Page 18 - CEA-Alberta-Innovators-2024

As a consulting engineer for 35 years, President of Thurber Engineering Chris Workman is excited to share his company’s Equity, Diversity and Inclusion (EDI) Initiative but, he says, he’s disappointed that it’s taken the industry so long to reach out to a wider range of talent. He is thrilled nonetheless because “It’s an opportunity to make improvements and make our industry better.”
A former employee planted the seed in Workman’s mind when she said she felt she couldn’t move up in the company. The company’s improved since then — current hiring practices are at about 30 percent women for junior positions — but Workman says “Our challenge is at the higher levels.”
Historically, Thurber has been very multicultural and its new EDI commitment action plan – adopted in November 2023 – is focusing on improving gender diversity within the company.
The underrepresentation of women in senior positions is an industry-wide issue,
The growth and development of people is critical in any organization. That starts with mentoring and supporting those early in their careers.
But how does that work within the hybrid work-from-home model that’s here to stay?
Pre-COVID, there was informal mentoring and career development by osmosis — at the coffee station, chatting with a colleague, over lunch or sharing a ride on the way to and from a meeting. But what does the industry do now?
Rodney Peacock, president and CEO of ISL Engineering, says the new mentoring model is two-fold. “Groups are making sure they are coming to the office on common days — let’s say Monday-Wednesday-Friday,” creating
a weekly cadence that keep the connection automatic “because they are in one another’s presence.”
Secondly, managers are being asked to more deliberately reach out to staff virtually — and
with many societal issues impacting it. But Thurber is committed to doing its part to move the needle in the industry by raising awareness and addressing unconscious biases and communication concerns. It will track hiring metrics annually, institute awareness training for staff and leadership, and formalize EDI considerations in the hiring process.
The company has already instituted employee resource groups for female employees to support one another regarding common issues (like problems
at construction sites) and has also created an advocacy committee at a higher level to authorize systemic change. Thurber will also issue surveys for employees and improve its hiring process to reach out to ensure people feel comfortable, however they self-identify.
Of course, people can only advance on merit, but Workman says the company — and industry — needs to find different qualified voices and perspectives to help Alberta’s engineering industry reach new heights.
“It is the right thing to do for people and
our businesses.”
at the office — to see how the juniors and intermediates are doing and if they have any questions. “It shows initiative by the leader, not just the junior reaching out,” Peacock says. “Previously, this was more organic. Now it is more critical than ever to boost connectivity
to the company, reassure staff that they are important, reward creativity and productivity and deal with challenges and problem solving at early stages.”
This also provides an opportunity to check on any mental health concerns as well, because an employee’s comfort in their environment helps grow and develop their career. “Mentorship is one of my biggest concerns,” Peacock says, recognizing the value of flexibility in people’s lives. “Leaders need to dial back into the juniors’ lives, because the pace of change in the industry professionally will impact us into the future. We need to have our people ready.”
18 ALBERTA INNOVATORS