All posts tagged hiring

Coffee With a CEO: Joel Storrow of McGill Associates

We are so excited about the launch of our new newsletter. We hope you will enjoy it and you will gain valuable insight and industry information!  In this inaugural edition, we are also launching the first of many ‘Coffee With a CEO’ interviews specific to the AEC niche. Why is this important? It’s an inside look at the career path into a leadership role for those of you who are currently early or mid-point in your careers.  For those of you already in leadership positions, it’s a chance to gain information and best practices from some of the best in the business. My relationship with Joel Storrow is a special one and one that has spanned more than 13 years. It is with great pleasure that I introduce our new newsletter with an old and dear friend, Joel Storrow who is the President of McGill Associates.

Juli: Tell me about your journey to become an engineer? 

Joel: My grandmother was the secretary for the Dean of Civil Engineering at the University of Kentucky and she would take me to the exhibits in the civil engineering department when I was a kid. It all just fascinated me.   

Juli: How did you select your school?

Joel: I wanted to go away to college and Georgia Tech, Virginia Tech and Purdue were my choices. Purdue won out because a buddy of mine went there too and we roomed together. You think about going away to school today, it is so expensive. It was $600/semester for tuition! Can you imagine that now? 

Juli: When you were graduating from college, did you ever think you would be leading a firm as the President?

Joel: No of course not. I was only thinking about getting a job with an established firm. It was tough times in the early 80’s. I went back to my hometown of Lexington and got a great job under so many really good seasoned engineers. My first job was with Howard K Bell Consulting Engineering – the oldest firm in Kentucky. The founder’s son Grant Bell would always walk around and mentor the younger engineers – the man was brilliant. My colleagues and I could not have had a better start in our career. He wrote a design manual for the company that became our Bible. Mr. Bell lived and breathed civil engineering and I was in the right place at the right time. But no, I just wanted to be a good engineer. I never envisioned leading a company one day.  

Juli: What things were you involved in as young person that prepared you for your role today? 

Joel: I could answer that in a lot of different ways. Boy Scouts was really huge for me in helping develop me. I was in an active troop and I became a summer camp leader. I was in some leadership roles and had the chance to mentor younger kids. I became an Eagle Scout; it really was a really important milestone in my early years. 

Juli: What advice would you tell your 25-year old self?

Joel: Stay technical in your focus and volunteer for a variety of assignments – it’s why Bell was a perfect first job. They did a variety of things and I was afforded the opportunity to get a broad exposure to lots of different projects. 

Juli: How would you describe your mindset as a leader?

Joel: I am a consensus builder… probably to a fault sometimes. I try hard to gauge everyone’s opinions, but I am decisive if I need to be. I am approachable, any employee can come and talk to me. How I want to be remembered as President is the guy who knew everyone’s name. I try to stop by each and everyone’s office and say hi even just for a few minutes. I enjoy little things like, when we rebranded the website we had a big launch with a webinar and breakfast for the whole office. Before that, the marketing department gathered inspirations from people within the company about what they like about working for McGill. One of the younger employees said when it comes to the President, he didn’t know how I can know everyone so personally. That inspired me to try and live up to that. 

Juli: As I look back on my own career, I feel like each decade is filled with new lessons.  What’s one of the biggest lessons you have learned in the past decade?

Joel: I have become more accepting of disappointments of projects that we didn’t get, recruits we couldn’t hire and acquisitions we didn’t close. The biggest lesson though would be to stop long enough to celebrate the wins. It can be a lonely place, a lot rests on your shoulders because you have people’s livelihoods depending on you. I started here when we had 40 employees and 2 offices and now we have 165 employees and 10 offices. 

Juli: How did the Great Recession change you?

Joel: It caused me to be more cautious in big picture growth. When it happened, we were poised to be a $20M company and we were really doing well. Then that first quarter everything tanked and we got busy trimming. It really caused us to be much better at budgeting and doing a top-down budget. That became a more realistic approach to budgeting. I became more deliberate in some of my decision making.

Juli: What’s the thing that keeps you “up at night” with regard to leading your firm?

Joel: Positioning ourselves to be competitive. It’s SO competitive now. There are so many firms that have come into the market. Also, are we recruiting effectively to staff the projects? 

Juli: What’s a piece of advice you would give a younger engineer who has just gotten their first leadership role?

