Career progression for Engineers
Our annual survey of needs in engineering was conducted in November and close to 200 of the largest employers of engineers in Quebec were surveyed. This year, we were curious to find out more about the career progression of engineers within these businesses.
The first question of the survey asked the respondents what their predictions were for the type of positions to be filled in 2011.
This table shows a sizeable need for replacement in intermediate level positions - defined as technical or management positions which require four to seven years of experience. The need for senior level positions, which require eight years or more of experience, seem to be mostly in the sectors of consulting engineering and public sector work.
When we asked about what business practices encourage the career development of engineers, 46% of respondents stated that they identified engineers who showed particular potential and specifically fostered their progression. In addition, 28% of respondents stated that they have processes which foster the career progression of their employees. What gets mentioned most often is the establishment of a succession plan, a training plan or participation in an internal program including coaching and mentoring. 19% of respondents stated that, on occasion, specific training practices were conducted despite the fact that they are not current practice. The other 7% stated that they have no training practices that they know of in particular, or they do not know what is being offered.
According to our respondents, engineers are mostly offered the chance to progress within their company. The information gathered shows that positions in technical management are filled internally in 60% of cases and non-technical management positions are filled internally in 48% of cases.
Recognized Strengths and Development Practices for Management Positions
When we asked respondents to identify the three main strengths engineers hold in management positions, they focused on the elements of knowledge and know-how. The first strength mentioned relates to expertise: being skilful, having training, technical knowledge and knowledge of the sector of activity. The second strength recognized by the respondents is the ability to organize work: being rigorous, structured, methodical and well-planned. The last strength identified by the respondents is problem solving skills: being goal-oriented, pragmatic, analytical and able to summarize.
In terms of career paths for engineers, the respondents identified three main elements of life skills, beginning with managing human resources: interpersonal relations, leadership, coaching skills and personnel mobilization. Next in line was knowledge of the various functions of the business and their interrelation: finance, administration, marketing, strategic vision, negotiations and business issues. In third place came communications skills: diplomacy, client relations, empathy and being understanding.
A significant number of engineers move toward working in management after several years of practice. According to our survey, engineers possess the necessary skills for the progression of their career. Though their basic training is largely concentrated on technical skills, those who would like to make the move into management positions also need to develop their management and business administration skills. Coaching, mentoring and training are some of the means which will allow them to reach their goals.
The first question of the survey asked the respondents what their predictions were for the type of positions to be filled in 2011.
Table 1: Predicted distribution of hiring according to experience level and sector of activity (in %)
This table shows a sizeable need for replacement in intermediate level positions - defined as technical or management positions which require four to seven years of experience. The need for senior level positions, which require eight years or more of experience, seem to be mostly in the sectors of consulting engineering and public sector work.
Business Practices That Encourage the Career Development of Engineers
When we asked about what business practices encourage the career development of engineers, 46% of respondents stated that they identified engineers who showed particular potential and specifically fostered their progression. In addition, 28% of respondents stated that they have processes which foster the career progression of their employees. What gets mentioned most often is the establishment of a succession plan, a training plan or participation in an internal program including coaching and mentoring. 19% of respondents stated that, on occasion, specific training practices were conducted despite the fact that they are not current practice. The other 7% stated that they have no training practices that they know of in particular, or they do not know what is being offered.
According to our respondents, engineers are mostly offered the chance to progress within their company. The information gathered shows that positions in technical management are filled internally in 60% of cases and non-technical management positions are filled internally in 48% of cases.
Table 2: Position filled internally according to the sector of activity (in %)
Recognized Strengths and Development Practices for Management Positions
When we asked respondents to identify the three main strengths engineers hold in management positions, they focused on the elements of knowledge and know-how. The first strength mentioned relates to expertise: being skilful, having training, technical knowledge and knowledge of the sector of activity. The second strength recognized by the respondents is the ability to organize work: being rigorous, structured, methodical and well-planned. The last strength identified by the respondents is problem solving skills: being goal-oriented, pragmatic, analytical and able to summarize.
In terms of career paths for engineers, the respondents identified three main elements of life skills, beginning with managing human resources: interpersonal relations, leadership, coaching skills and personnel mobilization. Next in line was knowledge of the various functions of the business and their interrelation: finance, administration, marketing, strategic vision, negotiations and business issues. In third place came communications skills: diplomacy, client relations, empathy and being understanding.
In Conclusion
A significant number of engineers move toward working in management after several years of practice. According to our survey, engineers possess the necessary skills for the progression of their career. Though their basic training is largely concentrated on technical skills, those who would like to make the move into management positions also need to develop their management and business administration skills. Coaching, mentoring and training are some of the means which will allow them to reach their goals.
