Leslie Anderson, Fulfilling Careers with Success
L
eslie Anderson carefully reorganiz- challenges stemming from the shortage of
es a not-so-cluttered desk as he pro- engineers in the work force. Despite an
vides just the facts about his back- extensive college recruiting program
ground. Then he pauses, a big smile creep- focused on the top U.S. engineering
ing across his broad face, as he recalls a schools, Anderson concedes it can some-
nickname from his days playing basketball times be a difficult sell.
for George Washington University and the “Electrical engineers are among the
Boston Celtics. It’s the same prominent toughest,” he says. “You say ‘construc-
smile many recognize from their hiring tion,’ and they picture themselves with a
experience at M.C. Dean, Inc., an interna- shovel in the dirt. They may be familiar
tional design/build company based in with the concept of design/build, but they
greater Washington, D.C. don’t really see it in college. Once they
It’s difficult now to tell if the nickname, come in and see the operations side of the
“High Rise,” referred to his towering company, they change.”
frame, his jump shot, or his ability to iden- To help retain engineers, the company
tify and achieve objectives. Speaking established an engineering mentoring pro-
about his 21-year career in the Army, gram within the past two years. Every new
including 19 as a recruiter, Anderson engineering hire is paired with a more
explains, “I liked it because you always experienced mentor to help them learn the
had a goal, always knew what you were business and grow as a professional. The
there for.” program mirrors the company’s goals first
A D.C. native, Anderson joined M.C. employed in its electrical apprenticeship
Dean, Inc. as recruiting manager five years program, which began with M.C. Dean,
ago. When asked how he arrived in the Inc.’s registration as an official apprentice-
position, he jokes, “illegally.” With the ship sponsor in Virginia in 1953 and today
blessing of Army superiors, he began tran- involves more than 250 apprentices.
sitioning into the new job shortly before So is how a company treats its people. If Still, despite these and similar internal
his resignation from the service was offi- we hire one person from the inner city, we programs, Anderson says that higher stan-
cial. can expect 10 to 15 referrals. Benefits play dards and fewer overall candidates with
And while many things have changed a big role, but so does our reputation. Word technical backgrounds will continue to
since he arrived, some have not. “When I of mouth in communities is important.” pose a challenge in the future. “It’s hard to
got here,” he says, “recruiting was a ‘Hey, To establish that rapport, Anderson not find 3.7 GPAs in the construction busi-
you!’ group. We were a mix of profession- only must connect with candidates on a ness, so all recruiting efforts will be
als – some with a recruiting background personal level but also help them embrace tougher. We’ve just got to keep going and
and some without. Since then, we’ve the company’s goals and trust manage- increase outreach into different venues.”
grown a lot, the department and the com- ment. “I tell them, ‘If you believe in some- If anyone seems prepared for and capa-
pany – from 1,600 employees to about thing, it will turn for you.’ So I just help ble of meeting this challenge, Anderson is
3,000 now. But diversity has always been a them to believe in the company.” that person. A tireless manager known for
goal. It’s always been one of the top things While M.C. Dean, Inc. continues to working three Saturdays a month, he cau-
on (company owner) Bill Dean’s list.” grow rapidly – Anderson predicts the com- tions new hires during orientation, “We’re
And this commitment is reflected pany will again double in the number of glad you’re here. Even in this economy, we
throughout the company’s demographic employees within five years – he’s quick to have work, and we’re growing, but you’d
fabric – among employees, suppliers, and note that hiring these days is not all about better be ready to work.”
subcontractors. quantity. “We tell [prospective employees] When asked if he plans to slow down
The company employs a variety of it’s hard,” he says, “the training, the tests, anytime soon, he pauses thoughtfully
strategies and tactics to recruit diverse can- getting in the door. We hire only one of before replying, “No. I sold people a con-
didates, from targeted advertising and job every five or six candidates whose cept and a vision about M.C. Dean, what
boards to college recruiting. Anderson resumes we put in front of a manager. But it’s like to work here. So I need to be here.
says that one of M.C. Dean, Inc.’s most that means something to them. We’re try- It’s not easy. … I was talking to someone
effective recruiting tactics has been word ing to build a world-class organization, the other day who told me requiring a
of mouth. Here, Anderson draws on his and the ones we hire bring a world-class 3.7/3.8 GPA for new hires in any industry
college days selling vacuum cleaners and work ethic.” is tough. I said, ‘It is. If it wasn’t, everyone
cemetery properties, which he assures In addition to high hiring standards would be doing it’.”
pays well. through the use of personality tests and And so High Rise, focused as ever on
“The first thing I learned in sales is that minimum GPA requirements (3.75 is the the objective, remains game for the chal-
building rapport with clients is important. norm), Anderson says he faces additional lenge.
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