Engineering is evolving faster than ever; emerging technologies like artificial intelligence (AI), digital twins, and automation are changing how teams design and deliver projects. Meanwhile, sustainability requirements, new regulations, and global collaboration are pushing engineering firms to adapt at unprecedented speed.
The challenge for leaders is clear: the workforce and skill readiness in engineering firms that made teams successful yesterday will not guarantee success tomorrow. For HR and Learning & Development (L&D) professionals, this presents both a risk and an opportunity. By practicing skill readiness and forecasting, organizations can anticipate capability gaps before they appear and equip their engineers to thrive in a rapidly changing landscape.
Why Skill Forecasting Matters
Engineering firms are talent-driven. Project quality, client trust, and innovation all depend on workforce capabilities. Consider three evolving forces at play:
- Technology: AI, digital design, and automation in engineering are becoming core tools.
- Industry: Sustainability and regulatory demands are expanding the technical skillset.
- Business: Clients want firms that innovate, adapt, and deliver consistently.
Skill forecasting helps HR and L&D move from a reactive position, scrambling to fill gaps as they appear, to a strategic one, where skill readiness and capability development are aligned with future needs.
Identifying Capability Gaps
Skill forecasting begins with awareness and alignment. HR and engineering leaders must work together to anticipate the demands of tomorrow. Key steps include:
- Scan the environment: Track emerging technologies and regulations.
- Assess internally: Use skill inventories and performance data.
- Map competencies: Define what success looks like in each role.
- Collaborate with leaders: Managers know where projects already feel skill-constrained.
By comparing current capabilities against projected needs, organizations can visualize their future skills gap and prioritize where to act, ensuring skill readiness in engineering firms.
Practical Approaches
Forecasting does not require complex tools to get started. Firms can use a mix of strategic and practical approaches:
- Scenario planning: Explore “what if” situations, such as new sustainability requirements or rapid AI adoption.
- Data-driven insights: Leverage HR analytics, learning management system (LMS) usage, employee performance trends, and project results.
- Benchmarking: Compare against industry peers and standards.
- Employee feedback: Ask engineers what skills they believe they need to stay effective.
Closing the Gaps
Identifying gaps is only the first step. The real value comes from closing them:
- Upskilling and reskilling through workshops, certifications, and microlearning.
- On-the-job learning, including cross-functional projects and stretch assignments.
- Mentorship to transfer knowledge from senior experts to junior staff.
- Targeted recruitment to add emerging skills while building internally.
- Ongoing review, since forecasting is never one-and-done.
HR & L&D’s Strategic Role
HR and L&D professionals are uniquely positioned to connect strategy with execution. By forecasting future needs, they help leadership make informed workforce decisions and prepare teams for long-term success.
- HR acts as the connector, ensuring that talent planning aligns with organizational goals.
- L&D acts as the enabler, designing and delivering programs that bridge gaps before they become obstacles.
When HR and L&D adopt a forecasting mindset, they move beyond compliance and training toward strategic workforce development and skill readiness in engineering firms.
Conclusion
The AEC industry is on the cusp of dramatic transformation. Firms that fail to anticipate the skills they will need risk being left behind. Those that embrace skill forecasting will build resilient, adaptable teams that are ready to thrive in uncertainty.
Remember, forecasting does not have to be complicated. Start small: map a few key roles, identify one or two priority skills, and run a pilot program. Use this three-step checklist as your guide to keep the process simple and focused.
At EMI, our mission is to help engineering professionals and organizations grow stronger through leadership development and continuous learning. If you are considering how to prepare your workforce for the future, our resources, and training programs are designed to support you on that journey.
About the Author:
Alicia Peterson, MHR, SHRM-SCP, joined the Engineering Management Institute as the Human Resources Manager in July 2025. With over ten years of extensive experience in human resources and people operations, she brings expertise in a variety of disciplines, including employee engagement, organizational development, and leadership enablement.
Based in Oviedo, Florida, Alicia views HR as a consultative partner in the organization and strives to adapt HR practices that align with their business goals and long-term strategic initiatives. She holds a bachelor’s degree in management with a minor in human communications from the University of Central Florida, and a master’s degree in human resource management from Rollins College. Her work at EMI specifically aims to scale and streamline processes through periods of growth, build programs that represent EMI’s culture of “Give, Guide, Grow,” and support team members at all levels of the organization to achieve professional growth and satisfaction.
