This panel report was prepared as part of the study of engineering education and practice conducted under the guidance of the National Research Council's Committee on the Education and Utilization of the Engineer. The panel's goal was to provide a data base that describes the engineering work force, its main activities, capabilities, and principal employers. Chapters included are: (1) "Introduction" (discussing the role of engineering); (2) "The Engineering Work Force" (describing the numbers and characteristics, aging and retirement, and women and minorities in engineering); (3) "Utilization of Engineers" (information on employment characteristics and efficiency of utilization); (4) "Quality of the Work Force"; (5) "Resilience of the Work Force"; (6) "International Comparisons"; and (7) "Supply and Demand for Engineers." Many tables and graphs are provided. Appended are data on engineering employment characteristics, a questionnaire and a summary of the results of the informal mail survey of employers of engineers, data on the employment of engineers, and a report on the support of engineering education by the Federal Government. "Women in Engineering" and "The Social Context of Minorities in Engineering" are also included in the appendices. (YP)

Engineering skills and knowledge are foundational to technological innovation and development that drive long-term economic growth and help solve societal challenges. Therefore, to ensure national competitiveness and quality of life it is important to understand and to continuously adapt and improve the educational and career pathways of engineers in the United States. To gather this understanding it is necessary to study the people with the engineering skills and knowledge as well as the evolving system of institutions, policies, markets, people, and other resources that together prepare, deploy, and replenish the nation's engineering workforce. This report explores the characteristics and career choices of engineering graduates, particularly those with a BS or MS degree, who constitute the vast majority of degreed engineers, as well as the characteristics of those with non-engineering degrees who are employed as engineers in the United States. It provides insight into their educational and career pathways and related decision making, the forces that influence their decisions, and the implications for major elements of engineering education-to-workforce pathways.

At most technology companies, you'll reach Senior Software Engineer, the career level for software engineers, in five to eight years. At that career level, you'll no longer be required to work towards the next pro? motion, and being promoted beyond it is exceptional rather than ex? pected. At that point your career path will branch, and you have to decide between remaining at your current level, continuing down the path of technical excellence to become a Staff Engineer, or switching into engineering management. Of course, the specific titles vary by company, and you can replace "Senior Engineer" and "Staff Engineer" with whatever titles your company prefers.Over the past few years we've seen a flurry of books unlocking the en? gineering management career path, like Camille Fournier's The Man? ager's Path, Julie Zhuo's The Making of a Manager, Lara Hogan's Re? silient Management and my own, An Elegant Puzzle. The manage? ment career isn't an easy one, but increasingly there are maps avail? able for navigating it.On the other hand, the transition into Staff Engineer, and its further evolutions like Principal and Distinguished Engineer, remains chal? lenging and undocumented. What are the skills you need to develop to reach Staff Engineer? Are technical abilities alone sufficient to reach and succeed in that role? How do most folks reach this role? What is your manager's role in helping you along the way? Will you enjoy being a Staff Engineer or you will toil for years to achieve a role that doesn't suit you?"Staff Engineer: Leadership beyond the management track" is a pragmatic look at attaining and operate in these Staff-plus roles.

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