Elevate Advisors AEC Talent Decision Drivers Survey Results 2026

AEC TALENT DECISION DRIVERS SURVEY

Comprehensive Insights Report

TABLE OF CONTENTS

Executive Summary

02

Question-by-Question Insights

03

Conclusion

21

AEC Candidate Profiles by Career Level

22

From Insight to Action: What Will You Do with the Data?

26

About Elevate

27

RESPONDENT SNAPSHOT GENERATION

FIRM SIZE

29–44 36% MILLENNIALS X 34% GEN 45–60 Z 22% GEN 13–28 BOOMERS 8% BABY 61+

50–99 employees 43% SMALL 26% MIDSIZE 100–499 22% X-SMALL 0–49 8% LARGE 500+

CAREER LEVEL

GEOGRAPHY

15+ years 47% SENIOR-CAREER 22% MID-CAREER 8–14 years 14% ENTRY-LEVEL 0–3 years CAREER 13% EARLY 4–7 years 3% STUDENT/INTERN

26% MIDWEST 21% SOUTHEAST 19% NORTHEAST 18% SOUTHWEST 11% SOUTHCENTRAL 6% NORTHWEST 01

EXECUTIVE SUMMARY

THIS SURVEY REVEALS A CLEAR PATTERN ACROSS GENERATIONS, CAREER STAGES, AND FIRM SIZES

1

Leadership trust, career clarity, and workload sustainability drive retention more than compensation alone.

2

Flexibility is not a perk. It is an operating expectation.

3

Hiring process quality significantly influences employer perception.

4

Poor management—not pay—is the primary driver of departure.

5

Reputation travels through people, not platforms.

Compensation matters.

But culture, leadership credibility, and growth clarity determine longevity.

Recruiting success is relationship driven.

02

Retention success is leadership driven.

Questionby-Question Insights

03

QUESTION-BY-QUESTION INSIGHTS

1

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 » LinkedIn

TIER 3 – LOWER ENGAGEMENT » External recruiters » Job boards » Career fairs

NOTABLE DEMOGRAPHIC SKEWS » Early-career professionals rely on structured access points (job boards / fairs). » Senior professionals respond almost exclusively through trusted relationships.

» Smaller firm respondents show higher responsiveness to leadership outreach. » Large firm respondents show higher responsiveness to structured channels.

SUMMARY

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.

2

» 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

“OTHER” RESPONSES

» Slow or disorganized communication. » Lack of transparency. » Process too long. » Unclear expectations. » Feeling like just a number. » Multiple interviews.

» Ghosting. » Repetitive interviews. » Unrealistic salary ranges. » Unprepared hiring teams. » Being asked to perform unpaid work.

NOTABLE DEMOGRAPHIC SKEWS » Gen Z is most sensitive to communication delays. » Senior-career respondents are most frustrated by repetitive interviews.

» Large firm respondents are more likely to report “feeling like a number.” » Small firm respondents cite lack of transparency.

SUMMARY

Uncertainty, not duration, creates frustration.

TAKEAWAYS & TIPS » Publish hiring timelines. » Assign process owners.

» Eliminate repetitive interview questions. » Close every feedback loop intentionally.

04

QUESTION-BY-QUESTION INSIGHTS

3

At what point does the hiring process feel too long?

OVERALL

NOTABLE DEMOGRAPHIC SKEWS

40% 35% Timeline matters less than communication 14% After 2 weeks

» Early-career talent becomes anxious faster. » Senior professionals tolerate length if communication is consistent. » Midwest/Southeast slightly more tolerant of longer timelines.

After 4 weeks

SUMMARY

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.

4

» 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

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.

34% Some influence 31% Strong influence 26% Little / no influence 9% Deciding factor SUMMARY

Hiring experience is brand proof.

TAKEAWAYS & TIPS » Train interviewers in candidate experience.

» Treat interviews as culture demonstrations.

05

» Close with intentional messaging.

QUESTION-BY-QUESTION INSIGHTS

5

Which statement best reflects the role that hiring and onboarding played in your decision to stay with a firm?

OVERALL

NOTABLE DEMOGRAPHIC SKEWS

42% Little impact 40% Gave confidence 12% Reinforced long-term decision 6% Raised concern

» 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.

