JUNO TALKS with Maximilian Bülk
How does an architecture firm attract the best talent and develop its team? We talk with Maximilian Bülk, managing director of abj Architekt:innen, about his experiences with the identity-driven rebranding process of his firm and its positive effects on HR work and team motivation.
Maximilian Bülk is an architect and the managing director of abj Architekt:innen in Hamburg.
How strongly is the skilled labor shortage affecting your industry?
The skilled labor shortage is, of course, a topic in our industry, as in almost all sectors. However, we might feel it less strongly than other industries, which is likely due to the decline in the construction sector. Nonetheless, employer branding remains of central importance – and not just since the labor shortage. It’s not only about attracting new talent but also, and perhaps more importantly, about retaining and promoting the top people on my team.
Can you describe the situation in the job market in your industry before the construction downturn since 2022?
Before that, we had a clear employee-driven market. Talents could almost choose where and how they wanted to work. In certain phases of the past, other firms relied on headhunters to specifically recruit professionals. However, that was never an option for me because I firmly believe that the recruiting process must come from both sides equally. Talents brought in through headhunters can just as quickly leave via headhunters.
What type of employees are you preferably looking for?
I can’t answer that in a generalized way. We have multiple generations and very different profiles working together. The age range spans from mid-20s to around 60. Some are technically strong, others excel as project managers or on the construction site. But what’s most important to us, in general, is attitude. We are looking for people who are curious, open, and willing to continuously develop. This mindset is our top priority, regardless of specific professional skills.
How did you search for talent in the past?
Quite traditionally, through job ads, for example, on the BauNetz platform. However, we are competing with many other firms there – at times, there are up to 30 job postings for project managers from various architecture firms just in Hamburg. It’s naturally hard to stand out. Still, we’ve occasionally had a stroke of luck there.
But you did receive applications?
Yes, but unfortunately, more than half of them were usually not really interesting.
We’ve heard from other clients that the quality of applicants is declining. Do you experience the same?
No, I see it differently. We still get a lot of good applicants and can now carefully select who not only fits us professionally but also personally. In architecture school, you’re far removed from the realities of the job. In a strong team like ours, the good ones learn from the good ones and can continuously grow.
Have the expectations of applicants regarding work changed in recent years?
I’ve been responsible for recruiting at abj Architekt:innen for over ten years now, and during that time, expectations have definitely shifted. In the past, material wishes were the main focus – company cars, salary, and vacation were the central points. Nowadays, aspects like reliability and a secure job have gained importance again. And, of course, flexibility, such as the option to work remotely. One topic that was practically swept under the rug in our industry in the past is the overtime policy. Today, employees are surprised and pleased that we offer a clear and fair regulation on this. Many people also find it important to work in an office with a clear stance they can identify with. Our rebranding process has taken us a big step forward in that regard.
Can you describe this process?
A few years ago, we started to professionalize our communication and created an internal position for that. At that time, we also started with social media, but without a big strategy. Our website was still fairly interchangeable back then. About two years ago, we decided to undertake a comprehensive strategy and rebranding process.
Was employer attractiveness the main reason for this?
That was definitely one of the most important reasons. Several factors came together. We expanded our management level. On the other hand, we saw that other firms were evolving. At the beginning, we thought it would be enough to simply revamp our homepage. Then we realized we needed to dig deeper: How do we want to be? What do we stand for? Time and again, we encountered people who were surprised by what we could do. They had a wrong impression of us. This showed us that we have much more to tell – and need to tell. But it also became clear: this would be a big project, both time-wise and financially.
Looking around the architecture scene, you find many firms with websites that still look like they’re from the ’80s.
I think that has to do with the generation still running those firms. In our business, a website isn’t the sole deciding factor for getting contracts. A new generation of managers and applicants views things very differently now. Talents want to be proud of their firm and its presentation, and they want the projects they’ve contributed to be well-represented. They want to feel the spirit of the firm and its values. I know many architecture firm websites that explain their phases of service in endless text. That doesn’t engage anyone anymore.
What were your main learnings during the rebranding?
It was great to see how curious the team was about this identity and branding process. I had great respect for it. However, we were transparent from the start about what we were working on. Our team sees it as an appreciation that we involve everyone in this process and give them the opportunity to provide feedback. We’re about 40 people, and not everyone is always there. So, it takes energy. But if you want an identity process to be embraced by everyone, you must actively share it with everyone. We showed the team interim steps, like the newly developed logo or the new font, and so on. That way, we kept up the interest in the process. Many people in our architecture firm are design-savvy, and you have to be able to handle many different opinions. You also have to be ready and open to thoroughly questioning your brand and what it stands for.
What effects are you noticing now after the rebranding?
I sense a different, greater self-confidence in the team. We’re now receiving unsolicited applications from people who clearly have an interest in us. They want to be part of what we do. Some of these are promising talents or already established professionals who say: Hey, I’m looking for exactly this. When applicants visit us, they find what they saw on the website – that the focus is always on the people here. That fits with our narrative of “Growth spaces for people” and also helps us with contracts. If you have employees who are passionate about the firm, the clients sense that, too, and are excited about the next project.
Has the candidate journey changed as a result of the rebranding and new website?
We still post job ads. But the journey has definitely changed. Whereas you used to respond to an applicant’s email with an email, with some delay, today talents can choose when they want to schedule a meeting with me. For this, we’ve developed a private and customizable website with specific functionalities, which we send to our top applicants. There, they find all the information about the application process in digital form. It’s very well received and shows how much effort we put into it. Application is a two-way process. Talented professionals apply to us. But we also apply to them.