Engineering

Grades
ASCE Guidelines for
A Helpful Tool for Human
Resource Professionals,
Engineering Managers,
and Engineers
American Society of Civil Engineers
1801 Alexander Bell Drive
Reston, VA 20191-4400
(800) 548-2723
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t h e s a l a r y t h e i r a b i l i t i e s d e s e r v e . T o r e g i s t e r a n d g e t p r i c i n g
i n f o r m a t i o n , v i s i t w w w . a s c e . o r g / s a l a r i e s .
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To take advantage of these and other
membership services, or to get more
information, call (800) 548-ASCE (2723) or
(703) 295-6300.
Quick Guide to ASCE Resources
re
If You Want To... Heres How...
Join ASCE. Go to www.asce.org/join or call.
Renew your membership. Go to www.asce.org/renewal or call.
Update your contact information, business title, Go to www.asce.org/myprole or call.
and communication preferences.
Tailor your membership to your area of Go to www.asce.org/interests or call.
expertise and interest.
Advance your membership grade and Go to www.asce.org/advancemembership
gain the professional recognition youve earned: or call.
Recent Graduate/Engineer-in-Training =
Afliate Member or Associate Member
5+ Years with P.E. = Member Go to www.asce.org/fellows or call for more
10+ Years with P.E. + Member Grade + information on upgrading to Fellow grade.
Eminence = Fellow
Find out about business opportunities for Go to www.asce.org/orgresources.
your organization.
Join your ASCE Section or Branch Go to www.asce.org/renewal, www.asce.org/local,
or learn more about them. e-mail member@asce.org, or call.
Join an ASCE Institute in your specialty Go to www.asce.org/addinstitute,
or learn more about them. www.asce.org/institute,
e-mail member@asce.org, or call.
Participate in K12 outreach programs. Go to www.asce.org/kids,
e-mail outreach@asce.org, or call.
Learn about upcoming ASCE Go to www.asce.org/conferences,
conferences and other events in your area. e-mail member@asce.org, or call.
Find out how ASCEs continuing Go to www.asce.org/training,
education programs can enhance e-mail member@asce.org, or call.
your technical and management skills.
Stay connected with ASCEs online Go to www.asce.org/directory.
directory, Member Connections.
Request a catalog and browse ASCE Go to www.asce.org/publications,
journals or other publications to stay at e-mail member@asce.org, or call.
the leading edge of your profession.
Get involved in the political process. Go to www.asce.org/govrel,
e-mail member@asce.org, or call.
Nominate a deserving colleague for Go to www.asce.org/awards,
an ASCE award. e-mail member@asce.org, or call.
American Society of Civil Engineers
1801 Alexander Bell Drive
Reston, VA 20191-4400
(800) 548-2723
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L i v e F a c e - t o - F a c e S e m i n a r s m o r e t h a n 2 7 5 i n - d e p t h
s e m i n a r s h e l d e a c h y e a r t h r o u g h o u t t h e U n i t e d S t a t e s
c o v e r i n g a w i d e r a n g e o f t e c h n i c a l a n d m a n a g e m e n t t o p i c s .
L i v e W e b S e m i n a r s m o r e t h a n 1 2 5 l o w - c o s t s e m i n a r s
d e l i v e r e d l i v e o v e r t h e W e b e a c h y e a r o n t e c h n i c a l a n d
m a n a g e m e n t t o p i c s .
O n - S i t e T r a i n i n g c o n v e n i e n t , c u s t o m i z e d t r a i n i n g h e l d a t y o u r
o r g a n i z a t i o n t o m e e t t h e o b j e c t i v e s o f y o u r o r g a n i z a t i o n a n d
y o u r s t a f f .
D i s t a n c e L e a r n i n g m o r e t h a n 1 5 0 c o u r s e s a v a i l a b l e o n l i n e , o n
C D , o n D V D / v i d e o t a p e , a n d o n a u d i o t a p e .