Joel: Work hard to earn the respect of your peers but, don’t forget where you came from. Don’t get a big head. You have to command respect and you have to give respect to the people that you work with. Don’t be “that guy”. Get involved with civic and volunteer programs in your community. It has really helped me gain perspective on something other than just working the day job. 

Juli: What’s the best book or the best movie you have seen lately?

Joel: I read a lot. The book I am reading right now is First Man by James Hanson. It’s a book about Neil Armstrong and they have since made a movie out of it. It’s fascinating. He’s historically as good a role model for leadership as anyone. We could learn a lot from Neil Armstrong about quiet leadership. 

Juli: If you had another hour each day, what would you do with it?

Joel: That’s easy! I’d go for a trail run. I don’t get to do enough of it as I’d like. Going running allows you to think, it clears your mind. It makes me happy.  

Juli: Any professional regrets?

Joel: I wish I’d written more technical papers. I worked on some cool projects as a young engineer but didn’t formally write about them. You need to stay as technically relevant as you can as a CEO. 

Juli: What’s one career achievement you are most proud of?

Joel: I designed a water treatment plant for Woodfin, a small community near Asheville, in the early 90’s to comply with an EPA rule. It actually became a template for the company’s water treatment plants in the region. It’s so close to town and when my kids were young, I’d take their elementary class to see it for career day field trips. 

Juli: Thank you Joel for sharing your wonderful wisdom & knowledge with us!

Download a copy of Joel’s interview here.

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But I don’t want to take a cut in pay…

As an executive recruiter specializing in consulting engineering placements, I hear this quite often.  It generally relates to relocation from a high cost of living area to a low cost of living area.  If you are moving from Washington, DC to Charlotte, NC you will have to “take a cut in pay.”  The salaries are lower but what that money buys you at the end of the month costs less, too.

So, let’s do the math.  In Washington, DC if you are making $100K, you only need to make $70K to have the same standard of living based on a basket of factors with housing being the largest factor.  Housing is 65% less in Charlotte, NC than it is in the DC area.  Based on CNN Money, groceries are less, transportation is less but utilities and health care are slightly more expensive, but with a 65% reduction in the cost of housing, are you really taking a cut in pay?

A recent article on mlive.com talked about how much $100 buys in all 50 states. http://www.mlive.com/lansing-news/index.ssf/2015/07/100_goes_farther_in_michigan_t.html.  In Virginia, $100 only buys you $97.09 worth of goods while the same Ben Franklin in North Carolina yields you $109.05 at the end of the day.

If you are considering a relocation for a new job and you are given an offer that is less than you are making now, do the math and run the numbers and you will probably find that taking a “cut in pay” makes good “cents”.

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How Companies Invite Candidates to Reject Their Opportunity

You’ve probably heard this saying before: “Nature abhors a vacuum.”

The fact of that matter is that candidates looking for their next great career opportunity abhor a vacuum, too . . . and I have a recent experience that illustrates this.

One of my clients conducted both a telephone interview and a face-to-face interview with a candidate.  Afterwards, company officials said they loved the candidate and wanted to have them return for another face-to-face interview, and most likely, an offer of employment.

However, after the second face-to-face interview, I encountered “total radio silence,” so to speak, from my client.  It wasn’t until four weeks later that the hiring manager called to inform me they weren’t moving forward.  I passed that information along to the candidate, who said the following:

“Yeah, I was already starting to think that the location wasn’t that great and maybe it wasn’t the best fit for me.”

So how did a candidate who went on two face-to-face interviews with a company effectively talk themselves out of the opportunity?  Because the company did not provide timely feedback.  In fact, after a certain point, the company did not provide any feedback at all.

In a situation like this, the candidate “abhors a vacuum.”  In other words, when presented with no feedback or new information, their mind begins to search, subconsciously or otherwise, for reasons why the job is NOT a great career opportunity.

And the longer there’s no feedback, the more reasons the candidate comes up with.

This is a lose-lose situation for the company, regardless of whether or not they decide to move forward with the candidate.  Here’s why:

  • If the company does decide to move forward, they now have a half-interested candidate at best.  At worst, they have a candidate who has already accepted an offer from a competitor.
  • If the company does not decide to move forward, the candidate feels that they’ve been strung along and they’re left with a “bad taste in their mouth.”  As a result, they’re far less likely to speak highly of the company in the future.

