{"id":767809,"date":"2024-12-18T09:03:39","date_gmt":"2024-12-18T09:03:39","guid":{"rendered":"https:\/\/www.architectsjournal.co.uk\/?p=767809"},"modified":"2024-12-18T09:03:39","modified_gmt":"2024-12-18T09:03:39","slug":"rethinking-talent-attracting-and-retaining-staff-in-a-new-era-of-work","status":"publish","type":"post","link":"https:\/\/www.architectsjournal.co.uk\/sponsored-content\/rethinking-talent-attracting-and-retaining-staff-in-a-new-era-of-work","title":{"rendered":"Rethinking talent: attracting and retaining staff in a new era of work"},"content":{"rendered":"
\n

Panel members<\/h2>\n

Katie Atkinson <\/b>People lead, Grimshaw
\n<\/span>Nimi Attanayake <\/b>Founder, nimtim architects
\n<\/span>Simon Bayliss <\/b>Managing partner, HTA Design
\n<\/span><\/b>Jimmy Bent <\/b>Managing director, Bespoke Careers
\nRobert Bird <\/b>Practice director, Orms
\n<\/span>Lucy Cahill <\/b>Director, Bespoke Careers
\n<\/span>Patrick Devlin <\/b>Partner, Pollard Thomas Edwards
\n<\/span>Hattie Hartman <\/b>Sustainability editor, The Architects\u2019 Journal<\/i> (chair)
\nDavid Kent <\/b>Senior design manager, Fora<\/p>\n<\/div>\n

In recent years we\u2019ve experienced once-in-a-generation events that have left us with hard-won wisdom and a workplace culture that\u2019s in many ways unrecognisable. How can architecture practices adapt to today\u2019s very different working landscape in order to attract and retain the staff they need? This was the topic of an AJ roundtable discussion in partnership with global architecture and design recruiter Bespoke Careers. <\/span><\/p>\n

The panel explored how architecture firms are approaching talent attraction and retention in 2024 and beyond, discussing topics including tackling skills shortages, employer branding, creating appealing workspaces, benefits and company culture. As Katie Atkinson of Grimshaw observed, finding and keeping talent is about far more than pizzas, office dogs and \u2018whatever other cool things practices do\u2019.<\/span><\/p>\n

Jimmy Bent of Bespoke pointed out that the way jobseekers look for work has changed massively. No longer can employers rely on posting vacancies on specialist jobs boards as they used to. The proportion of applicants responding to ads on specialist job boards is down from 31 per cent to 3 per cent, compared with pre-Covid.\u00a0<\/span><\/span><\/p>\n

\"\"<\/p>\n

Architecture practices, for their part, are far more likely to use social media to advertise jobs. But using social media for recruitment calls for careful forethought. Practices need to be prepared to spend time working on their brand \u2018shopfront\u2019, according to Bent. \u2018You need to really build that audience. You can talk about your work, your culture, and pop an ad in now and again,\u2019 he said. Websites still have a valuable role in attracting job-seekers. Bent advocates \u2018a really good \u201cJoin Us\u201d page\u2019, where you can showcase what it\u2019s like to work at\u00a0 <\/span>your practice.\u00a0<\/span><\/span><\/p>\n

Whatever the medium, \u2018it\u2019s still a people thing\u2019, according to Bespoke\u2019s Lucy Cahill.
\nShe emphasised that partnering with a recruitment company which truly understands your business, values and processes can be hugely beneficial.<\/span><\/p>\n

Nimi Attanayake of nimtim architects raised the difficulty of finding \u2018disruptor\u2019 candidates, rather than those with a natural affinity to the practice and its culture. \u2018Sometimes it\u2019s good to have someone who has a different view, or who maybe comes to the profession from a different path. And that is tricky to find when you\u2019re just advertising within social media,\u2019 she said.<\/span><\/p>\n

\"\"

Nimi Attanayake of nimtim architects<\/p>\n\t

<\/p><\/p><\/div>\n

In an effort to widen its pool of applicants, Grimshaw invited interest from London universities beyond the obvious ones, and realised, said Atkinson, that there was a \u2018we never thought you\u2019d accept us\u2019 perception that had deterred approaches.\u00a0<\/span><\/span><\/p>\n

HTA Design has found apprenticeships to be a promising route. \u2018Apprentices are among our very best people,\u2019 said managing partner Simon Bayliss.<\/span><\/p>\n

