What does the next generation of Environmental Consultants look like?

At the recent Environment Analyst Summit, I was asked to chair a Round Table discussion looking at “What does the next generation of Environmental Consultants look like?”. 

This fed neatly into ERM’s Keryn James’ opening remarks which asked what non-traditional skills we should bring into the Environmental Consulting workforce and Ben Combes of PwC who explored the impact on the Environmental Consulting sector of Artificial / Augmented Intelligence, Blockchain and Emerging Technology.   

In our Round Table, we explored the impact of these issues on Environmental Consultants.

Technical vs non-Technical

Possibly unsurprisingly, the consensus view was that while the way in which their skills are applied is changing, the core personal attributes required of Environmental Consultants are unlikely to be significantly altered.

The ability to understand complex issues was considered fundamental and unlikely to be superseded by other skills. Therefore, there is still a significant preference for taking graduates with relevant technical backgrounds into the consulting sector.  However, there was thought to be significant benefit from exposing new consultants to a broader range of non-technical experiences early in their career to give them the ability to “speak the language” of their clients. 

There was also some recognition that individuals with non-engineering / science-based education will be well suited to some non-technical roles in Environmental Consultancy, but this will be the exception rather than the norm for some time to come.

Wider Opportunities

While a technical background and understanding was considered vital for most roles, it was felt that it was not necessary to become a narrow, technical expert to develop a successful career in Environmental Consultancy. 

There are an increasing number of other routes for progression, for example the growing importance of Project Management, particularly on large, complex projects.

It was also recognised that the increasing internationalisation of business creates opportunities for individuals with a global mindset and interest / experience in applying their experience on a wider geographical basis than has been previously possible.

The more “strategic” consultancies are also accepting that there is an important part for non-technical specialists to play in their businesses. There are many issues facing their clients which require a set of skills not readily available in the traditional technical cohort of Environmental Consultants for example Data Insight and Management, Communications and Stakeholder Engagement, Financial Modelling etc. 

For these areas they are increasingly looking outside their traditional recruiting grounds to bring in individuals able to contribute to the Environment and Sustainability strategies of their clients.

Change as Standard

The next generation of Environmental Consultants will need to be even more flexible and willing to embrace change than the current incumbents.  If there is one thing which is certain, it is that change will only get quicker. Being alive to the opportunities this change brings whether this be in new technologies, the rise of blockchain or the increasing ability of AI to deal with the huge datasets created by our inter-connected world.

It was further recognised that the market is likely to be influenced by digital disruptors of one sort or another. The lack of vested interest and natural creativity of the Googles and Amazons of the world is likely to prove a powerful competitive force which was highlighted by Peter Skinner of Aecom. 

The Next Generation of Environmental Consultants can prepare themselves for this by consciously developing their creativity and ability to think beyond the normal, tried and trusted solutions to provide clients with innovative solutions and proposals.

People You Want to Work With

Coming through all of this was a recognition that, at least for the foreseeable future, the one thing not under threat is the importance of personal interaction which is at the heart of any consultancy. 

This building of relationships will remain fundamental to the value consultants bring. 

The next generation of consultants therefore need to seek any opportunity to broaden their outlook and ensure they develop a range of interests both professional and personal which combine to make them people who others want to work with and spend time with.

Beyond Knowledge

As a final thought, the discussion was summed up very succinctly by a Japanese consultant on the panel who observed that Environmental Consultants need to move “Beyond Knowledge