Michael L.Sullivan 2015-09-23 01:57:25
Welcome to our Workforce and Education issue, which spotlights the most important factor influencing the future of engineering and every engineering firm: the people factor. After all, engineering firms are selling the professional services of their people, yet many do not spend nearly enough time thinking about the importance of recruiting, training and retaining the right employees. One challenge to finding the right people is attracting more into the profession in the first place, a process that must begin early by encouraging more students to become interested in math and science. In this issue, we take a look at efforts by Governor Nathan Deal, the Georgia Department of Economic Development, University System and Technical College System of Georgia to promote interest in STEM (Science, Technology, Engineering and Mathematics) education and the benefits of pursuing STEM-related careers. However, success in getting children interested in engineering as a career means they will eventually need to attend an engineering school. Our cover feature profiles the University of Georgia’s new College of Engineering and its Dean, Dr. Donald Leo, who is leading the effort to integrate experiential learning (learning about engineering through exposure to real world engineering work) into every aspect of a students’ education. This important initiative will produce engineers who will begin their careers with more hands-on experience and perhaps a better understanding of the practical realities of engineering as a result. As we all know too well, keeping all of the right people was nearly impossible for many firms during the Great Recession. Younger, less experienced engineers were the first to go when headcounts were reduced, and many of them left the profession and never looked back. At the same time, many engineering school graduates bypassed the profession altogether for other career options. Our feature, “Engineering’s Lost Generation,” examines how firms are dealing with this workforce gap as they grow their firms to meet the opportunities of a strengthening economy. Growing firms also need new leaders to emerge, but turning talented technicians into skilled managers and leaders is a constant challenge. In this issue, we explore a leadership development curriculum designed with this in mind, as well as how to create additional career opportunities for the future leaders of our industry. Whether you get involved in inspiring the engineers of the future or in developing the skills of the current engineering workforce, I hope this issue will be a catalyst for further involvement in building the most important component of our industry. Our goal for Engineering Georgia is to continually make each issue better than the last and to raise the profile of engineering across the state. The easiest way for us to achieve this mission is to hear from our readers about what you like, what you don’t like and what you want in your magazine. If you have any thoughts about how we can make Engineering Georgia better, please don’t hesitate to let me know.
Published by American Council of Engineering Companies of Georgia. View All Articles.
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