When the interviewing and hiring process drags on too long, candidates start to mentally protect themselves against possible rejection—especially if the company does not communicate or provide timely feedback during the process.  Candidates fill their own heads with what might or might not be going on behind the scenes, and regardless of what is actually happening, they talk themselves out of the opportunity.

So effectively, companies are inviting candidates to reject their opportunity.  And in the majority of cases, candidates are accepting that invitation.

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Improving Economy Driving Up Salaries for Civil Engineering Grads

An improving economy can have numerous consequences, and one of those consequences is currently affecting new graduates in the field of Civil Engineering.

A few years ago, the Engineering industry, like all industries, was still feeling the effects of the Great Recession, which started in 2009.  As a result of that recession, the starting salaries being offered by companies to Civil Engineering graduates were quite low.  Those graduates, simply pleased to land a job out of college, were happy to accept those starting salaries in lieu of the alternative.

This was the situation roughly between 2009 and 2012.  However, that situation has changed during the past year and a half.

Due to a steadily improving economy and a growing demand for talent, new Civil Engineering graduates have different expectations in terms of their starting salary.  In fact, these graduates are asking for, and in many cases receiving, a higher starting salary than graduates were three to five years ago.

This means a fair number of Civil Engineering graduates are earning more than Civil Engineers with between three and five years of work experience.

This trend mirrors a larger trend overall in the Engineering industry.  According to the latest Engineering Income and Salary Survey conducted by the American Society of Mechanical Engineers (ASME) and the American Society of Civil Engineers (ASCE), the average total annual income for engineers in 2013 was higher than in previous years.

According to the survey, the average income for engineers in 2013 was $104,303.  That’s an increase of nearly 4.5% from the average salary of $99,738 reported just two years before.

This means quite a few things in terms of hiring throughout the rest of 2014 and beyond, including the following

* More Civil Engineering graduates will be asking for (and expecting) higher starting salaries.
* More Civil Engineers who have been in the market for three to five years will be looking to increase their level of compensation, to bring it more in line with what recent graduates are receiving.
* Civil Engineers who are not able to increase their compensation at their current company will look to do so by seeking out employment with a company that will help them to achieve their financial goals.

What we’re witnessing with starting salaries for Engineering graduates is a “domino effect” that can impact your compensation structure and your ability to retain the talent that’s already on your team.

Assess your current recruiting and hiring process to take this effect into consideration.  Make sure that what you’re offering in terms of compensation is in line with what Civil Engineering graduates, not to mention superstar candidates with years of experience, are expecting.

show me the money

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The Danger of Interviewing One Candidate at a Time

I was recently reminded of the dangers of interviewing one candidate at a time through completion.  While you may feel that one particular candidate has more of what you are seeking in terms of experience, cultural fit, qualifications, etc., the danger lies in putting all of your eggs in one basket.  Recently, I presented two candidates to a client and they fell in love with one and instantly started the courting process with him.  I suggested that they also interview the other candidate just to keep their options open but he was a little less experienced and they felt like they really wanted the other candidate as their first choice.  Fast forward 4 weeks…

The prime candidate turned the job down because he had another offer that he felt was a better match for his career goals.  When the client (very frustrated now that they had “invested” 4 weeks of time and energy) asked me to go back to the other candidate, it was already too late.  The second candidate had two other offers pending and it was too late in the process for him to start with another firm.

The economy is heating up in many parts of the country and we are seeing a return to pre-recession hiring trends where candidates have more than one offer from which they can choose.  The moral of the story is keep all of your options open so that you have options.

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Are the holidays a bad time to look for a job?

With fourteen full Holiday seasons under my belt as an executive recruiter, I always hear this from candidates who are under the impression that the Holiday season is not a good time to look for a new position.  In fact the opposite is true.  Many companies are evaluating end-of-year staffing requirements and preparing for the New Year.  A mental slow down at this time in many companies makes it easier to get multiple hiring managers together to interview and make decisions which allows the new hire to give their notice and start after the holidays.  Now is a great time to spruce up you resume and put feelers out there.  The economy is heating up and companies are hiring in the Engineering and IT sector.  Are you ready to upgrade?

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