TEAMS NOT ISLANDS
The need for systems capability requires similar capabilities on the human level. "We want engineers who can communicate, who can be part of the team," says Robertson.
"It is important to have people with communication skills to build across different functions and business groups," explains Xerox's Bascaran. "Engineers must be able to work in teams."
Ed Kennedy, human resource recruiter at NEC Electronics America, agrees. "We look for an engineer's people skills, someone who can relate well to others, resolve problems, and communicate well." NEC Electronics America is a semiconductor solutions provider for broadband networking, mobile, PC, automotive, and digital consumer markets.
"Another important skill at Xerox is having some knowledge of business, the ability to link the system decision to a business result. We don't want experts who don't know what the implications are of their decisions," Bascaran says. Cost, delivery, quality, and customer requirements are all part of the mix.
During your school tenure, getting practical work experience is critical. Then, when you're in the work force, updating your education is critical. College students should "take advantage of every opportunity for internships or co-op assignments. It will enhance their value several-fold," says Kennedy from NEC Electronics America.
To the engineer who has been on the job, Lockheed's O'Neill warns: "Very often, too many of us, especially when you get a master's degree, start thinking they know everything. But all your information is historical. It's not current from the moment you walk off the college campus, especially in the electronic and aerospace business. People must join engineering societies, attend seminars, and subscribe to periodicals in their areas of discipline. It is the only way you can keep up with what's going on. You won't be competitive without doing so. People really need to get them. Go through them at halftime of a football game."
Companies like Lockheed and Xerox provide continuing education to advance the technical skills of their employees. Xerox believes so strongly in ongoing education, it is Bascaran's primary job. "We don't only hire engineers, but work on educating our engineer," he says. "It's very difficult to find people familiar with our core technology. We look for people with a solid technical knowledge who can learn quickly."
JOB MARKET VS. OUTSOURCING
It's no surprise that offshore outsourcing is hurting engineering opportunities here, but is it a plus or minus for business? What can be done about it?
IEEE is working to educate politicians on the impact of offshoring, not just on engineers, but on the U.S. itself, says Ron Hira, volunteer chair of the Career and Workforce Police Committee of IEEE. "It displaces workers, and that makes it a less attractive career option. When that happens, the best and brightest don't pursue these professions. That calls into question the U.S.'s ability in the future to innovate." No one has come up with a way to deal with that negative effect, he says.
A related issue is the quality and diversity of engineering graduates. Xerox's Joseph Hammill, responsible for talent acquisition, says businesses must expand their requirements from just the grade point average. "Companies are becoming narrow-minded about what the top caliber people are. We need to open our eyes to other character components, such as good interpersonal skills and are they leaders on campus."
Many engineering students at U.S. schools are foreign nationals. It's up to American industry to change that, O'Neill says. "Industries have to get involved, make sure this American engineering product continues to be the world's best. You have to take some responsibility to make sure your industry prospers. We have to volunteer to go to universities, to middle schools, and to give a talk to every seventh grade class. We have to take some responsibility."