The Hidden Power of Marketing: Strengthening Workforce Engagement and Culture

 

When I first entered the A/E/C industry in the early 2000s, marketing’s role was narrowly defined. Marketing professionals were primarily responsible for proposal production, a vital role of course, but a lost opportunity when you think about the expertise this group has to offer  

 

Thankfully, over time, the role of marketing within Architecture, Engineering or Construction firms has largely evolved. Yet, still today, while most companies see marketing as an external force to attract and retain clients, its true power lies in turning inward.  

 

With the challenges the industry faces in workforce engagement, the need for creative thinking is clear! According to a survey by Quire, 84% of respondents said they were having challenges recruiting new A/E/C employees and 70% of respondents said high turnover is a major contributor to the labor shortage. The Engineering Management Institute also found that in 2024, 96% of companies surveyed said that labor shortages in engineering would impede company growth potential this year. 

 

Post-COVID, these challenges have intensified. Both workers and managers now have different expectations about the workplace.  

 

Adding to the pressure, the A/E/C workforce is aging out faster than in other industries. The National Center for Construction Education & Research notes that 41% of AEC workers, including a sizable portion in management roles, expect to retire by 2031. This leaves fewer mentors to train the next generation of workers. And as we all know, workers who feel unsupported are more likely to leave.  

 

So, what does that have to do with marketing? A strong internal communications plan – created through collaboration between marketing and HR – can help overcome these challenges. At the same time, this trending approach can save a company money.  

 

A recent study from the Society for Human Resource Management (SHRM) notes that it costs on average $4,700 per hire, with some experts suggesting that total costs can increase to as much as three-to-four times the position’s salary, depending on the job. In 2022, the Bureau of Labor Statistics analyzed data by the Associated Builders and Contractors (ABC) and discovered that construction employees quit at twice the rate of layoffs and discharges. Making an effort, then, to keep the employees you have is a smart investment, and engaging marketing in the conversation can significantly increase retention. 

 

In many cases, employee satisfaction boils down to communication. Marketing can create campaigns that keep employees informed, connected and appreciated, which significantly improves retention.   

 

Giving thought to the cadence and formats of communication are critical, especially in A/E/C where there is typically an office and field component to consider. Teams aren’t always connected by geography or sitting together in one location. Reaching out and involving employees could include newsletters, emails, regular staff meetings or business updates or even local happy hours to allow folks to engage in fun together. This intentional approach helps create a feeling of inclusiveness and enjoyment. All that plays into creating a company culture, keeping employees aligned on communal goals. 

 

While some might decide to focus marketing resources externally, my philosophy has always been that you will generate significant returns by consistently focusing internally. Your employees are your best marketers, amplifying your message through their network and serving as trusted advocates for your company. 

 

Company leaders should start by asking themselves: Is our vision clear? Do our employees understand how their roles contribute to it? Are we consistently communicating to our employees at all levels? Do we have high turnover rates that need to be addressed? When is the last time we surveyed our employees? 

 

Not sure of the answer to any of these questions? Confirm your assumptions by creating an employee survey to understand how people are feeling. Then take a hard look at the results and take strides to close the gap between how employees are feeling and thinking and how you want them to think.  

 

Final Thought: Marketing serves as a versatile tool that goes beyond attracting clients—it plays a pivotal role in engaging employees and addressing workforce challenges. By integrating marketing into internal communication and recruiting strategies, firms can expect better retention, improved employee satisfaction, and stronger company culture. This approach not only saves time and money, especially given the high cost of turnover, but also empowers employees to become trusted advocates, amplifying the company’s message and values from within. 

 

 

About the Author: Whitney Thrower has led marketing teams across the country and understands the importance of running efficient marketing programs that provide returns. She has supported the creation of internal communications campaigns for firms of all sizes, understanding that there is no “one size fits all” approach.  

To learn more about her click here:  https://www.linkedin.com/in/whitney-thrower/  

To connect with Thrower Marketing Group on LinkedIn click here  https://www.linkedin.com/company/90748974