July 1, 2009

Engineering

Non-technical skills development a priority for engineers

RICHARD GILBERT

staff writer

Senior leaders in the technical world of engineering are paying greater attention to essential non-technical skills, due to changing demographics in the workforce.

“Projects don’t go south for technical reasons,” said Harriet Lemer, vice president with Einblau and Associates at the Association of Canadian Engineering Companies (ACEC) 2009 summit and conference.

“It happens because of people skills. Technically speaking, the human factor makes or breaks all plans.”

On the first day of the recent summit in Whistler, B.C., members attended a human resources challenges roundtable. The objective was to help engineers understand the importance of essential non-technical skills.

“People are the new technical, which is not taught at school,” said Lemer.

“The thrust of what we do is to teach technical professionals they are in the people business. The higher you go, the less technical the work is.”

In the last few years, leaders in the engineering field have been preoccupied with labour supply issues.

At the same time, many firms also grappled with the problem of attracting and retaining young engineers.

“The companies that are on the ball in dealing with human resources have a better record with employee retention,” said Mike Currie, president of Kerr Wood Leidal Associates Ltd.

“Engineering skills get you into the business and the non-technical skills get you ahead. We try to create an environment where young professionals thrive.”

Currie said that for some companies this has come as a real revelation, but many firms are recognizing the importance of essential non-technical skills.

“When I started in the business, it was sink or swim and we liked to have more responsibility,” said Blair Peacock, senior vice president of infrastructure with amec.

“Today, young people want responsibility, but they want to be mentored. First and foremost you must be able to do the work or you won’t be successful. We also need people who can engage with our staff.”

This issue is critical because many baby boomers in senior positions will be retiring soon and young engineers will eventually be the ones to take over the business.

Lemer specializes in providing courses that give business leaders the tools to build more productive relationships, which retain the best and brightest young engineers.

She said 521 engineers have gone through her course on leadership and essential non-technical skills.

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