SUMMARY

Onboarding prevents doubt but does not guarantee loyalty.

TAKEAWAYS & TIPS » Develop structured 30-60-90-day plans.

6

» Assign mentors.

» Conduct 90-day feedback conversations.

What 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.”

MENTORSHIP » Assign day-one mentors. » Extend onboarding beyond week one.

TRANSPARENCY » Publish compensation bands. » Clarify interview steps.

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.

SUMMARY

Candidates want clarity, honesty, and preparedness.

TAKEAWAYS & TIPS » Document role expectations.

» Standardize onboarding playbooks.

06

» Publish compensation philosophy.

QUESTION-BY-QUESTION INSIGHTS

7

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

PATTERNS

12% 51% Very important 19% Moderately important 17% Slightly important 1% Not important

» 63% of respondents rate purpose as highly influential. » Only 12% of respondents consider it essential. » Purpose strengthens attraction but does not independently drive decisions.

Essential

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.

purpose

» Equip leaders to connect purpose to operational reality.

MATTERS.

07

QUESTION-BY-QUESTION INSIGHTS

8

How influential was total compensation (base + bonus + longterm incentives) in your decision to accept your current role?

OVERALL RESULTS

PATTERNS

52% Extremely influential 33% Somewhat influential 13% Slightly influential 1% Not at all influential

» 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 » Address pay transparency philosophy and bonus structure. early in the hiring process.

9

» Align compensation with workload expectations.

When evaluating a new role, which statement best reflects how you typically make tradeoffs?

OVERALL RESULTS

NOTABLE DEMOGRAPHIC SKEWS

46%

» 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.

Accept lower compensation for flexibility / culture / growth

both competitive compensation 44% Need and strong culture

10% Prioritize compensation above all else

SUMMARY

Flexibility and culture are nearly as influential as compensation.

PATTERNS » 90% of respondents require culture and / or flexibility alongside compensation. » Only 10% of respondents prioritize compensation alone. » Tradeoffs are strategic, not purely financial.

TAKEAWAYS & TIPS » Lead with growth clarity and workload realism. » Avoid competing solely on salary. » Articulate culture and flexibility offerings clearly alongside compensation.

08

QUESTION-BY-QUESTION INSIGHTS

Considering past career decisions, please rank the following

10 statements based on what resonated with you the most.

RANKED PRIORITIES

PATTERNS

1.

2.

3.

4.

5.

6.

7.

» Flexibility and leadership trust dominate. » Growth ranks above prestige. » Community impact ranks lowest.

Flexibility to manage life and work.

Trusted and respected leadership.

Opportunities to grow without leaving the firm.

Pride in the work.

Being seen as a whole person.

Opportunity to lead and mentor.

Positive community impact.

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.

11

» 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

PATTERNS

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

» 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.

SUMMARY

Reputation travels through trusted networks, not broad social platforms.

TAKEAWAYS & TIPS » Encourage employee advocacy.

» Invest in leadership visibility on LinkedIn.

09

» Maintain a clear, professional website presence.

QUESTION-BY-QUESTION INSIGHTS

Considering your past experiences in the AEC industry, please

12 rank the following based on their level of importance in your career decisions.

RANKED IMPORTANCE

PATTERNS

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

» 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.

SUMMARY

Compensation and flexibility create security.

Leadership and culture create longevity.

TAKEAWAYS & TIPS » Clarify compensation structures » Strengthen leadership credibiland benefits clearly. ity internally and externally.

drives

FINANCIAL STABILITY

» Show visible growth paths within the firm.

DECISION MAKING

10

QUESTION-BY-QUESTION INSIGHTS

13

In your ideal role, which do you value more?

OVERALL RESULTS

PATTERNS

75%

» 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.

Gaining experience across a diverse mix

of clients and project types

a subject-matter expert through 25% Becoming specialization

NOTABLE DEMOGRAPHIC SKEWS OTHER RESPONSES

» 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.

» Both specialization and diversity. » Strategic direction across diverse clients. » Respect and mentorship elements.

SUMMARY

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

14 when evaluating a new role?

OVERALL RESULTS

NOTABLE DEMOGRAPHIC SKEWS

» 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.

» Younger professionals are more open to remote flexibility. » Mid-career professionals prefer hybrid stability. » Senior professionals show wider distribution depending on role scope.

