In this issue of PSMJ's 5 in Five, we feature five tips that come directly from the latest issue of the PSMJ Journal (one of the many benefits of PSMJ PRO membership). Not a PSMJ PRO member yet? Join today to read the full issue, browse past issues, and more!
Stop hiring reactively and start building a talent pipeline like you build backlog.
Most firm leaders wait for a need, then scramble to fill it. The smarter model is proactive. Treat recruiting like business development...always be building relationships. Turn your CRM into a talent intelligence system, not just a client database. Maintain a “bench” of pre-qualified candidates before openings exist. The firms that win talent are the ones that never stop recruiting (even when fully staffed).
Lead with human connection and use AI as an accelerator, not a substitute.
AI is powerful, but when it is misused, it erodes what actually closes candidates and retains employees. Over-automation of tasks such as job description drafting and candidate screening strips authenticity. The differentiator today is depth of conversation and personalization. AI should enhance decision-making and not replace relationship-building.
Design careers, not jobs...Clarity is your retention strategy.
Top firms don’t just hire...they map futures. Show candidates clear visual career paths from day one. Align roles with individual ambition (not everyone wants a leadership role). Continuously reinforce: “Here’s how you grow here.” Retention improves when employees can see their future inside your firm and not elsewhere.
Close the generational gap before it breaks your culture.
AEC firms now operate across up to 5 generations with radically different expectations. Younger staff expect speed, access, and transparency. Senior leaders often default to slower, hierarchical communication. The gap creates friction unless actively managed. High-performing firms institutionalize open dialogue, tailored communication, and leadership training to bridge this divide.
Fish where the talent is and prepare to rethink some roles you’re trying to fill.
If you can’t find Project Managers, maybe you need to stop competing for them. Shift workload using roles where administrative talent is more available, like: Project management assistants, Project controls specialists, and Permitting specialists. Offload non-core tasks so PMs can focus on high-value work. Don’t just fight the talent shortage...redesign your system around it.
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