Over the past few years, the field has received a growing amount of attention that has highlighted long standing labor issues within the architecture industry, ranging from unsustainable pay models to unwelcoming work environments. Looking for an alternative, the Architecture Lobby created the Just Design Initiative, which recognizes fair labor practices in architecture. Beginning with nominations submitted by employees, and followed by an evaluation process, the team looked at practices that can serve as models of a new status quo within the profession. Archinect has teamed up with the Just Design crew to profile firms across the country that meet the initiative's standards. Whether it is a family-friendly work schedule or a health coverage plan that goes above and beyond, the series spotlights practices that honor the basic rights of their employees and can serve as exemplary models of what should become standard for the field.
Based in New Haven, Gray Organschi Architecture centers their practice around a holistic vision that encourages a healthy mental appetite. Situated near Yale, the firm benefits from being in a small city with a strong network and many resources. “What we’ve shown people, is that being in a relatively small city gives you a lot of access earlier in your career,” says the firm’s leadership. “And you might get to have more of a voice.”
To help retain employees, who otherwise might be drawn to bigger cities nearby, the firm places their workers at the core of their practice, involving them in serious ways. Further, leadership strives to create policies that foster a happy work environment and helps to stabilize everybody's lives. “It’s important for us that they are healthy emotionally too,” the firm stresses.
Like their projects, which focus on sustainable solutions that work to nurture communities, the firm has built a working environment that nurtures their own. The firm maintains a 40 hour per week maximum. When necessary to work overtime, employees are offered comp time—or they can take a check, though most choose the extra PTO. This offers a great deal of flexibility. For example, one employee who is currently teaching a professional practice class, loads her hours when not teaching in order to balance a more relaxed schedule during the semester.
The firm aims to support the lives of their employees outside of the office, whether that be on the personal side—for example, the firm is looking into helping with low-interest loans for employees looking to buy a house—or the professional side—by encouraging pursuits like teaching. “We find that [employees] are so responsible and aware of what they have going on in the office,” says leadership. “It always feels as though they have a feeling of ownership for what they’re working on, and when they’re on leave, they seem to structure their time with a lot of awareness.”
Furthering a sense of ownership over their work, the firm dedicates many resources towards the professional development of their workers. Beyond paying for AREs, study materials, licenses, and other related expense, the firm hosts regular lunch meetings to help expand everyone’s skill sets. Currently, as the firm moves towards more Design-Build work, they are focused on building knowledge around construction administration such as covering the basics of a CD set.
“We want people to be well educated about these things because it helps us too,” the firm explains. But, it is also to the gain of employees, particularly those straight out of school, who are trusted to be sent to do construction administration and site visits. These are skills and credentials that are portable, making employees both competitive outside the firm and more valuable within.
As the careers of their employees develop, the firm works to build up long-term relationships and reward accordingly. Upon hiring, employees have a 3-6 month review, where upward pay adjustments are made when warranted. After that, the firm has in-depth yearly conversations to determine raises, discuss long-term career trajectories, and to give and get feedback, that latter being particularly important, says leadership.
“The more people stay with us the longer, the more we find ways to reward them,” the firm says. “We know that as a firm, we get collaborative good work from people, and that’s true in the other direction.”
1 Comment
that's heartwarming :))) and their work isn't suffering
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