HDR Chicago team photo. Courtesy of HDR.

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.

HDR Chicago has been challenging the status quo in architecture for some time now. The leadership is currently working to push the work culture and practices into an area to stimulate growth, employee satisfaction, and optimum long-term development amongst team members. A key factor in the firm’s development has been the inspiration they draw from other industries. “We tend to look at other big companies outside of architecture. We want to know what the trends are in the corporate world at large that we need to be offering to be competitive and attractive,” said Joseph Cliggott, the Managing Principal at the practice.

The firm has recently adopted a new parental leave policy that gives employees 12 weeks of time off that can be used nonsequentially, allowing team members flexibility in the beginning stages of parenthood. For example, someone could opt to take 2 weeks off after the birth of their child, then come back to work for two weeks, and take some more time off later on. It’s a new method that has provided a positive benefit to many parents at the organization.

HDR is an employee-owned company and one of its core values revolves around this fact. “We are a collective and I want people to feel like they are respected, they are heard, and they have a say. I’ve worked in places where there is a divide and we are trying to break that barrier down,” said Cliggott. This fundamental characteristic is what led to the adoption of the 12-week parental leave policy. Team members voiced their desire for a change and they were heard. Now, the company has experienced a tangible change as a result of this “collective” voice.

...the team member is able to see themselves as a part of the bigger picture, with more experience, confidence, and purpose within the practice.

Emphasis on long-term thinking, both as a whole and individually, is also a part of the firm’s value system. This can be seen in its unique approach to performance reviews. It’s something that the leadership hopes produces “deep and meaningful conversations” about an employee’s future within the firm. Cliggott gives an example of the Chicago studio’s interior design practice, which is currently in its growing stages. “Right now we have six designers, but I see them growing into a 15 or 20 person practice,” he expressed. In a performance review with one of the interior designers, Cliggott might ask them where they see themselves as a part of this future team. “I’d say, to think of this as a five-year plan for your group and in that time you will have five years more experience. Where do you fit into a group of six additional people? What role are you in? What are you doing then? Who do we need to bring in below you, above you, or beside you?,” Cliggott explained. In this way, the team member is able to see themselves as a part of the bigger picture, with more experience, confidence, and purpose within the practice.

Part of the bigger picture for HDR is having healthy employee-owners. The company promotes a healthy lifestyle through its healthcare plan, offering discounts for regular exercise and good nutrition, as well as reduced gym membership rates. “It’s really a win-win,” says the leadership, “you’re getting healthier and you're saving money.” Health also extends beyond the physical, having a peace of mind about work can also promote positive mental health and a reduction in stress. HDR Chicago has provided all of its team members with laptops to empower their mobility throughout the workday. If someone needs to leave early for an appointment but isn’t able to return to the office to make sure a file went through for a client or to follow up on some projects tasks, now, they are able to do so from home.

The issue of time is always a big one in architecture. Take vacation time, for example, HDR’s approach is a bit different from the norm in the industry. Cliggott gives an example of when he first started at the firm of how he needed to take around two-thirds of the day off on a Friday. He filled out his timesheet and put his needed time out of the office as PTO, but was surprised when the timesheet got rejected. “I had already worked my full 40 hours early in the week which meant if I needed the day off at the end of the week I didn’t need to use PTO. Anything after 40 hours in a week doesn’t count against your PTO. It was very different than what I was used to,” he explained.

If someone has just worked a rigorous deadline, their next project may not be so intense...

The type of flexibility and accommodation the firm tries to extend to its team members is also returned back to the firm by the employees. Naturally, in architecture, there will be long days and tight deadlines, but HDR acknowledges this by finding a balance amongst the team. If someone has just worked a rigorous deadline, their next project may not be so intense, but something a bit more mellow, allowing them the benefits and flexibility that are enjoyed when things are little quieter. 

HDR’s focus on people is also manifested in their internal demographics. The firm strives to “reflect the community” around them, something Cliggot says is critical to the group’s vision. This isn’t just limited to gender and ethnicity, but also expands to a diversity of background and diversity of thought. “We have been very strategic and proactive about reaching out regionally to schools and drawing from a wider pool of people. It’s something that ultimately makes the practice so much richer,” Cliggott explained. HDR’s reflection of its surrounding community has, in turn, created a fruitful internal community due to continue growing in the years to come.