Wisdom is a desirable commodity in engineering
High tech values its senior workers as mentors
While they may work in a field that values rapid change, mature high technology engineers with mentoring skills are a welcome-and highly prized-corporate presence among information technology employers.
"Right now, the job market for these engineers couldn't be hotter," says Jack Fellers, Boston branch manager of Consulting Services for Robert Half Technology, a leading information technology (IT) job placement firm. "The more experience these professionals have, the more they are being sought by employers."
"What I'm finding is that, in many ways, there aren't enough of us to go around," says Stan Tyliszczak, senior director of Technology Integration at General Dynamic's Information Technology's Chief Technology Office in Boston. Tyliszczak fits the profile of many mentoring engineers who are, typically, 50 years of age or older with more than 20 years of engineering experience.
Mentoring programs seek to capitalize on these technicians' skills and insights by incorporating their expertise within the company organization. As many of these high level engineers retire in the next few years, companies want to pass on their knowledge to younger staff. In order for junior colleagues to best absorb the knowledge of their more experienced peers, many companies are formalizing mentor programs. "Our program usually lasts about a year and matches protégés with highly skilled engineers," explains Scott Deslauriers, senior manager of Staffing and Recruiting at General Dynamics' Needham office.
Often, the relationship succeeds in benefiting both parties. Less experienced colleagues "boost their technical skills," says Deslauriers, while the veterans gain first-hand exposure to newer technologies introduced by their "students." As one of these mentors, Tyliszczak often focuses on helping associates fresh out of college to bridge the gap between classroom learning and corporate reality. "Universities do a great job of providing theoretical knowledge, but there is little attention given to the nuts and bolts of the everyday workplace," he says.
Older engineers also offer vital precedent-based advice to younger colleagues developing new IT projects. Recently, for example, Tyliszczak worked with an engineer who needed to determine how much demand an IT system could sustain before experiencing operational challenges. Given his background with such technical design components, he was able to provide an accurate assessment of the new system's reliability. Mature engineers can also help newer colleagues employ soft skills in navigating the often tricky waters of corporate culture.
"They can help newer colleagues learn how to give presentations to board members, conduct themselves at customer luncheons, and deal with other business situations," says Deslauriers. For his part, Tyliszczak puts a great deal of emphasis on mastery of the written word with his mentees. "The ability to put together a well thought out and precisely written document, whether it be a staff memo or a major sales proposal, can't be underestimated," he says.
To ensure a positive learning experience, Raytheon's Engineering Mentor Program takes care in choosing mentors, selecting only those it deems suitable for the program. Equally strong emphasis is put upon retaining these skilled specialists. "We strive to offer the flexibility and challenging work environment that will keep our engineers with us," says Deslauriers of General Dynamics.
This appreciation is also reflected, in part, by the competitive compensation earned by these professionals. Depending upon their seniority and experience, administrative level engineers earn upwards of $120,000 annually in many Boston area companies. With companies continuing to stress IT efficiency and innovation, the job market for mentoring engineers will continue to be strong. "I don't see any cooling off in this job category," says Fellers. "Highly skilled engineers will continue to be as hot as ever in the Boston region."
