Small Firm Exchange

 View Only

Community HTML

hero image for SFX site

Leadership

Opportunities

Key Resources

Social Media

   

Who We Are

The mission of the AIA Small Firm Exchange (SFx) is to advance the mutual interests of architects practicing in small firms. The objectives of the AIA SFx are three-fold:

1. Advocate the value of small firms, the national SFx, and local SFx groups, both within the AIA and to the public.

2. Curate and disseminate the most pertinent resources and information, from the AIA & elsewhere, that benefit small firms.

3. Inform the AIA of current issues facing small firms and areas in which current resources/information are lacking.

Approximately 75% of all firms within the AIA are small firms (less than 10 employees), which equates to 14,459 small firms within the organization.

~26.8% = sole practitioners = 5,173

~33.5% = 1-5 employees = 6,459

~14.7% = 5-10 employees = 2,827

For context, small firms share of staff is 16.0% and share of billings is 12.0%

We need to find ways to leverage that size for collaboration and influence, just like the individual large firms do.

   

  

  • 1.  My firm is aTeenager!

    Posted 06-24-2013 11:11 PM
    This message has been cross posted to the following Discussion Forums: Small Project Practitioners and Small Firm Round Table .
    -------------------------------------------
    We are hitting the adolescent years in our firm.
    Staff don't like us anymore, we can't seem to do anything right.
    Benefits are snubbed, and we are told we don't appreciate them enough.
    The list goes one.

    They call it growing pains.

    So, we are looking for ideas, solutions, recommendations.

    My time at Convention 2013 was spent on all thing "firm" and "employee" related.
    I did find lots to think about, but not much for the small firm like mine (we have 10 people).
    I don't have so many ppl that I can have classes, training seminars, travel benefits, etc.

    I do have time and the desire to make things better.

    Here are a few questions...to get us started.
    1.    Would titles help?  Our organization is very horizontal, not much clear distinction between people.
    2.    I am considering offering a lunch and learn every 2 weeks to the whole office to review standards, construction details, etc.  Something useful and practical to the education of my team.
    3.    When someone new starts, we do not have much training or introduction.  Its pretty much "deep end of the pool".  I am thinking on investing time and money in creating a "new hire" program" with the help of the team.
    4.    What about a savings account for grants, travel bonus, etc. for well performing staff?  How would we rate them, grade them for the win?

    Any help or advice would be appreciated

    Thank you!

    -------------------------------------------
    Jean Dufresne AIA
    Architect
    SPACE Architects + Planners
    Chicago IL
    -------------------------------------------


  • 2.  RE:My firm is aTeenager!

    Posted 06-25-2013 06:32 PM
    Sounds like you are working hard to make a better firm.
    Are you hiring? ha, ha...

    I have worked in medium sized and smaller firms.Larger firms can afford someone to handle HR programs. Smaller firms have to be more creative. There are HR consultants that can work on a part time basis, most that I have encountered however, are focused on the legal aspects of employers. At one firm we had a peer review performed by another architect. That yielded some good information for us. The process of interviews with the staff and management, conducted by an Architect who understood the daily challenges of practice, broke through the usual fear of hurting feelings or antagonizing someone on the team. The Architect was out of our market area and our process was confidential.

    I have participated in a number of Firm "Planning Sessions", "Retreats", and "Management Training" Programs. All provided some positive value, although the results were often recognized over time. That is not comforting to the type "A" personalities on your team who want to see something happen, "Right Now". Set some goals, track them, share progress with your team. Try to keep everyone engaged.

    I am assuming you are dealing with multiple generations in your office. The blend of generations can work very well. Millenials actually work well with Boomers, Gen Exers' make valuable managers. Millenials often thrive in highly communicative and interactive environments. Gen Exers' are sometimes indistinguishable from the driven Boomers they learned under. Boomers are good teachers and valuable resources of knowledge. The Millennial may know the latest Revit enhancements, but the Boomer knows that the drawings are only as good as the information they can communicate to tradesman.

    I hope this is helpful.
    -------------------------------------------
    Timothy McMinn AIA
    Owner
    designsix
    Belleville IL
    -------------------------------------------








  • 3.  RE:My firm is aTeenager!

    Posted 06-29-2013 04:49 PM
    Jean, great questions. I wrote an article for DesignIntelligence that explores some of these issues. Hopefully it'll be of help:

    http://www.di.net/articles/generation-y-unfolding/

    -------------------------------------------
    Jared Banks AIA
    Saint Paul MN
    -------------------------------------------








  • 4.  RE:My firm is aTeenager!

    Posted 07-01-2013 06:51 PM

    Jean: In this recession, your staff should be glad that they have jobs.  I would get them all together in a room during lunchtime, Not provide any lunch and say: "look gang, here's the deal.  Our profits are down; we're not getting as much new work as we had planned and so we've got to tell you, we don't appreciate one bit any negative crappola from any of you.  You have jobs. THAT'S the benefit.  We no longer can afford to pay for your health insurance on our nickel and you don't seem to appreciate that anyway, so okay; that's gone.  You don't seem to appreciate matching 401k benefits, so okay, that's gone too.  We will keep the coffee maker machine over there in the corner and continue to provide filters and coffee.  That and your paychecks henceforth are your benefits.  If I hear one more negative word from anyone, you are gone.  I want you at your desks and working a good solid 10-hour+ day if you're on salary and you better be helping us to bring in some work in the door, or ALL of us will be enjoying a 25% pay cut across the board.  Good news: you all still have jobs.  Now then.  Any comments?? 

    If you lose anyone, good riddance.  Get new staff; I guarantee you that 10 people are waiting to work for you for every staff member you have now, and that have more talent than who you have right now.  And they will kiss the ground you walk on for giving them a paycheck again.  Think the above sounds harsh?  I have been at firms in the past where this has happened.  Guess what?  NO one left.  And all were much more positive about having jobs.  Employees need to adopt "employer attitudes", understanding what a financial burden you have, supporting all of them.  Not to mention their endless problems and issues.  Some tough love might straighten them out.  They are there to help the firm succeed and to help the firm become financially sustainable.  If they can do that, then they help themselves by being part of something successful.  If they can't get their minds around that, then they should try to do it on their own.  They will soon find out how hard it is running a business and come to appreciate your position very quickly. 
    -------------------------------------------
    Rand Soellner
    Architect/Owner/Principal
    Home Architects
    Cashiers NC
    -------------------------------------------