3938 APEG Mar.Apr Edit.indd - APEGBC

f eatures
Growing The
NEXT GENERATION OF PROFESSIONALS
20 MARCH/APRIL 2008 INNOVATION
APEGBC’s young members-in-training are bright,
well-educated, and highly capable. Th e technical
skills they possess make them an asset to their
employers, and in professions where the average age of
practicing members is around 49, the infusion of young
blood energizes engineering and geoscience practice.
However, engineers and geoscientists at this early stage
in their careers may face diff erent kinds of challenges
than their more senior colleagues. While they possess
strong technical skills, initially uncertainties may exist
about fi tting in with workplace culture, what direction
their careers should take, and managing the demands
of professional practice.
With career paths yet uncharted, and without the
kind of workplace experiences that can only be accumulated
through years of practice, young engineers and
geoscientists must forge their own path to career success.
However, support from more senior colleagues as
well as employers can help young engineers and geoscientists
hit their career stride and reach their potential
as professionals. Mentoring, resources and training can
go a long way towards developing the next generation
of professionals.
A Sound Investment
Shelley Dong EIT, 26, has been working for a year-anda-half
since graduating with her bachelor’s degree in
mechanical engineering and a master’s in electronics
control. Th e job market had good opportunities, she
says, and while the process was slow to begin with, it
did improve. It took her three months to fi nd her current
job aft er relocating to BC from Ottawa. She recalls that
when looking for jobs right aft er graduation, employers
were more interested in engineers with fi ve or more
years of experience—particularly smaller companies
with less substantial training budgets.
In the current market, many employers are looking
for skilled and experienced professionals who can
step in quickly to fi ll gaps in their workforce with
Melinda Lau
minimal on-the-job training. However, the investment
in young members-in-training is worthwhile
to employers in the long run and can pay dividends.
Younger employees can bring enthusiasm, energy,
fresh perspective, as well as newer skill sets. Investing
in and developing young employees can be good for
a company’s succession planning and can encourage
a sense of loyalty. Resources and mentoring are very
important for young employees. According to Dong,
“the more resources provided, the faster [employees]
can get up to speed in a new working environment.”
Dong says she’s happy with the career she’s chosen.
“What I’m doing right now is electronic control system
development for mid-duty trucks. This is a perfect
combination in my opinion, because it’s impossible to
design controls without knowing how the mechanical
objects work.”
Developing Management Skills
Shiva Tiwari EIT, 31, has been working in industry for
two years. Originally from Nepal, he moved to Calgary
to complete his master’s in civil engineering. As a young
child, Tiwari was inspired to become an engineer by
his interest in bridges, dams, roads and airplanes. Th e
variety and scope of work in civil engineering drew him
to the discipline.
The job market when he started was welcoming,
says Tiwari, but he found that while employers
were keen to hire, remuneration did not seem as fair
or rewarding as he had hoped. However he adds,
“This is probably true of every entry-level position
in every field.”
Asked whether he felt prepared for what he first
encountered in his job, Tiwari says, “The technical
and academic aspects—yes.” However, he notes that he
found himself unprepared for all of the management
skills required: “I possessed all the technical competency
to do the job, but had difficulties in meeting
management-related requirements such as spending