Another big change has been the shift in what applicants are looking for. \u2018How people look for jobs is so different now. Lots of decisions are based on culture and working patterns,\u2019 said Bent. So how practices variously accommodate flexible working is clearly an important part of studio culture. Bent thinks that a lot of applicants won\u2019t even consider a job if hybrid working isn\u2019t offered.<\/span><\/p>\n

\"\"

David Kent of workspace provider Fora<\/p>\n\t

<\/p><\/p><\/div>\n

David Kent of workspace provider Fora identified brand, working environment and return-to-work policy as important factors. Robert Bird of Orms felt that there was a challenge for people to achieve the work-life balance they wanted and to benefit from a collaborative working environment. <\/span><\/p>\n

\u2018People are struggling, because they want both,\u2019 he said. He has also noticed the importance to applicants of a clear way for them to progress. \u2018For a generation of younger people, seeing their career trajectory seems to be very important,\u2019 he said. \u2018It can be hard to set out what that trajectory might look like and align with those expectations.\u2019 <\/span><\/p>\n

He has also detected more emphasis on salary, which raises broader issues about whether architects in general are sufficiently valued \u2013 and rewarded \u2013 for what they do. \u2018Because of the student debt that people are carrying, they\u2019re arguing much harder for the salary and, unless it\u2019s there from the profitability in the industry, it\u2019s another challenge to be overcome,\u2019 he said.<\/span><\/p>\n

Pollard Thomas Edwards\u2019 Patrick Devlin also pointed to the tension between salaries and cost of living in central London.<\/span><\/p>\n

So how can architecture practices address these, and other factors, through their workplace culture to ensure staff are happier and more likely to stay?\u00a0 <\/span>Atkinson talked about the importance of empowerment and promoting staff happiness. \u2018It\u2019s about recognising people; being transparent and making sure that they\u2019re part of the company and [know] what they\u2019re working towards. We want to empower staff to feel they\u2019re working with the greatest thinkers in the industry; that they\u2019re recognised; achieving what they want to achieve and see a future with us.\u2019<\/span><\/p>\n

\"\"

Katie Atkinson of Grimshaw<\/p>\n\t

<\/p><\/p><\/div>\n

Orms\u2019s Robert Bird advocated being welcoming and nurturing \u2013 and clear about expectations for all concerned. \u2018Be honest about what you can offer and what you may not be able to, and about what you expect from them, and what they can get in return.\u2019<\/span><\/p>\n

Transparency is also a priority at HTA Design, which has won the AJ100 Employer of the Year award for the past three years running. \u2018Transparency is key for everything we\u2019ve done,\u2019 said managing partner Simon Bayliss, adding that the practice actively sets out to be a great place in which to work. This ranges from quarterly updates on the finances through to transparency over salaries and career progression. T<\/span><\/p>\n

he practice recently introduced a career map setting out 10 grades for different job roles with salaries, and expectations of the skills and qualifications required to move up. \u2018We only introduced it a year ago and it has proved very powerful,\u2019 said Bayliss. \u2018Every time we\u2019ve shared more information, it has been very beneficial.\u2019<\/span><\/p>\n

\"\"

Simon Bayliss of HTA Design<\/p>\n\t

<\/p><\/p><\/div>\n

Staff value candour about business performance and outgoings, according to Fora\u2019s Kent. \u2018There\u2019s a lot about being open that can be useful,\u2019 he said. Pollard Thomas Edwards also advocate being open about the practice\u2019s finances, and quarterly updates are \u2018a really important part of our culture\u2019, according to Devlin.\u00a0<\/span><\/span><\/p>\n

Openness extends to other areas of workplace culture. Practices should be prepared, for example, to have difficult conversations with staff about issues such as working in Saudi Arabia, salaries and neurodiversity, said Atkinson, who added that such discussions are a positive sign. \u2018If they\u2019re having these conversations with you, you\u2019re doing really well,\u2019 she said.<\/span><\/p>\n

Flexible working is now clearly an important part of studio culture. \u2018I think it\u2019s easier for practices to accommodate flexibility now,\u2019 said Nimtim\u2019s Attanayake, describing this as a post-Covid \u2018silver lining\u2019, thanks to the proven effectiveness of remote working during the pandemic. She feels it is important that staff know they have the opportunity to work flexibly around core hours, even if they didn\u2019t always exercise it.\u00a0<\/span><\/span><\/p>\n

\"\"

