That sense of ownership can range from formal stock and profit sharing to simply giving employees the chance to make their own decisions in the field, and backing up those decisions once they’re made. In areas where the building market remains active, strong financial packages may help bring top-performing candidates through the door. But those companies that manage to retain their employees all emphasize the importance of providing professional-growth opportunities.

“Number one, we pay them as much as humanly possible,” says James Wallbridge, AIA, president and founder of both Tekton Architecture and Artisan Builders, in San Francisco, where the custom housing market remains resilient and job seekers are in high demand. “Number two, we try to provide a business culture that provides them with autonomy.”

Recognition, both formal and informal, is another regular ingredient in how successful design/build companies keep employees motivated. Performance-based bonuses can be one part of this, but a simple pat on the back, or “attaboy” during a company-wide meeting can be equally powerful, experts say.

Small Can Be Beautiful

Providing challenging and varied assignments also can be a strong tenure-building tactic, especially for younger employees seeking to gain experience in the field. Brannick says this interest in wearing many hats, along with a desire for greater flexibility in determining work schedules, can help smaller companies gain a leg up against bigger competitors, which may offer larger financial packages.

“They undersell themselves,” she says, speaking of her small-business clients. “Oftentimes they are less tied to procedures and policies. Typically you have a less formal arrangement and you get more varied experience.”