P E a n d F E E x a m R e v i e w C o u r s e s a v a i l a b l e l i v e o n t h e W e b ,
o n l i n e , a n d o n C D w i t h w r i t t e n s t u d y g u i d e s a l s o a v a i l a b l e .
o r c o n s t r u c t i o n ? T h i s b r o c h u r e p r o v i d e s p a t h s t o a c h i e v e a p o s i t i o n i n t h e
o r g a n i z a t i o n o f y o u r c h o i c e .
M e n t o r i n g G u i d e f o r E m p l o y e r s , M e n t o r s a n d P r o t g s
P r e p a r e d b y m e m b e r s o f t h e A S C E C o m m i t t e e o n P r o f e s s i o n a l P r a c t i c e s
C o m m i t t e e o n C a r e e r D e v e l o p m e n t , t h e s e m e n t o r i n g g u i d e l i n e s p r o v i d e
a n o v e r v i e w o f w a y s t o i m p l e m e n t a m e n t o r i n g p r o g r a m , b e n e t s t o b o t h
e n g i n e e r s a n d e m p l o y e r s , a n d r o l e s a n d r e s p o n s i b i l i t i e s . V i s i t w w w . a s c e .
o r g / m e n t o r i n g f o r m o r e i n f o r m a t i o n .
F o r m o r e i n f o r m a t i o n o r t o d o w n l o a d P D F s o f t h e a b o v e b r o c h u r e s , v i s i t
w w w . a s c e . o r g / p r o f e s s i o n a l / c a r e e r s .
P r o f e s s i o n a l D e v e l o p m e n t t h r o u g h A S C E I n s t i t u t e s
T h e A S C E I n s t i t u t e s w o r k t o a d v a n c e t h e k n o w l e d g e
a n d p r a c t i c e o f s p e c i c c i v i l e n g i n e e r i n g s p e c i a l t i e s b y
f o c u s i n g o n t e c h n i c a l , e d u c a t i o n a l , a n d p r o f e s s i o n a l
i s s u e s . M e m b e r s h i p i n o n e o f A S C E s I n s t i t u t e s b r i n g s
y o u t o g e t h e r w i t h o t h e r p r o f e s s i o n a l s w i t h i n y o u r s p e c i a l t y
a n d p r o v i d e s y o u w i t h a v a r i e t y o f a d d i t i o n a l r e s o u r c e s .
F o r m o r e i n f o r m a t i o n , v i s i t w w w . a s c e . o r g / i n s t i t u t e .
t h e s u r v e y r e p r e s e n t s t h e m o s t a c c u r a t e c o m p e n s a t i o n
i n f o r m a t i o n f o r a l l e n g i n e e r i n g p r o f e s s i o n s i n t h e U n i t e d
S t a t e s .
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A m e r i c a n S o c i e t y o f C i v i l E n g i n e e r s . B o t h a r e
r e c e i v e d m o n t h l y b y m o r e t h a n 9 0 , 0 0 0 m e m b e r s
o f A S C E . T h e s t a g g e r e d i s s u e d a t e s o f C i v i l
E n g i n e e r i n g ( m a i l s t h e 1 s t ) a n d A S C E N e w s ( m a i l s
t h e 1 5 t h ) p r o v i d e a 2 4 / y e a r f r e q u e n c y f o r t i m e l y a d
p l a c e m e n t a n d r e s p o n s e . F o r p r i c i n g i n f o r m a t i o n ,
c o n t a c t c l a s s i e d s @ a s c e . o r g .
A S C E C a r e e r C o n n e c t i o n s
A S C E s C a r e e r C o n n e c t i o n s
( h t t p : / / c a r e e r s . a s c e . o r g ) i s t h e
p r e m i e r e l e c t r o n i c r e c r u i t m e n t r e s o u r c e
f o r t h e c i v i l e n g i n e e r i n g i n d u s t r y . T h e c a r e e r W e b s i t e a v e r a g e s
m o r e t h a n 6 0 0 u n i q u e j o b p o s t i n g s , 1 5 , 0 0 0 u n i q u e v i s i t o r s , a n d
2 0 0 , 0 0 0 p a g e v i e w s p e r m o n t h . E m p l o y e r s a r e a b l e t o p o s t j o b s i n
r e a l - t i m e f o r m a t , s e a r c h t h e d a t a b a s e o f m o r e t h a n 3 , 0 0 0 r e s u m e s ,
t r a c k o n l i n e a c t i v i t y , a n d r e c e i v e a u t o m a t i c n o t i c a t i o n o f n e w
p r o s p e c t s . C o n t a c t c l a s s i e d s @ a s c e . o r g f o r a d d i t i o n a l i n f o r m a t i o n
a n d p r i c i n g .
