromise.
» Strong expectations of both culture and pay.
» High sensitivity to leadership credibility.
FIRM SIZE NUANCE
» Small firms must show ownership or partnership pathways.
RECRUITING MESSAGING ANGLE Here’s your leadership runway.” Here’s how your compensation grows.” You’ll have voice and influence.” 3 4
» Feeling undervalued.
» Large firms can highlight the depth of team support, not everything falls on one person’s shoulders.
SENIOR CAREER (15+ YEARS)
CORE MOTIVATION
Leadership trust, strategic stability, and wealth alignment.
WHAT THEY’RE LOOKING FOR
» Strategic direction clarity.
» Ownership or long-term financial upside.
» Respect and influence.
» Leadership credibility.
» Organizational stability.
WHAT MAKES THEM JOIN
» Trust in executive leadership.
» Long-term wealth opportunity.
» Strategic alignment.
» Cultural consistency.
WHAT MAKES THEM LEAVE
» Leadership incompetence.
» Strategic instability.
» Trust erosion.
» Burnout without recognition.
» Compensation alone does not pull them.
» Credibility does.
GENERATIONAL NUANCE (PRIMARILY GEN X WITH SOME BOOMERS)
» Flexibility matters, but workload sustainability matters more.
» Less motivated by perks, more by leadership quality.
» Expect transparency in strategic direction.
FIRM SIZE NUANCE
» Small firms attract through influence and ownership.
» Large firms must prove strategic clarity and reduce bureaucracy.
RECRUITING MESSAGING ANGLE
Here is the strategic direction.”
Here is the leadership team.” Here is the long-term wealth alignment.”
FROM INSIGHT TO ACTION: What Will You Do with the Data?
Data is power.
You now have clarity on what drives AEC professionals to join, stay, and leave. You understand how leadership credibility, career clarity, workload sustainability, compensation alignment, and flexibility integration shape decision-making across career stages.
The question is no longer what talent values. The question is: What will you do with it?
Insight without action changes nothing. Insight with strategy changes everything.
This is the moment to move from reactive hiring to intentional talent architecture.
Where should you start? Big-picture!
» Evaluate whether your benefits package reflects what is expected in the marketplace. Does your benefits package differentiate you?
» Audit your hiring process for speed, transparency, and communication discipline.
» Examine whether your career paths are documented, visible, and consistently applied.
» Assess whether flexibility is operationalized or simply advertised.
» Determine whether your managers are equipped to build trust and retain talent.
Then
go deeper.
Segment your workforce by career level. Understand that a student, a mid-career project manager, and a senior leader are not motivated by the same variables. Their risk triggers differ. Their decision drivers differ. Your messaging and process must reflect that.
This is where strategic recruiting & retention begins.
» Develop clear AEC candidate profiles by career level. Use them to design recruitment marketing campaigns that speak directly to the motivations of each segment. Align your messaging with operational truth so that what you promise during recruiting is what candidates experience after they join.
» Create strategic recruiting campaigns that get results. The firms that treat recruiting as a strategic growth initiative, and not an administrative function, will consistently attract stronger, culture-aligned candidates and retain them longer.
Because data is power. But strategy is the advantage.
ELEVATE CAN HELP! ABOUT US
Elevate partners with AEC firms to build intentional, results-driven recruiting strategies that go far beyond job postings.
We help you clarify and articulate your employer brand, so it reflects operational truth, leadership credibility, and real growth opportunity — not generic messaging.
From there, we design targeted recruitment marketing strategies and career-stage-specific campaigns that attract qualified, culture-aligned candidates through the right channels with the right message.
Our work integrates branding, content development, digital strategy, leadership visibility, referral activation, and candidate experience design into a cohesive framework that expands your candidate pipeline and strengthens long-term retention.
We do not just help you fill roles. We help you build a sustainable talent engine aligned with your firm’s long-term growth strategy.
ABOUT US
At Elevate Advisors, we lead firms to uncover their true differentiators based on purpose, culture, and experience. We’re driven to help people and firms realize their beyond.
Elevate Advisors partners with AEC firms to solve the challenges that stand between where they are and where they want to be. From business development and brand positioning to operational strategy and organizational optimization, we help firms find opportunities and build sustainable growth.
We started Elevate because we saw a gap in the industry. Firms with incredible talent and strong project portfolios were still struggling to grow. Not because of capability, but because of clarity. Unclear positioning, inconsistent strategy, and disconnected operations were holding them back.
What makes us different is that we’ve lived it. Our team has worked in-house at local, regional, national, and global AEC firms. We’ve built the plans, managed the teams, and navigated the same challenges you’re facing right now. That perspective shapes everything we do.
Our work spans brand strategy, business development, recruitment marketing, leadership visibility, operational consulting, and organizational design. We don’t offer one-size-fits-all solutions. We build strategies around your firm, your people, and your goals.
We work with firms of all sizes across the country, and we bring the same thing to every engagement: strategic clarity, honest perspective, and a genuine investment in helping you build something that lasts.
JEN NEWMAN, FSMPS CEO
DOUG PARKER, FSMPS
COO
REBECCA PRICE
PRESIDENT
JULIA LANG VICE PRESIDENT
MHARI THOMAS MARKETING & DIGITAL STRATEGIST