Hiring can be complicated.  Pressure to fill an immediate need, coupled with the necessity of finding the right fit for your firm, is an exercise that balances urgency and patience.  Recruitment and talent acquisition are not the same, though they are often used interchangeably.  Recruitment is based on a reactive, immediate need. In contrast, talent acquisition is proactive: a carefully curated process that firms rely upon to find the very best fit for their teams.  In either scenario, establishing an efficient hiring process is essential to an organization’s success and future growth.

In our earlier blog, Crafting Comprehensive Job Descriptions in the AEC Industry, the importance of providing clear criteria for the role is established.  The next step is to find and hire the right candidate.  Easy right?  Not always.  Considerations include where to post your job opening, how you will collect and review resumes, establishing an interview process and identifying who will be involved, making an offer and lastly, onboarding.

Firms typically post job openings on various platforms to reach a broad audience:

• Job Boards: Popular sites like Indeed, LinkedIn, and Glassdoor.
• Company Websites: Many firms have a dedicated careers page.
• Social media: Platforms such as LinkedIn and Facebook are used to attract talent.
• Industry-Specific Sites: Niche job boards, such as SDA and Archinect, are tailored to specific industries.
• University Career Centers: For entry-level positions and internships.

Once the position has been posted, with clear criteria for the role and instructions for applying, the real work begins.

In the past, applicants could come into a place of business and drop off a resume or request a job application, whether it was solicited or otherwise.  The evolution of technology has turned that process on its head.  More firms are using Applicant Tracking System (ATS) platforms to collect resumes and cover letters.  Platforms such as Lever, Greenhouse, and Workday help collect and manage candidates once they’ve applied for a position, regardless of where it is posted.  Firms may also use online forms tied to their website or have an email submission process.  The aim is to centralize the collection of applicants.

The use of ATS platforms can give employers the ability to review applicants, coordinate with team members involved in the hiring process to communicate with one another internally and externally, and have the ability to coordinate calendars to establish availability for scheduling interviews. 

Narrowing down candidates happens at each stage of the hiring process.  Based on the criteria of the role and position requirements, resume and cover letter reviews are quick glimpses used to establish a good fit.  Things to look for include:

• Spelling errors.  If there are spelling errors, exclude them.
  • This demonstrates low attention to detail in their work.  Digital aids are available to help with spelling and grammar. 
• Frequent job changes:
  • A history of short-term positions without clear reasons is usually a red flag.  Make sure to look for stints that are two years or more at a role.  Two years is enough to see the firm through a business cycle – low and high points.  Year-long hiring is an indicator that the candidate is uncomfortable with change and may leave as soon as things get uncomfortable. This can also indicate a person who is quickly bored or lacks commitment and stability.
  • Overly vague descriptions or lack of specific details about previous roles and responsibilities.
  • Exaggerated qualifications or claims that do not match the candidate’s experience level.
• Self-employment could also be a red flag.  There is a certain cadence about being your own boss and having to make decisions about all aspects of a business.  Making that switch to work on specific aspects of a company could be a difficult switch for the candidate.  An exception could be if the applicant does not want to be a business owner anymore. 

Depending on the number of applicants, some companies use AI to review resumes ahead of a hiring manager.  An ATS system can be set up to scan resumes for specific keywords and phrases that match the job description using machine learning algorithms.  These algorithms analyze resumes to rank candidates based on their qualifications, experience, and relevance to the position.  Parameters that an AI system uses:

• Keywords: Specific terms related to the job, such as skills, certifications, and job titles.
• Experience: Relevant work history, including job roles and durations.
• Education: Degrees, certifications, and relevant coursework.
• Skills: Both hard skills and soft skills.
• Achievements: Notable accomplishments and contributions in earlier roles.

It is not a fool-proof process.  AI can disqualify applicants based on several factors:

• Lack of keywords could cause a resume to be filtered out.
• Inconsistent information in a resume can lead to it being disqualified.
• Formatting issues can make it difficult for the AI to review, and it could be rejected.

The interview process can vary from firm to firm and depend upon the role being filled.  Phone interviews are a good way to establish a quick screen of an applicant based on their resume and application information.  Phone screens allow the opportunity to ask clarifying questions and to decide if the person is right for moving on to a face-to-face interview.  Generally, phone interviews should be kept to 15 to 20 minutes in length.  Phone interviews are not a requirement for all applicants. 