V i s i t w w w . a s c e . o r g / t r a i n i n g f o r c o m p l e t e i n f o r m a t i o n o n
A S C E s c o n t i n u i n g e d u c a t i o n o f f e r i n g s .
N e t w o r k a n d a d v a n c e y o u r c a r e e r b y p a r t i c i p a t i n g i n A S C E
S e c t i o n s o r B r a n c h e s ( w w w . a s c e . o r g / l o c a l ) o r Y o u n g e r M e m b e r
g r o u p s ( w w w . a s c e . o r g / y o u n g e r m e m b e r ) .
P a r t i c i p a t e i n L o c a l A S C E G r o u p s
Guide to Hiring and Retaining Great Civil Engineers
(ASCE Manuals and Reports on Engineering Practice No. 103)
The need for civil engineers has outstripped supply, and it
has become increasingly difcult for rms to recruit and
retain civil engineersparticularly the best ones. Written by
members of ASCEs Committee on the Employment of Civil
Engineers (CECE) with many years of experience in both
the public and private sectors, this manual also provides
valuable contributions from specialists in the human
resources eld. Edited by Robert J. Russell Published 2003
ISBN 978-0-7844-0627-4 Stock # 40627 List $29.00 /
Members $21.75.
Managing and Leading: 52 Lessons Learned for Engineers
Get useful ideas on how engineers can more effectively
approach the nontechnical or soft-side aspects of working
with colleagues, clients, customers, the public, and other
stakeholders. Each of the 52 quick essays, peppered with
humorous lessons learned, offers an idea or principle for
engineers to improve their managing and leading skills.
By Stuart G. Walesh Published 2004 ASCE Press
ISBN 978-0-7844-0675-5 Stock # 40675 List $55.00 /
Members $41.25.
The Lead Dog Has the Best View: Leading Your Project Team to
Success
Project teams must be led rather than just managed to unleash their full
potential, energy, and enthusiasm. This book provides a person-centered,
results-driven approach to project leadership not found elsewhere. Intended to
be a frequently used tool, it is full of practical exercises and checklists that can
be used individually or with a project team to make project work more fullling
on both a professional and personal level. By Gordon Culp and Anne Smith
Published 2005 ASCE Press ISBN 978-0-7844-0757-8 Stock # 40757
List $45.00 / Members $33.75.
Professional Communications:
A Handbook for Civil Engineers
This handbook provides practical,
comprehensive advice on best practices
for developing a wide array of documents,
posters, and oral presentationsalong with
how-to guides on editorial conventions,
editing and proofreading, and writing style.
By Heather Silyn-Roberts Published 2004
ASCE Press ISBN 978-0-7844-0732-5
Stock # 40732 List $39.00 / Members $29.25.
Related ASCE Journals
Leadership and Management in Engineering,
a publication of the ASCE Committee on Professional Practice, examines
contemporary issues and principles of leadership and management. The
focus is on understanding and application of these principles through news,
brief and concise leadership and management nuggets, and short articles
of interest to practicing professionals in a variety of roles and industry
segments. Areas of interest include leadership, teamwork, communications,
team building, decision making, partnering, project management, mentoring,
coaching, diversity, professional practice and development, budgeting,
nancial management, productivity management, and department, branch,
and ofce management.
Journal of Management in Engineering offers an avenue for researchers
and practitioners to present contemporary issues associated with
management and leadership for the civil engineer. The journal publishes
peer-reviewed papers, case studies, technical notes, and discussions
of interest to the practice of civil engineering. Topics include contract
and project management, partnering, ofce management, professional
practice and development, nancial management, human resources,
marketing and sales, ethics, technology and innovation management,
information management, continuing education, strategic planning, conict
management, negotiating, risk management, globalization, networking, team
building, communication, mentoring, coaching, and much more.
