As the demand for engineering talent continues to outpace supply in many disciplines, companies and professionals alike are navigating a market defined by flexibility, competition, and evolving expectations. Ahead of the release of Allied Resources Group’s 2026 Engineering Salary Guide, we sat down with Ben Groleau, General Manager of Allied Resources Technical Consultants (ARTC), to share an early look at the trends shaping the year ahead—from compensation and benefits to workforce planning and long-term stability. His insights offer a timely preview of what employers and engineers should be thinking about as they plan for 2026.
Ben Groleau
General Manager
Allied Resources Technical Consultants
bgroleau@alliedresourcesstaffing.com
Q: Let’s start broad—how would you describe the engineering job market going into 2026?
Ben:
“The engineering talent market remains highly competitive, with many professionals not actively seeking new roles. In several disciplines, opportunities continue to outnumber available engineers, placing many candidates in a strong position. Demand is especially pronounced in electrical and structural engineering, while mechanical and civil disciplines are slightly less constrained. Job openings are abundant, compensation levels are at historic highs, and employers are expanding offerings beyond salary to include lifestyle and flexibility-focused benefits. Even so, attracting engineers away from established roles remains a challenge.”
“Engineers also pay close attention to project visibility and workload management. They want clarity around project backlogs, team structure, and how hours are distributed. A healthy backlog, thoughtful resource planning, and flexible PTO policies signal stability and respect for work-life balance—factors that are more important than ever.”
Q: The Salary Guide calls 2026 a ‘candidate-driven market.’ What does that mean in practice?
Ben:
“In today’s engineering market, the balance has shifted toward candidates in many disciplines. While some sectors remain employer-driven, demand for engineering talent continues to outpace supply, giving engineers greater flexibility in evaluating opportunities. As a result, companies may need to be more adaptable in how they attract and secure the right talent. This shift began during the post-COVID period and continues to be reinforced by ongoing supply-and-demand pressures in the market.”
Q: How has the definition of a ‘great opportunity’ changed for technical professionals?
Ben:
“Flexibility has become an important part of today’s work environment. Companies that are slower to adopt remote or hybrid options may find retention more challenging, as many engineers are looking for balance and fulfillment both inside and outside of work.”
“The culture of work in the U.S. is shifting. For in-demand skill sets, fully remote options are sometimes part of the conversation as companies look for ways to meet engineers where they are. Strict five-day, in-office expectations are becoming harder to sustain, while a strong and visible project backlog remains a key factor—signaling stability, opportunity, and long-term growth.”
Q: Are employers keeping pace with these expectations—or is there a gap?
Ben:
“Many employees seek clear career paths, but tolerance wanes if a company cannot provide them. This applies to about half of engineers; the other half just want to perform their job and clock out. Exploratory environments are important, but not every company can provide them.”
“Contrary to popular belief, bigger companies do not always provide bigger opportunities. Visibility often matters more than size. Engineers are no longer striving to be at the biggest company or hold the largest title. Culture is the most important factor for retention and engagement.”
Q: What advice would you give employers trying to attract engineers right now?
Ben:
“Listen. If you want to attract and retain engineers, it starts with understanding what truly matters to them. Many companies share this goal, but challenges often get in the way. Taking time to learn from organizations with strong retention—and understanding why their employees choose to stay—can be incredibly valuable. The most successful teams recognize that there’s no one-size-fits-all approach; they meet candidates where they are, stay open to new ideas, and remain flexible as expectations continue to evolve.”
Q: And for engineers—what can they do to stand out in 2026?
Ben:
“Engineers tend to lean introverted, but creating a personal brand can make a difference. Use LinkedIn to announce new certifications or accomplishments—even small ones—and demonstrate your professional presence online. It’s okay to highlight that you are a capable engineer. PE licenses remain highly valuable. Building visibility can be a game-changer.”
Q: Finally, if you could sum up what engineers want in one word, what would it be?
Ben:
“Valued.”
Looking Ahead: Opportunity in Every Shift
For Ben, the engineering talent market is tight but full of potential for those who adapt. Companies that prioritize listening, culture, flexibility, and strong backlogs will secure top talent. Engineers who build a personal brand and pursue certifications like PE licenses will command premium opportunities.
At ARTC, we connect organizations with valued professionals to drive project success—one flexible role, one solid backlog, one standout engineer at a time.