PATTERNS

SUMMARY

» Hybrid is the dominant expectation. » Fully in-office preference exists but is not the majority. » Remote is desirable but not universal.

Hybrid is now the market baseline.

TAKEAWAYS & TIPS » Define hybrid policy clearly and consistently. » Avoid vague flexibility messaging. » Align work arrangements with workload expectations.

11

QUESTION-BY-QUESTION INSIGHTS

15

What does “work flexibility” mean to you?

RANKINGS

NOTABLE DEMOGRAPHIC SKEWS

» 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.

» Early-career professionals emphasize schedule autonomy. » Mid-career professionals prioritize workload predictability. » Senior professionals emphasize leadership support during life events..

SUMMARY

PATTERNS

Flexibility is cultural autonomy, not simply remote policy.

» Flexibility is primarily about life integration, not location. » Leadership behavior strongly influences perceived flexibility. » Predictable workload expectations matter nearly as much as remote access.

TAKEAWAYS & TIPS » Train managers in flexibility philosophy. » Set clear workload expectations. » Normalize life-event accommodation conversations.

trust

IS KEY

12

QUESTION-BY-QUESTION INSIGHTS

When evaluating an AEC firm as an employer, how do you

16 generally view the following benefits?

OVERALL HIGHLIGHTS

PATTERNS

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.

» 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.

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.

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.

SUMMARY

Baseline benefits must be competitive simply to remain viable in the market.

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.

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.

13

QUESTION-BY-QUESTION INSIGHTS

Have you ever made a referral to bring someone

17 into a company you worked for?

OVERALL RESULTS

PATTERNS

65% 35% No

» Referral behavior is common. » One-third of respondents have never referred someone.

Yes

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.

SUMMARY

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

18 to a company you worked for?

OVERALL TOP SELECTIONS

NOTABLE DEMOGRAPHIC SKEWS

» 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.

» 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.

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.

SUMMARY

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.

14

QUESTION-BY-QUESTION INSIGHTS

19

What has prevented you from referring candidates in the past?

OVERALL TOP SELECTIONS

PATTERNS

» 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.

» 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.

“OTHER” RESPONSES

NOTABLE DEMOGRAPHIC SKEWS

» Role location constraints. » Lack of remote flexibility. » Not aware of open roles.

» 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

20 expectations, skills, and competencies required to advance)?

OVERALL RESULTS

NOTABLE DEMOGRAPHIC SKEWS

52%

» 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.

SOMEWHAT CLEAR

general idea but lack specifics

CLEAR 25% VERY understand what’s required to advance VERY CLEAR 16% NOT inconsistent expectations

SUMMARY

NOT CLEAR AT ALL 8% not well defined

Career path clarity is inconsistent across firms and often underdeveloped.

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.

15

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

21 expectations impact your decision to stay with an AEC firm?

OVERALL RESULTS

PATTERNS

53% 23% Major factor Some impact but not decisive 17% Little to no impact 5% Too unclear to assess 5%

» 76% of respondents report career clarity as meaningful to retention. » Advancement visibility directly affects stay decisions. » Few professionals dismiss career clarity as irrelevant.

Important but not primary factor

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.

SUMMARY

Career clarity is a retention stabilizer.

TAKEAWAYS & TIPS » Conduct focused annual advancement conversations.

» Build visible career ladders.

equals

» Tie mentorship programs to advancement criteria.

CAREER CLARITY

RETENTION

16

QUESTION-BY-QUESTION INSIGHTS

Reflecting on your most recent departure from an AEC firm,

22 which factors played the greatest role in that decision?

OVERALL TOP SELECTIONS

PATTERNS

30% 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

» Leadership and management issues dominate departure drivers. » Career clarity and workload closely follow. » Compensation ranks below leadership and burnout factors.

Poor direct management

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.

*Respondents could select multiple factors.

SUMMARY

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

23 manager, HR, or leadership?

OVERALL RESULTS

NOTABLE DEMOGRAPHIC SKEWS

45% 32% Not applicable No — did not feel it would make a difference 15% Yes — and it improved 5% No — did not feel safe raising it 3%

» 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.