Face-to-face interviews are where the decisions are made about whether an applicant will be hired.  First impressions matter.  Things to look for during the interview process:

• Did the candidate show up late, unprepared or request a reschedule? 
• Was the candidate challenging to contact to schedule an interview? 
• Does the candidate’s experience match the resume?
• Does the candidate avoid answering the questions asked during the interview process?
• Does the candidate spend time speaking poorly about their current or past employers?
• Does the candidate show unprofessional behavior? 
•  How does the candidate treat others during the interview appointment?  This could be the person who receives them for the appointment or the person who gives them a tour.
• Are the candidate’s salary expectations aligned with the market, role type and skillset being brought to the role?
• Are there indications that the candidate’s values or work style does not align with the company’s culture?

Depending on the role, candidates may take part in multiple face-to-face interviews before a decision is made.  It is important to keep communication clear throughout the hiring process about the next steps and timeline.  When a decision is made, it is important to move quickly.  Contact the candidate as soon as the decision is made to show enthusiasm and reduce the risk of losing them to another offer.  Provide a timeline for the candidate to accept or reject the offer.  The offer letter should be clear and detailed to avoid misunderstandings.  Stay in touch with the candidate during their decision period to answer any questions they may have.

Establishing an efficient hiring process is crucial for any firm’s success and growth.  By clearly defining the role, using modern technology like ATS platforms, and implementing structured interview processes, firms can effectively attract and select the best candidates.  It is essential to balance urgency with thoroughness, ensuring that each step—from job posting to the final offer—is handled with care and precision.

SDA does not endorse any products or services mentioned, and SDA does not assume responsibility for any circumstances arising out of the interpretation, application, use, or misuse of any information presented. SDA recommends that the reader consult the appropriate legal, financial, or human resource counsel before implementing the information contained herein.

Viviana Garcia, CDFO, doesn’t just support her SDA chapter—she elevates it. With a background in architecture and a talent for administration, Viviana has become a cornerstone of the San Antonio Chapter since joining in 2021. Her leadership, technical savvy, and unwavering dedication have earned her the 2025 STAR Award, one of SDA’s most prestigious honors. As a four-year member and Path2Success alumna, Viviana exemplifies the kind of excellence and innovation that define SDA’s impact on the AEC industry.

Celebrating a STAR in the Digital Era

The STAR Award, presented annually by SDA National, recognizes members who demonstrate exceptional leadership, service, and commitment to advancing the organization. Viviana’s nomination highlights her multifaceted contributions—from coordinating chapter event registrations and contact lists using Constant Contact, to presenting at networking meetings and serving multiple terms on the Board.

Her ability to adapt to new tools and technologies has helped streamline chapter operations and enhance member engagement. Viviana’s attention to detail and proactive mindset ensure that every task is executed with precision and care, making her an indispensable part of the chapter’s success.

A Career Built on Design, Discipline, and Dedication

Viviana holds a B.S. in Architecture from Arizona State University and currently serves as Operations Manager at Michael G. Imber, Architects, PLLC—a role she’s held for the past five years. Her dual expertise in design and administration allows her to contribute meaningfully across a range of firm and chapter initiatives.

As a Certified Design Firm Administrator (CDFA), Viviana brings professionalism and rigor to every role she takes on. Her peers describe her as someone who consistently goes the extra mile—whether it’s stepping up to learn new systems, offering fresh ideas, or simply lending a helping hand with a smile. Her positive energy and collaborative spirit have made her a trusted leader and a role model within the SDA community.

Strengthening the AEC Community Through Innovation and Inclusion

Viviana’s work benefits not only her chapter but the broader AEC community. Her presentations at networking meetings foster knowledge-sharing and professional growth, while her behind-the-scenes coordination ensures smooth, inclusive events that bring members together. Her willingness to embrace new challenges and technologies reflects the evolving nature of business operations in AEC firms—and her leadership helps others navigate that change with confidence.

A Community Celebration of Excellence

Viviana Garcia’s STAR Award nomination is a celebration of excellence, adaptability, and heart. Her contributions to SDA’s San Antonio Chapter reflect the very best of our organization’s values: service, innovation, and community. SDA National proudly recognizes Viviana’s achievements and the inspiration she brings to our professional family.

Her journey reminds us that leadership isn’t just about titles—it’s about showing up, stepping forward, and lifting others along the way.