ASCE Career Development Publications www.asce.org/bookstore
American Society of Civil Engineers
1801 Alexander Bell Drive
Reston, VA 20191-4400
(800) 548-2723
a n d p r o v i d e s y o u w i t h a v a r i e t y o f a d d i t i o n a l r e s o u r c e s .
F o r m o r e i n f o r m a t i o n , v i s i t w w w . a s c e . o r g / i n s t i t u t e .
t h e s a l a r y t h e i r a b i l i t i e s d e s e r v e . T o r e g i s t e r a n d g e t p r i c i n g
i n f o r m a t i o n , v i s i t w w w . a s c e . o r g / s a l a r i e s .
a n d p r i c i n g .
S e c t i o n s o r B r a n c h e s ( w w w . a s c e . o r g / l o c a l ) o r Y o u n g e r M e m b e r
g r o u p s ( w w w . a s c e . o r g / y o u n g e r m e m b e r ) .
( 8 0 0 ) 5 4 8 - 2 7 2 3
Career Development Resources
Do you ever w
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director for a city or co
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Resources for Hiring Civil Engineers
The Engineering Income and Salary Survey
ASCE collaborates with the National Society of Professional Engineers
to produce The Engineering Income and Salary Survey. Encompassing
35 disciplines and 20,000 engineering professionals,
the survey represents the most accurate compensation
information for all engineering professions in the United
States.
The survey helps civil engineering employers build
a compensation strategy for hiring and retaining
extraordinary employees. Employers and engineers can:
Purchase an online subscription to access current
market information before making important
compensation policy decisions.
Print standard and customized reports for their
geographic region, state, or major city with elds
such as licensure, length of experience, level of
education, and more.
Access 20+ years of historical data on salary trends.
Get real-time updates online at www.asce.org/salaries for
the most accurate, up-to-date survey information.
For individuals seeking to take the next step in their career, the
survey provides critical insights and information to negotiate
the salary their abilities deserve. To register and get pricing
information, visit www.asce.org/salaries.
Classied Ads in Civil Engineering Magazine and ASCE News
Clearly the best way to reach civil engineers with your classied advertising
is through the two publications that serve civil engineers exclusivelyCivil
Engineering and ASCE News! These publications
are the ofcial magazine and newspaper of the
American Society of Civil Engineers. Both are
received monthly by more than 90,000 members
of ASCE. The staggered issue dates of Civil
Engineering (mails the 1st) and ASCE News (mails
the 15th) provide a 24/year frequency for timely ad
placement and response. For pricing information,
contact classieds@asce.org.
ASCE Career Connections
ASCEs Career Connections
(http://careers.asce.org) is the
premier electronic recruitment resource
for the civil engineering industry. The career Web site averages
more than 600 unique job postings, 15,000 unique visitors, and
200,000 page views per month. Employers are able to post jobs in
real-time format, search the database of more than 3,000 resumes,
track online activity, and receive automatic notication of new
prospects. Contact classieds@asce.org for additional information
and pricing.
Photo credit: Rich Johnston, Nevada
Department of Transportation.
A S C E E n g G u i d e _ F R O N T . i n d d 1 7 / 1 0 / 0 7 2 : 4 8 : 1 8 P M
A m e r i c a n S o c i e t y o f C i v i l E n g i n e e r s
1 8 0 1 A l e x a n d e r B e l l D r i v e
R e s t o n , V A 2 0 1 9 1 - 4 4 0 0
Continuing Education
ASCE provides top-quality, state-of-the-practice continuing education
to civil engineers and related professionals.
Live Face-to-Face Seminarsmore than 275 in-depth
seminars held each year throughout the United States
covering a wide range of technical and management topics.
Live Web Seminarsmore than 125 low-cost seminars
delivered live over the Web each year on technical and
management topics.
On-Site Trainingconvenient, customized training held at your
organization to meet the objectives of your organization and
your staff.
Distance Learningmore than 150 courses available online, on
CD, on DVD/videotape, and on audiotape.
PE and FE Exam Review Coursesavailable live on the Web,
online, and on CDwith written study guides also available.
