Since the July Salary guide, we’ve seen massive changes on global and domestic fronts and a general culture of ensuing uncertainty, which makes it impossible to predict anything without a crystal ball.
As the season changes again and U-turns abound this week, we almost didn’t publish a Salary Guide this quarter because it simply cannot provide guidance that can be relied upon, given the circumstances.
What we can share though is an opinion, from the frontline of BIM recruitment. Here’s what Mike Johnson from JohnsonBIM has told us about what seems to be happening and what BIM teams might do about it.
Mass exodus mid-career
Supply has reached negative levels for all mid-career BIM talent, with many being tempted out of the construction industry or overseas for better opportunities and too few new starters entering the profession to replace them.
“The BIM Brain Drain is reducing the talent pool to a puddle”
Senior BIM leaders are more available but they will also need to be looking beyond the UK for scope to grow as our industry struggles to resource itself to meet demand, with mid-level salaries only now beginning to increase in desperation. To secure a proficient BIM Manager in future, convincing offers may need to exceed £90k.
Resourcers are at last beginning to realise that experience is no longer available and home-grown talent is a necessary investment. Recent graduates studying in the UK offer good potential for fulfilling BIM requirements with visa extensions to 2024. Great candidates will find the best roles by Christmas and the best companies have already found excellent graduates keen to prove themselves.
Levelling up
Regional opportunities are now beginning to match London’s offer with an increase in remote and hybrid working allowing teams to expand nationwide wherever the talent can be found. Even the salary differential between traditional sectors is reducing, as design teams are being forced to match contractor and consultancy offers.
Start-up businesses are also now becoming more prevalent and competing aggressively for talent by offering both salary and incentives that are more attractive for ambitious professionals. And growing trends in automation are increasing the scope of smaller BIM teams to deliver and specialise beyond basic functions.
Survival of the fittest
Emulating big, successful businesses beyond construction is the only way to survive the current drought and save BIM teams from losing over-worked people. The best directors are pro-actively anticipating needs and strategically hiring and training ahead, proving their credentials as a Good Digital Employer. They also know how to effectively manage remote teams, allowing great people to work part time in the UK and part time in Europe.
Lamenting the loss of talent to more appealing locations will not bring them back. Instead we need to be welcoming skills from places who still see the UK as a desirable place to work. Sponsorship can be cost effective and contribute to capacity longer term. All
There are other levers beyond salary: performance-related pay and share equity reward loyal talent looking for long-term career development; and golden hellos can make the difference to ambitious individuals determined to prove themselves. A combination of these is a compelling package.