ith positive predictions on the horizon for the state of Alaska, hiring is going to be a big priority. The Alaska Economic Trends forecast for 2023 predicts the state will add approximately 5,300 jobs this year due in part to the federal infrastructure bill that was approved by Congress in 2022. The bill will provide billions of dollars to the state over the next several years for engineering-related projects and is expected to boost professional services such as architectural, engineering, environmental, and other consulting services. This is expected to represent more than half of the new jobs.

On top of the federal stimulus, Alaska’s capital budget of $2.7 billion for fiscal year 2023 is more than three times higher than the previous fiscal year. An added advantage is that more employable workers have moved to the state as the number of military personnel and their families has doubled since 2019.

This welcome news means engineering and consulting firms across Alaska will need to ramp up employee recruiting and retainment efforts to meet the challenge of improving modern infrastructure to match other states. While traditional recruiting “carrots” like competitive salaries, bonuses, benefits, and profit sharing are a given, today’s new recruits have even higher expectations. Outlined here are additional strategies to consider when looking for or retaining employees new to the engineering field.

While a specific technical role may require specific credentials, don’t squander a good candidate just because they don’t have all the right credentials. Skills can be learned and taught, but finding the right fit is often harder. The main asset that every potential employee must have is the ability to solve problems, even if this means breaking up a large problem into smaller ones and solving them. Companies must empower their employees to make independent decisions in the field. This is especially important when performing projects in remote areas of Alaska. Often the worst decision is to do nothing. Employees need to know that their company has their back when they call the shots in the field.

According to Nathan Kaaihue, an Engineer-in-Training (EIT) in Fairbanks, “While working on another project, I saw Ryan Hunt [a land surveying employee at 3-Tier Alaska, Fairbanks] working in the field on the Yukon Drive project. That attracted my attention and made me interested in working for 3-Tier. Working on interesting projects that have a tangible impact to the community is a great feeling.”

Below, Michaela McGee’s drafting receives pointers from Ryan Hunt and a canine consultation, too. Pet policies and pet insurance sweeten the appeal for new recruits.

For most engineers and consultants, obtaining certifications related to their role is job security and reinforces the unique value they provide. It also gives your firm a competitive edge. The inverse is also true. Employees that have a knack or a love for teaching others is a gift that should be encouraged and fostered.

According to Emilee Matthews, 3-Tier Alaska’s project manager of operations and survey technician, the company has provided ample time to further her education and to learn other aspects of engineering and surveying. “There is flexibility in finding my own groove. There isn’t one way to do something in our industry, and our leaders have never shied away from letting us try new approaches,” she says.

3-Tier Alaska

However, transparency and expectations go both ways. A key metric of our success is that our employees collaborate on projects and understand how their role and work contributes to the bigger picture and future projects. It is important, for example, that a survey technician understands their environmental division peer’s role to effectively share insight or sell services, even if it’s not specific to their discipline. This understanding goes a long way with clients and can often make or break the success of a project.

Open and honest communication is the key. Step back and ask yourself and your leadership team: Are we providing opportunities for our employees to hear and understand our business strategy and how each person’s role contributes to that strategy? Do our employees feel empowered and supported to speak up? Are our clients happy, and if not, why? Are there areas where the leadership team could be more open, honest, and transparent? If the answer is no to any of these questions, there’s some work to do.

While recruiting and retaining employees can seem daunting, one of the most rewarding aspects of leadership is to see a team of individuals work together to achieve a common goal and purpose and to see these individuals become leaders themselves. With the pending stimulus bill earmarked for infrastructure expansion across Alaska, there’s never been a better time to grow or invest in a career in civil and environmental engineering and land surveying, especially with thousands of jobs on the horizon.

Nicholas Ringstad is owner and CEO of 3-Tier Alaska Civil, a civil and environmental engineering and consulting and professional land surveying firm with offices in Fairbanks and Anchorage. His father, company founder Jim Ringstad, passed down ownership in 2018, at the same time the company acquired Northland Surveying & Consulting. In March 2021, 3-Tier Alaska acquired Travis Peterson Environmental Consulting.