Millennials, Tech, and the Changing AEC Workforce
“The AEC industry is broken,” says Jason McFadden. Intrigued, we went to investigate how McFadden is uniting diverse generations of expertise on a massive jobsite to affect cultural industry change.
The insider Q&A scoop below is lightly edited for clarity from the video version above.
Jason McFadden, E.I.T., LEED AP, Project Director, Barton Malow
2011 ENR Southeast Top 20 Under 40
Sasha Reed, Vice President of Strategic Development, Bluebeam
Author, StrXur by Bluebeam and DIGITAL COM Blog
There’s been some really great conversations and a lot of common themes among them which I think are unique – symbiotic mentoring, technology-enabled workforce and other concepts I don’t think are widely talked about. This made me curious about you, because your name came up over and over. I thought maybe you and I could sit down and get to understand a bit of the person behind the project: How did you get to this project? What’s brought you to have the perspective you have?
I knew nothing about the job. I very quickly learned it was a very complex, $400 million renovation project and I thought, Wow – I’ve done $3 million projects, so this should be fun, right? How do you even start to plan for that?
In December 2015, American Construction spending totaled $1.1 trillion.1
Construction has always been intriguing to me. You drive down the street, you see back hoes, front-end loaders, cranes. It’s just one of those industries that drives interest by its very nature.
What I learned in my first six years in the industry was that it’s broken on so many levels. It drives me crazy, having to do things over and over. Like our standard RFI process and our submittal process – Why can’t we get it right to start? Why must we keep asking and re-asking, or approving something that’s already shown?
98% of large projects face cost overruns or delays.
Average cost increase: 80%
Average time delay: 20 months 2
The opportunity of this project, this challenge and the role I have on the job allowed me to try some new things. I was empowered by the company to say, “We can’t do business like we have always done business, so let’s figure out a different way and not in your own bubbles – make sure you’re communicating.” I got a lot of influence from other team members who suggested, What if we do this? What if we do that? And the rest is history with where we are today.
Internally, I had a lot of support. We were set up with our Systems Group, a team that came from job sites, which really made my life a lot easier when I talked to them about, “What if we used this software, that software, this process?” These things were high up among the goals of what we needed to change.
80% of execs agree that knowledge-sharing across roles is crucial for growth. Only 25% claim their organizationis is effective at this.3
There are a lot of things we’ve done here [on the DAYTONA Rising project], like the symbiotic mentorships that you talked about, Sasha, that was even important to me as an intern. We had a mentoring program where you would get paired with someone who had been in the industry for a while, and they could help teach you and you could be a sponge, take it all in.
The symbiotic mentorship on this project that’s worked really well is a sponge both ways: Our younger engineers get to teach and learn how to listen and have patience, which is important when in a mentorship relationship with a superintendent who may be learning about technology tools [for the first time], that will hopefully make their lives easier, but may present the ‘years of experience barrier’ for the engineer to overcome. And vice versa, our superintendents love to teach, they’re just teachers at heart. It’s fun to sit back and watch the sleepless nights come to fruition.
66% of workforce are Gen Xers and Boomers. By 2020, they’ll represent only 54%. Almost half the American workforce will be Millennials.4
When you take a step back, you understand that we’re invading their world. That’s what we’re doing with everything we’re talking about whether it’s process, the technology toolbox, whatever that may contain. Accept that you can take a step back, try to understand their world and what makes them tick, because to ultimately get buy-in, you need mutual respect. You need trust, you need mutual respect. This takes time and a lot of patience.
And so here on the jobsite, this has been top of mind in the onboarding conversations we had early on. And it’s exciting for me to hear that this has come out over the last couple days based on your interactions, Sasha. Because that means we’re doing something positive, that there’s a culture change happening and it hasn’t happened over night, it’s taken a lot of hard work and a lot of determination.
Retention rates are over 20% higher for mentorship employees, equaling $6.7M in savings.5
All superintendents are passionate, much more passionate than I am. They’re so passionate about what they do, they love building, they love this industry, and it’s what they’ve done. A lot of them grew up physically doing the work and now they’re overseeing and managing it. So when they get to teach and talk about their experiences and we can be a sponge and learn from that, and hopefully in turn provide them a tool that allows them to be more efficient and to better communicate the information they’re trying to say, it’s pretty special.
78% of Millennials say access to technology they like makes them more effective at work.6
It’s interesting, the double-edged sword is if you’re too technically savvy, you’re going to be dismissed immediately as, “Obviously it’s easy for you, Jason, this is your generation, you grew up with this.”
It’s learning what makes each person tick, it’s not an engineering calculation. It’s that class that no one wanted to pay attention to, that Psychology 101 class. But it’s turned out to be really, really fun. Some of the best projects ever built in the industry weren’t run by engineers or architects or construction-minded people, they were run by psychology-type of people because that’s our job at the end of the day: To figure out how to get this team coming from all these different backgrounds to work together. It’s a PhD within itself! But it’s fun. It takes a lot of time to get to know your team to be able to do it.
And we build cool projects! That’s the cool part about Barton Malow. I mean, we’re sitting here in Daytona International Speedway, the super bowl of racing.
It’s continuing to positively influence more and more teams and get better at how we work together. It’s not necessarily about finding the right piece of steel or the right brick material. It’s how we communicate, how we are transparent with information, and ultimately how we build not only better projects, but better teams.
*2. McKinsey & Company, “The construction productivity imperative,” July 2015
*3. McKinsey & Company, “Mapping the value of employee collaboration,” August 2006
*4. UNC Kenan-Flagler Business School, Whitepaper “Maximizing Millennials in the Workforce,” 2012
*5. UNC Kenan-Flagler Business School, Whitepaper “Maximizing Millennials in the Workforce,” 2012
*6. PwC, “Millennials at Work: Reshaping the Workplace,” 2011
How does the technology behind such a massive and complex project immediately prove its value?
Bluebeam Revu by the Numbers.
About the Author
Sasha Reed joined Bluebeam in 2007 and serves as the VP of Strategic Development helping to guide Bluebeam’s partnerships through collaboration with leaders within the AEC space. She has been a featured presenter at numerous domestic and international conferences, including the 2014 Design-Build Institute of America (DBIA), Federal Project Delivery Symposium and NTI Danish BIM Conference. Sasha also co-chairs the Construction PDF Coalition (www.cpcoalition.com), which aims to provide standardizations for construction PDF documents, and is an Advisor to the Board of Direction for the National Institute of Building Sciences BuildingSMART Alliance.