Career Development Resources
Career Paths In Civil Engineering
Do you ever wonder what path you would follow to become the chief executive
ofcer of a company...or what steps you might take to become the public works
director for a city or county? How about a career in education, industry,
or construction? This brochure provides paths to achieve a position in the
organization of your choice.
Mentoring Guide for Employers, Mentors and Protgs
Prepared by members of the ASCE Committee on Professional Practices
Committee on Career Development, these mentoring guidelines provide
an overview of ways to implement a mentoring program, benets to both
engineers and employers, and roles and responsibilities. Visit www.asce.
org/mentoring for more information.
For more information or to download PDFs of the above brochures, visit
www.asce.org/professional/careers.
Professional Development through ASCE Institutes
The ASCE Institutes work to advance the knowledge
and practice of specic civil engineering specialties by
focusing on technical, educational, and professional
issues. Membership in one of ASCEs Institutes brings
you together with other professionals within your specialty
and provides you with a variety of additional resources.
For more information, visit www.asce.org/institute.
The Engineering Income and Salary Survey
ASCE collaborates with the National Society of Professional Engineers
to produce The Engineering Income and Salary Survey. Encompassing
35 disciplines and 20,000 engineering professionals,
the survey represents the most accurate compensation
information for all engineering professions in the United
Classied Ads in Civil Engineering Magazine and ASCE News
Clearly the best way to reach civil engineers with your classied advertising
is through the two publications that serve civil engineers exclusivelyCivil
Engineering and ASCE News! These publications
are the ofcial magazine and newspaper of the
American Society of Civil Engineers. Both are
verages
ors, and
post jobs in
esumes,
w
ormation
Visit www.asce.org/training for complete information on
ASCEs continuing education offerings.
Network and advance your career by participating in ASCE
Sections or Branches (www.asce.org/local) or Younger Member
groups (www.asce.org/youngermember).
Participate in Local ASCE Groups
A S C E E n g G u i d e _ F R O N T . i n d d 1 7 / 1 0 / 0 7 2 : 4 8 : 1 8 P M
Engineering
Grades
ASCE Guidelines for
Grade I Grade II Grade III Grade IV Grade V Grade VI Grade VII Grade VIII
General Characteristics
Acquires limited knowledge and
develops basic skills.
Applies prescribed techniques and
procedures in accordance with
established criteria to perform assigned
tasks.
Performs routine technical work which
does not require previous experience.
Acquires an understanding of
professional and ethical responsibilities.
Acquires basic knowledge and develops
skills in a specic practice area.
Applies standard techniques,
procedures, and criteria to perform
assigned tasks as part of a broader
assignment.
Exercises limited judgment on details
of work and in application of standard
methods for conventional work.
Develops broad knowledge and skills in a
specic practice area.
Evaluates, selects, and applies standard
techniques, procedures, and criteria to perform
a task or sequence of tasks for conventional
projects with few complex features.
Collaboratively uses judgment to determine
adaptations in methods for nonroutine aspects
of assignments.
Works on small projects or portions of larger
projects.
Applies broad knowledge of principles and
practices in a specic practice area.
Independently evaluates, selects, and adapts
standard techniques, procedures, and criteria.
Acquires general knowledge of principles
and practices of related elds, and ability to
function on multidisciplinary teams.
Works on multiple projects of moderate size or
portions of major projects.
Independently applies extensive and diversied
knowledge of principles and practices in broad
areas of assignments and related elds.
Uses advanced techniques in the modication or
extension of theories and practices of sciences
and disciplines to complete assignments.
Works on a major project or several projects of
moderate scope with complex features.
Applies a thorough knowledge of current principles
and practices of engineering as related to the variety of
aspects affecting his or her organization.
Applies knowledge and expertise acquired through
progressive experience to resolve crucial issues and/or
unique conditions.
Keeps informed of new methods and developments
affecting his or her organization, and recommends new
practices or changes in emphasis of programs.
Works on programs of limited complexity and scope.
Uses creativity, foresight, and mature judgment in
anticipating and solving unprecedented problems.