Yes — but it did not improve

PATTERNS » Nearly half of respondents attempted resolution but saw no improvement. » Only 5% of respondents reported successful resolution. » Psychological safety remains inconsistent.

17

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

When you decided to leave a firm, what best describes why

24 staying didn’t feel realistic?

OVERALL TOP SELECTIONS

NOTABLE DEMOGRAPHIC SKEWS

21%

» 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.

Did not believe the firm would make

meaningful changes

18% Found a better-fit opportunity elsewhere Limited growth options 17% 16% Raised concerns but nothing changed Didn’t trust leadership 15% 10% Culture / value misalignment 10% Workload fundamentally unsustainable

SUMMARY

Departure becomes inevitable when trust and growth pathways collapse.

TAKEAWAYS & TIPS

*Respondents could select multiple factors.

» Address concerns quickly and visibly. » Increase leadership transparency. » Expand growth pathways and role development opportunities within the firm.

PATTERNS » Loss of trust is a primary departure accelerator. » Growth limitations compound dissatisfaction. » External opportunities become attractive when internal credibility declines.

What can AEC firms and leadership teams do to enhance

25 recruiting and retention?

THEMATIC SIGNALS » COMPENSATION: Ensure pay reflects workload and performance. » MENTORSHIP: Formal mentorship programs.

» FLEXIBILITY: Clear flexibility policies and workload boundaries. » COMMUNICATION: Transparent leadership messaging.

» TRUST: Consistency between stated values and actions. » GROWTH: Clear advancement criteria and skill-building pathways.

PATTERNS

NOTABLE DEMOGRAPHIC SKEWS

» The recommendations mirror departure drivers. » Leadership behavior remains central to improvement requests. » Structural clarity reduces uncertainty.

» Early-career respondents emphasize mentorship. » Mid-career respondents emphasize advancement clarity. » Senior respondents emphasize leadership trust and transparency.

SUMMARY

Retention improvement requires leadership development and structural clarity.

TAKEAWAYS & TIPS » Invest in manager development programs.

» Publish career frameworks.

18

» Align compensation and workload transparently.

QUESTION-BY-QUESTION INSIGHTS

Is there anything else that impacts your decision to join or

26 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 forward, 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.

19

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

26 leave a firm that you would like to share? (continued) PATTERNS » Open-ended » Leadership responses reinforce behavior is earlier structured mentioned more findings. 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 » Implement structured and strategic transparency. mentorship beyond direct » Formalize and publish clear supervision. career advancement frameworks. » Conduct regular stay interviews » Align compensation with to address concerns early. workload and responsibility » Close the loop visibly when expectations. employee feedback leads Operationalize flexibility with to change. defined workload boundaries.

» 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.

cumulative RETENTION IS

20

Conclusion The AEC Talent Decision Drivers Survey confirms what many leaders sense but few fully operationalize:

The competitive advantage in today’s talent market is not marketing volume. It is leadership integrity.

» Talent decisions are rational, relational, and cumulative.

Recruiting may begin with visibility.

Retention begins with credibility.

» Across generations, firm sizes, and career stages, the data consistently points to the same underlying truth:

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.

• 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:

The talent war is not won through postings and perks.

» Leadership credibility. » Career path clarity. » Transparent communication.

It is won through trust.

» 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.

21

AEC Candidate Profiles by Career Level

22

AEC CANDIDATE PROFILES BY CAREER LEVEL

1 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.

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

WHAT MAKES THEM JOIN

Here’s how you’ll grow.”

Here’s who will

mentor you.”

Here’s what your first

12 months look like.”

» 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.

2 ENTRY-LEVEL (0–3 YEARS) CORE MOTIVATION

GENERATIONAL NUANCE

Skill acquisition and economic stability.

» 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.

WHAT THEY’RE LOOKING FOR

FIRM SIZE NUANCE

» Clear advancement criteria. » Structured feedback. » Fair compensation. » Hybrid flexibility. » Strong management support.

» Small firms can win with access to leadership. » Large firms win with structured development programs.

RECRUITING MESSAGING ANGLE WHAT MAKES THEM JOIN

You won’t stagnate here.”

You’ll know what it takes

to advance.”

You’ll be supported.”

» Defined career ladder. » Compensation transparency. » Visible project variety.

