Where energy comes from (and why it drives loyalty)

Over the past month, I’ve been speaking with engineers and hiring managers across building services consultancies about what’s working, what’s draining people, and what genuinely keeps good engineers engaged.

The same themes kept coming up so consistently that it made sense to explore them properly, rather than skim over them in one long piece. This article focuses on where energy really comes from at work, and why it plays such a big role in long-term loyalty.

The core insight

In conversation after conversation, one pattern kept repeating:

When engineers have clarity, opportunities to grow, and feel genuinely valued, they bring more energy to their work and tend to stay longer.
When those things start to slip, salary often becomes the only lever left.

What actually gives engineers energy

What stood out most wasn’t busyness, pressure, or constant urgency. It was progress you can feel.

Variety and learning
Engineers feel most engaged when they’re learning and building depth. Exposure to different project types, meaningful tasks, and gradually increasing responsibility (with the right support) keeps people switched on. Repetition without development does the opposite.

Purpose and context
Motivation increases when engineers understand why something matters, not just what needs delivering. Being connected to outcomes, not just outputs, changes how people show up and how invested they feel in the work.

Support, clarity, and feedback
Clear priorities, clear expectations, and senior guidance that supports rather than simply reviews came up again and again. Uncertainty and silence drain energy quickly, even in otherwise good roles.

Alex’s take
Most engineers aren’t short on drive. They’re short on clarity. When people know what “good” looks like, what matters most this week, and feel supported as they grow, motivation tends to follow naturally.

What keeps engineers loyal (beyond salary)

Across career stages, loyalty was rarely about one big gesture. It was about small, consistent signals.

Regular feedback and genuine recognition came up repeatedly. Many engineers said they don’t always know where they stand, whether they’re doing well, or how their work is landing. Firms that communicate this clearly tend to keep people longer.

It’s not about grand rewards. It’s about:

• checking in, not just checking work

• calling out good work when it happens

• explaining why someone’s contribution mattered

• making people feel seen rather than simply utilised

Alongside recognition, a few themes came through strongly:

People and culture
Collaboration, helpful colleagues, and a strong team environment were often cited as reasons people stay, even when the market is noisy.

Flexibility and care for the individual
When someone feels looked after as a person, not treated like a resource, they’re far more likely to go the extra mile.

Honesty, transparency, and communication
Engineers stay where expectations are clear, coordination is strong, and development is real. Not just promised, but visible in confidence, capability, and progression.

Alex’s take
In a competitive market, loyalty is rarely about one big thing. It’s built through the small moments that consistently tell someone: you’re progressing, you’re valued, and you’re supported.

A real example from one conversation

One early-to-mid career Mechanical Engineer I spoke with is currently working towards chartership. When I asked what keeps him loyal right now, his answer was simple:

Variety of work and genuine career progression.

What stood out was how clearly his priorities were shaped by his career stage:

• Learning and exposure matter more than money at this point

• He wants a mix of project types and tasks that build confidence, not just repetition

• He’s open to future conversations, but right now the focus is building experience and capability

• Once chartered, he’ll feel far more confident having a meaningful progression and salary conversation

This reflects a wider pattern. For early-to-mid career engineers, development, variety, and progression often outweigh salary, at least until chartership or seniority shifts priorities.

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