Makes decisions and recommendations that are
authoritative and have an important impact on
extensive organizational activities.
Sets priorities and reconciles directions from competing
interests.
Works on programs with complex features.
Makes decisions with broad inuence on the
activities of his or her organization.
Makes authoritative decisions and
recommendations that are conclusive
and have a far-reaching impact on the
organization.
Demonstrates a high degree of creativity,
foresight, and mature judgment in planning,
organizing, and guiding extensive programs
and activities of major consequence.
Technical
Responsibilities
Collects data and gathers information
or documents.
Performs standard computations or
analysis.
Prepares drawings and visual aids.
Observes construction activities.
Performs basic survey work.
Performs basic design tasks.
Assists on other tasks such as:
preparation of permit applications,
material testing, drawings, and
computer-aided design (CAD) work.
Performs moderate design tasks.
Prepares portions of project documents.
Edits specications.
Performs research and investigations.
Designs a complete project, system,
component, or process.
Prepares complete project documents.
Designs and conducts experiments, and
analyzes and interprets data.
Formulates and solves problems.
Reviews complete project documents for
conformity and quality assurance.
Develops new techniques and/or improved
processes, materials, or products.
Assists upper level management and staff as a
technical specialist or advisor.
Serves as the technical specialist for the organization
in the application of advanced concepts, principles, and
methods in an assigned area.
Keeps informed of new developments and requirements
affecting the organization for the purpose of
recommending changes in programs or applications.
Interprets, organizes, executes, and coordinates
assignments.
Develops standards and guidelines.
Leads the organization in a broad area of specialization
or in a narrow but intensely specialized eld.
Performs advisory or consulting work for the
organization for broad program areas or an
intensely specialized area with innovative or
important aspects.
Managerial
Responsibilities
No managerial responsibilities at this
level.
Assigns tasks to and coordinates with
technicians or administrative staff.
Assigns tasks to and coordinates work
with entry-level engineers, technicians, or
administrative staff.
Assists in determining schedule and budget
requirements.
Assigns tasks to and directs engineers,
technicians, and administrative staff.
Plans and coordinates detailed aspects of the
engineering work.
Prepares scopes, budgets, and schedules for
assignments.
Assists with proposals to provide professional
services or obtain funding for engineering
projects or programs.
Supervises all staff necessary to complete
assignments.
Reviews and approves scopes, budgets, and
schedules for assignments.
Prepares proposals to provide professional
services or obtain funding for engineering
projects or programs.
Supervises a staff of engineers and technicians.
Plans, schedules, or coordinates the preparation of
documents or activities for multiple major projects, or is
responsible for an entire program of an organization.
Reviews operational procedures to ensure compliance
with applicable policies and performance measures.
Supervises several organizational segments or teams.
Recommends facilities, personnel, and funds required
to carry out programs.
Oversees the technical, legal, and nancial issues of an
entire program.
Determines program objectives and requirements.
Develops standards and guidelines.
Leads an entire program of critical
importance.
Decides the kind and extent of engineering
and related programs needed for
accomplishing the objectives of an
organization.
Direction Received
Receives close supervision on all
aspects of assignments.
Receives close supervision on unusual
or difcult problems, and general
review of all aspects of work.
Receives instruction on specic objectives.
Receives direction on unconventional and/or
complex problems, and possible solutions.
Receives a thorough review of completed work
for application of sound professional judgment.
Receives general direction on key objectives.
Receives guidance when necessary on
unconventional or complex problems, direction
on modied techniques, and new approaches
on assignments with conicting criteria.
Receives supervision and guidance relating to
overall objectives, critical issues, new concepts,
and policy matters.
Receives direction on unusual conditions and
developments.
Receives administrative supervision with assignments
given in terms of broad general objectives and limits.
Receives administrative supervision with assignments
given in terms of broad general objectives and limits.
Receives general administrative direction from
a board of directors or regional council.
Communication Skills
Possesses basic oral and written
communication skills.
Interacts with other staff.
Interacts with staff, general public,
ofcials, and contractors.
Possesses effective oral and written
communication skills.
Assists with client, customer, or ofcial contacts
and communication pertaining to specic
assignments or meetings.
