Years ago, I worked at Chicago-based Nagle Hartray, a boutique architectural firm. Even in those days, the firm had an uncanny ability to retain its staff. The turnover rate was unusually low—a rare gift in any industry.
If you are unfamiliar with the high quality work of Nagle Hartray, then you might initially postulate: ‘Yea, their turnover is low, but perhaps that’s because the people are not of the highest caliber. Maybe they are just dead weight, hanging on.’ But this, in fact, is the furthest thing from the truth.
Nagle Hartray has been around since 1966.The firm has won countless design awards, and it is well-respected by clients and industry peers alike.
Although Nagle Hartray has not formally calculated its amazing low turnover rate over these years, it’s safe to say that it’s remarkable. When I worked there from 1992-1995, there was a crop of about 35 people total. Out of that particular group, a handful had started with the firm right out of architecture school, and are still there today. These professionals have had the opportunity to build their careers–not stifled—always demonstrating continued excellence and growth. At that time, there were five partners. Even the most recently added sixth partner, Penney, was at the firm when I was there.
Yes, there have been a few individuals that have moved on since the mid-nineties, but take note that many of those professionals had already been at the firm for about a decade each!
So, how does low turnover translate into marketing value for the firm? To start, how about these reasons:
-Clients feel comfortable that the same team that starts their project will see it through.
-Clients are confident that they will be able to work with the same team from project to project, even if a few years pass between opportunities.
-Clients know that the learning curve for the project team members will have little to no learning curve, and that the team will have a personal stake/vested interest in each project’s success.
-Clients feel close—like family in some cases—to a team of professionals that have longevity with their service provider firm.
-Clients recognize the ROI (return on investment) they receive on both soft and hard project costs, thanks to staff that are mentored with technical building performance as a top priority.
-The professionals have rapport and an unbeatable synergy with one another that is evident within prospect interviews.
-Within the firm, there is a mutual respect and a real empathy for strengths and areas in which to improve for each professional.
What other aspects of low staff turnover might lend themselves to increasing marketing/business development value for an AEC firm? As always, I welcome your input.
Maybe this is the more burning question: What’s Nagle Hartray’s secret to ensuring staff commitment to the firm–from the senior level all the way to the junior level? (Especially as we notice today’s junior-mid level professionals—the non owners—are far less likely to stay put.) Find out in Part II, Scarlett Letter #50.