Patrick Devlin of Pollard Thomas Edwards<\/p>\n\t

<\/p><\/p><\/div>\n

PTE also saw the benefits of staff engagement to workplace culture, whether taking turns to cook lunch for the whole office or co-producing the practice\u2019s ESG report. \u2018People find it attractive, because it\u2019s really involving,\u2019 said Devlin.<\/span><\/p>\n

At HTA Design, beyond spending any three days in the office a week, staff have flexibility. \u2018Because you have that freedom, it creates comfort that you\u2019re in the right place and are being looked after,\u2019 said Bayliss.<\/span><\/p>\n

\u2018Layering in flexibility shows a willingness to listen to the needs of the individual,\u2019 said Fora\u2019s Kent, adding that this should extend beyond the number of days in the office to what staff value in the design of the workplace. He has seen a trend towards tenants wanting to customise their spaces more, taking desks out and putting in more collaborative settings, but also providing private spaces, such as phone booths and meeting pods.<\/span><\/p>\n

Atkinson felt that, rather than mandating people returning to the office, it was a \u2018nice challenge\u2019 for practices, as architects and designers, to encourage this. \u2018We should be able to create spaces, interactions and opportunities that make the studio where people want to be,\u2019 she said.<\/span><\/p>\n

\"\"

Lucy Cahill, director, Bespoke Careers<\/p>\n\t

<\/p><\/p><\/div>\n

Benefits are an important factor in staff retention. Bayliss felt it was important to make the decision to be a good employer and work hard at it. Enhanced leave isn\u2019t taken up by most people but\u00a0 <\/span>is well received, so why not offer it? HTA Design\u2019s generous package includes two free meals a day provided by their in-house chefs, as well as private healthcare and other benefits, such as menstrual leave. Regardless of the benefits they have introduced over the years, Bayliss said the company\u2019s margins had always remained about the same.\u00a0<\/span><\/span><\/p>\n

In larger practices, workplace mobility can be attractive to staff, and is, said Bent, \u2018one of the new benefits that\u2019s a real hit\u2019 post-Covid. Staff at Grimshaw\u2019s London office are able to work anywhere in the world for up to two months. HTA has been able to accommodate a number of staff relocating between its four offices, which, said Bayliss, had also benefited the practice by broadening its intake.\u00a0<\/span><\/span><\/p>\n

\"\"

Jimmy Bent, managing director, Bespoke Careers<\/p>\n\t

<\/p><\/p><\/div>\n

With respect to staff retention, practices are also contending with broader forces impacting on the profession. Nimtim\u2019s Attanayake talked about the challenges of conveying the benefits of working in a smaller practice versus a big practice, and of the impact of growing dissatisfaction within the profession as to how architecture is valued.\u00a0 <\/span>Working for a developer, for example, might be a more appealing option to some architecture staff. \u2018If the culture isn\u2019t strong enough, if there isn\u2019t a big enough pull for them to say \u201cI like being here\u201d, they will leave,\u2019 she said.<\/span><\/p>\n

She suggested that practices create a narrative that\u2019s \u2018authentic and honest about who you are\u2019, and be prepared to adapt this accordingly, as times change.<\/span><\/p>\n

Whether it be the increased role of social media, hybrid working, or the profession\u2019s own existential crisis, it\u2019s clear that much has changed for architects in the five years since the start of the pandemic.\u00a0<\/span><\/span><\/p>\n

Rather than fall back on how they\u2019ve always done things, the clear message to come from the roundtable was that practices need to wake up to the new recruitment market conditions, and respond accordingly.\u00a0<\/span><\/span><\/p>\n

Thank you to Andreu World for hosting the roundtable in their Clerkenwell showroom<\/i><\/span><\/p>\n

\"\"<\/p>\n","protected":false},"excerpt":{"rendered":"

Panel members Katie Atkinson People lead, Grimshaw Nimi Attanayake Founder, nimtim architects Simon Bayliss Managing partner, HTA Design Jimmy Bent Managing director, Bespoke Careers Robert Bird Practice director, Orms Lucy Cahill Director, Bespoke Careers Patrick Devlin Partner, Pollard Thomas Edwards Hattie Hartman Sustainability editor, The Architects\u2019 Journal (chair) David Kent Senior design manager, Fora In …<\/p>\n","protected":false},"author":1,"featured_media":767815,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_oasis_is_in_workflow":0,"_oasis_original":0,"ep_exclude_from_search":false},"categories":[772],"tags":[93815,1781,2300],"yoast_head":"\nRethinking talent: attracting and retaining staff in a new era of work<\/title>\n<meta name=\"description\" content=\"How can architecture practices adapt to attract and retain the staff they need? 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