Interacts with clients, customers, ofcials,
contractors, and others.
Attends project meetings and presents specic
aspects of engineering assignments.
Possesses advanced oral and written
communication skills.
Represents the organization in communications
and conferences pertaining to broad-aspects of
engineering assignments.
Routinely interacts with clients, customers, ofcials,
contractors, and others.
Leads project meetings and makes presentations.
Represents the organization and maintains liaison with
individuals and related organizations.
Possesses exceptional oral and written communication
skills.
Routinely interacts with organization leaders, clients,
customers, ofcials, contractors, and others.
Initiates and maintains extensive contacts with key
engineers and ofcials, or other organizations and
companies.
Demonstrates skills in persuasion and negotiation of
critical issues.
Negotiates critical and controversial issues
with top-level engineers and ofcers of other
organizations and companies.
Conducts presentations and may participate
in media interviews.
Represents his or her organization at
important functions or conferences, including
media interviews as required.
Typical Titles
Engineer in Training, Engineering Intern, Assistant Engineer, Junior Engineer, Staff Engineer, Engineering Instructor
Civil Engineer, Associate Engineer,
Project Engineer, Resident Engineer,
Assistant Professor
Senior Engineer, Project Manager, Associate
Professor
Principal Engineer, District Engineer, Engineering Manager,
Professor
Director, Program Manager, City Engineer,
County Engineer, Division Engineer,
Department Head, Vice President
Bureau Engineer, Director of Public Works, Dean,
President
Experience
0+ years 1+ years 3+ years 4+ years 8+ years 10+ years 15+ years 20+ years
Education
Bachelors degree in engineering from an ABET/EAC accredited program
Bachelors degree in engineering from an ABET/EAC accredited program, masters degree or equivalent, engaged in life-long learning to maintain knowledge of contemporary issues,
doctorate for faculty
Licensure and
Certication
Engineer in Training, Engineering Intern Professional Engineer
Professional Activities
Member of professional practice organization
Member of professional practice organization, member of local
program or committee
Member of professional practice organization,
chair of local program or committee
Member of professional practice organization, national board member or ofcer, national technical or policy
committee member
Member of professional practice organization, national
board member or ofcer, recognized expert on statewide
activity, resource for national activities and organization
Member of professional practice organization,
recognized expert on national activity or
spokesperson for the profession
Community Activities
Involved in outreach activities with community service organizations. Organizes and leads community service programs. Serves on state or national boards.
Equivalent Federal
General Schedule
GS-5 GS-7 GS-9 GS-11 GS-12 GS-13 GS-14 GS-15, Senior Executive Service (SES)
ASCEs Guidelines for Engineering Grades were created to
help engineers and their employers recognize an engineers level of
professional development and career advancement. The guidelines
outline the knowledge, skills, and responsibilities associated with
engineers at each grade.
The descriptions cover typical requirements for a wide range of
engineering organizations and positions. In addition, many organizations
do not offer the full array of grades listed. In applying the guidelines,
keep the following in mind:
These descriptions should be considered as typical characteristics of
an engineer at a particular grade, rather than minimum requirements.
Conformance with every item may not be required to achieve a
specic grade.
The grade descriptions include language applicable to both technical
and management career paths.
In general, compensation and benets increase with higher grades;
however, they are determined by many variables that may not be
included in these guidelines.
Additional information can be obtained from ASCEs Manuals and
Reports on Engineering Practice No. 103, Guide to Hiring and Retaining
Great Civil Engineers, and the current ASCE Engineering Income and
Salary Survey.
Acknowledgments
The ASCE Committee on Professional Practices
Committee on Employment of Civil Engineers
would like to acknowledge and thank the
following organizations and their human
resource departments for their assistance in
revising the engineering grades guideline.
CH2M HILL
Federal Highway Administration
National Society of Professional Engineers
Nevada Department of Transportation
Nevada State Board of Engineers and
Land Surveyors
Revised 2007
Professional Engineer, advanced credentials such as specialty certication
Serves on local planning or policy boards.
ASCE Engineering Guide_Grade.ind1 1 7/9/07 10:58:05 PM