WHAT MAKES THEM LEAVE » Lack of mentorship. » Compensation misalignment. » Unclear expectations. » Being overworked without guidance.

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AEC CANDIDATE PROFILES BY CAREER LEVEL

3 EARLY CAREER (4–7 YEARS) CORE MOTIVATION

GENERATIONAL NUANCE (MOSTLY MILLENNIALS)

Acceleration and credibility building.

» Strong emphasis on flexibility + growth balance. » Expect both compensation and culture. » Sensitive to hypocrisy in leadership behavior.

WHAT THEY’RE LOOKING FOR

FIRM SIZE NUANCE

» Growth without leaving. » Compensation alignment. » Project exposure. » Manager competence. » Increased responsibility.

» Small firms must show upward mobility. » Midsize firms compete strongly if career ladders are clear.

RECRUITING MESSAGING ANGLE

WHAT MAKES THEM JOIN

You can grow here without hopping firms.”

Your workload will

be sustainable.”

Leadership is accessible.”

» Clear advancement timeline. » Leadership visibility. » Diverse client portfolio.

WHAT MAKES THEM LEAVE » Growth stagnation. » Leadership inconsistency. » Burnout. » Pay lagging role scope.

4 MID-CAREER (8–14 YEARS) CORE MOTIVATION

GENERATIONAL NUANCE (MOSTLY MILLENNIALS + GEN X)

Stability, advancement, and leadership influence.

» Less tolerant of compensation compromise. » Strong expectations of both culture and pay. » High sensitivity to leadership credibility.

WHAT THEY’RE LOOKING FOR

FIRM SIZE NUANCE

» Clear path to senior leadership. » Compensation aligned with responsibility. » Predictable workload. » Influence in decision-making. » Long-term security.

» Small firms must show ownership or partnership pathways. » Large firms can highlight the depth of team support, not everything falls on one person’s shoulders.

RECRUITING MESSAGING ANGLE

WHAT MAKES THEM JOIN » Leadership trust. » Advancement clarity. » Financial alignment. » Work-life sustainability.

Here’s your leadership runway.”

Here’s how your

compensation grows.”

You’ll have voice and

influence.”

WHAT MAKES THEM LEAVE » Limited upward mobility. » Lack of transparency. » Burnout. » Feeling undervalued.

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AEC CANDIDATE PROFILES BY CAREER LEVEL

5 SENIOR CAREER (15+ YEARS) CORE MOTIVATION

GENERATIONAL NUANCE (PRIMARILY GEN X WITH SOME BOOMERS)

Leadership trust, strategic stability, and wealth alignment.

» Flexibility matters, but workload sustainability matters more. » Less motivated by perks, more by leadership quality. » Expect transparency in strategic direction.

WHAT THEY’RE LOOKING FOR » Strategic direction clarity. » Ownership or long-term financial upside. » Respect and influence. » Leadership credibility. » Organizational stability.

FIRM SIZE NUANCE

WHAT MAKES THEM JOIN

RECRUITING MESSAGING ANGLE

» Small firms attract through influence and ownership. » Large firms must prove strategic clarity and reduce bureaucracy.

» Trust in executive leadership. » Long-term wealth opportunity. » Strategic alignment. » Cultural consistency.

Here is the strategic direction.”

Here is the leadership

team.”

Here is the long-term

wealth alignment.”

WHAT MAKES THEM LEAVE » Leadership incompetence. » Strategic instability. » Trust erosion. » Burnout without recognition. » Compensation alone does not pull them. » Credibility does.

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FROM INSIGHT TO ACTION:

What Will You Do with the Data?

Data is power.

Then go deeper.

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.

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.

The question is no longer what talent values.

The question is: What will you do with it?

This is where strategic recruiting & retention begins.

Insight without action changes nothing.

Insight with strategy changes everything.

» 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.

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?

» 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.

» 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.

Because data is power. But strategy is the advantage.

» Determine whether your managers are equipped to build trust and retain talent.

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ABOUT US

ELEVATE CAN HELP! 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.

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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.

JEN NEWMAN, FSMPS CEO

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.

DOUG PARKER, FSMPS

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.

COO

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.

REBECCA PRICE PRESIDENT

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.

JULIA LANG VICE PRESIDENT

MHARI THOMAS MARKETING & DIGITAL STRATEGIST

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