Commercial real estate depends on the people who keep buildings operating behind the scenes. While tenants and visitors notice comfortable temperatures, clean common areas, reliable elevators, and well-maintained spaces, much of that experience comes down to the work of building engineers.

These professionals manage complex systems that many people never see. They maintain HVAC equipment, troubleshoot electrical and plumbing issues, monitor building automation systems, respond to emergencies, and help extend the life of valuable building assets.

Finding and retaining skilled building engineers has become a growing challenge for many organizations. Experienced professionals are retiring, fewer workers are entering the trades, and the responsibilities placed on facility teams continue to expand as buildings become more complex.

The challenge facing commercial real estate is part of a larger workforce trend. According to ManpowerGroup’s 2025 Global Talent Shortage Survey, 74% of employers worldwide reported difficulty finding the skilled talent they need. Technical roles remain among the positions that are hardest to fill, creating competition among industries seeking qualified workers.

For building owners and managers, addressing this challenge requires more than filling open positions. It requires creating opportunities, developing talent, and building a workplace culture that encourages engineers to grow their careers within the industry.

Recognizing the Importance of Building Engineers

The role of a building engineer extends far beyond responding when something breaks.

Modern engineers are responsible for maintaining systems that directly influence tenant comfort, energy performance, safety, and the overall condition of a property. They understand how individual systems work together and often identify potential issues before they become major problems.

A building engineer may be the person who notices a change in equipment performance, recognizes an unusual sound from a mechanical system, or identifies a small issue that could eventually lead to a costly repair.

Many experienced engineers built their careers through years of hands-on learning, mentorship, and exposure to different types of equipment and building systems. As those professionals retire, companies must find ways to capture that knowledge while creating opportunities for the next generation.

Expanding the Talent Pipeline

One of the biggest challenges facing the industry is awareness.

Many students and job seekers are familiar with careers in technology, healthcare, finance, or traditional office environments, but fewer understand the opportunities available in building operations.

Building engineering offers a career path that combines technical skills, problem-solving, and continued learning. It provides opportunities for advancement while allowing professionals to work with equipment and systems that directly impact the way people experience commercial spaces.

The U.S. Bureau of Labor Statistics reports that stationary engineers and boiler operators are projected to have approximately 3,800 openings each year from 2024 through 2034, with many opportunities resulting from workers retiring or leaving the occupation. These positions require a combination of technical knowledge, hands-on experience, and specialized training.

For many individuals, this type of career path can begin without a traditional four-year degree. Technical education programs, apprenticeships, military experience, and on-the-job training all provide valuable foundations for success.

The industry can strengthen its recruiting efforts by building relationships with trade schools, community colleges, workforce development organizations, and other groups that introduce students to skilled careers.

Hiring for Potential

When searching for engineers, companies often focus on finding candidates who already have years of experience. While experience is valuable, it is not the only indicator of future success.

The best candidates may be individuals with strong problem-solving skills, curiosity, reliability, and a willingness to learn.

Someone with experience in electrical work, HVAC, manufacturing, aviation maintenance, or other technical fields may already have many of the skills needed to succeed in building operations.

Organizations that focus only on finding a perfect match may overlook candidates who have the ability to develop into excellent engineers with the right training and support.

Building a strong engineering team often starts with identifying people who have the right mindset and providing them with opportunities to grow.

Creating Strong Training Programs

Recruiting new talent is only the first step. Retaining employees requires ongoing investment in their development.

Many experienced engineers learned through informal mentorship. They followed senior technicians, asked questions, and gained knowledge through years of hands-on experience.

That approach remains valuable, but structured training programs can help organizations create a more consistent path for new employees.

Training may include equipment walkthroughs, preventive maintenance procedures, safety protocols, building automation systems, troubleshooting techniques, and opportunities to pursue additional certifications.

New engineers should understand not only what they are doing but why they are doing it. Understanding the purpose behind a maintenance procedure allows employees to make better decisions when unexpected situations arise.

Documentation also helps preserve knowledge. Equipment manuals, maintenance records, operating procedures, and troubleshooting guides give engineers reliable resources while reducing dependence on a single person’s memory.

The Value of Mentorship

Experienced engineers bring knowledge that cannot always be found in a manual.

They understand the history of a building, know which systems have required repeated attention, and often recognize early warning signs that others may miss.

Mentorship provides a way to transfer that knowledge while helping newer employees develop confidence.

A successful mentorship program benefits both sides. New engineers gain technical skills and guidance, while experienced employees have the opportunity to contribute to the future of the profession.

Mentorship also helps strengthen workplace relationships. Employees who feel supported and connected to their teams are more likely to view their position as a long-term career rather than simply another job.

Balancing Technology and Experience

Technology continues to change the way buildings operate. Automation systems, remote monitoring tools, and energy management platforms provide more information than ever before.

However, technology does not eliminate the need for skilled engineers.

A building automation system can alert a team that equipment is operating outside normal conditions, but an experienced engineer understands what those alerts mean and determines the best response.

The most successful facility teams combine technology with human expertise. Digital tools can help identify trends and provide information, but engineers provide the judgment needed to make decisions.

As new systems are introduced, organizations should make sure employees receive appropriate training so technology becomes a resource rather than another challenge.

Creating Opportunities for Advancement

Employees are more likely to stay when they understand what their future can look like.

Building engineering offers multiple opportunities for growth. A technician can advance to engineer, chief engineer, director of engineering, or other facility leadership positions.

Managers should have regular conversations with employees about their goals and identify opportunities for additional training, certifications, or expanded responsibilities.

Career development does not always require a promotion. Sometimes it means allowing employees to take ownership of projects, learn new systems, or become the go-to resource for a specific area of the building.

When employees see that an organization is willing to invest in them, they are more likely to invest in the organization.

Supporting the People Behind the Systems

Compensation matters, but retention also depends on workplace culture.

Building engineers want to know that their work is valued. They need the resources, equipment, and support necessary to perform their jobs effectively.

Facility teams are often called upon during stressful situations, from equipment failures to severe weather events. Recognizing their contributions before those moments occur helps build trust and morale.

Simple actions can make a difference: including engineers in operational conversations, recognizing successful projects, providing training opportunities, and creating an environment where employees feel comfortable sharing ideas.

A strong workplace culture helps organizations keep the people who understand their buildings best.

Preparing for the Future

The future of building operations depends on developing the next generation of engineers.

The industry cannot rely solely on replacing experienced professionals after they leave. It must create a continuous pipeline of talent through recruiting, training, mentorship, and career development.

Commercial buildings will continue to become more complex. Owners and managers will need professionals who understand how to maintain those systems, respond to challenges, and protect long-term asset performance.

Building engineers are not simply the people who repair equipment. They are responsible for maintaining the systems that allow buildings to function every day.

By investing in these professionals, commercial real estate organizations can strengthen their operations today while preparing for the needs of tomorrow.

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