TRACK 6: General Contracting
Senior Manager – Construction and Real Estate
Dixon Hughes Goodman LLP
Mark DeVerges is a Senior Manager of DHG Search’s Construction & Real Estate team. DHG Search is an executive search and recruiting service line of Dixon Hughes Goodman, a Top 20 CPA and advisory firm. Mark has over 15 years of experience with C-Suite to critical management level recruitment across a variety of industries locally, regionally, and across North America.
Mark’s background in helping companies hire the best talent has positioned him as a Trusted Advisor and earning him numerous previous awards for his success, service, and client satisfaction. His experience includes targeted recruitment in delivering candidates particularly well suited and genuinely motivated for roles whom are known performers which add value to their new organizations. The mix of clients range from small to fortune 500 companies in successfully helping them strategically hire the top talent in Executive, Finance, Operations, and high-level Project Management individuals.
Today's tight labor market means that contractors have to do more not only to attract talent but also to keep their existing employees on board. This panel will explore best practices for creating an inclusive work environment that builds community and keeps employees from diverse backgrounds engaged and motivated.
The AEC sectors are at an all-time high. We’ve seen continued expansion and hiring managers in these sectors are poised to add staff, but we aren’t seeing a multitude of people ready to take on these jobs. To ensure this growth is sustained, the industry must continue to innovate and increase the skill set and technical knowledge of employees. To do this, it’s imperative that we close the generational gap and create career-long appeal for millennials and future generations. Currently, millennials range in age from early twenties to mid-thirties, and they will quickly make up approximately 75% of the full-time U.S. labor force (by year 2025). At the same time, the baby boomer generation is phasing out of the workforce, with close to 40% of those who were born between 1946 and 1964 actively in the process of retiring or leaving the full-time job market. To close this gap and transition our labor force, hiring managers must plan for and provide opportunities that offer long-term stability and career progression to this new generation in a way that speaks to them, meets their expectations and provides opportunities for career longevity. How will we do this?