Retention of engineering and technical professionals in a state public transport organisation

Abstract

High levels of infrastructure requirements in Australasia have placed considerable pressure on organisations to attract and retain engineering and technical professionals. This study reports on the efforts of a state public transport organisation to analyse their human capital risk and gather data to inform the development of retention strategies for its engineering and professional staff, including project managers. A survey of 1212 engineering and technical professional staff revealed that a multi-faceted approach to retention strategies, that differentiates the needs of new graduates, experienced staff and ‘baby boomers’, is required. Survey respondents (N=679) identified a range of incentives, including training and development, enhanced career opportunities, recognition for good work, appropriate remuneration and good leadership.