AWE -- Alliance for Workplace Excellence
Supporting Workplaces that Benefit Employees, Communities and the Environment
2012 Q & A
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QUESTION: Employee engagement has become the key ingredient to organizational growth and success. In your opinion, what are the most important criteria to creating an engaged workforce?


Akridge

Akridge believes that motivating and rewarding employees for hard work are key to employee engagement. We have a robust awards program to acknowledge and promote employees based on their ability to provide outstanding service. The Employee Excellence Council accepts peer nominations from across the firm and presents awards recognizing stellar service achievements on an annual basis. The company recognizes an individual team member with the highest annual award, “The Akridge Way Award,” for consistently achieving the highest level of service throughout the firm. Additionally, Akridge recognizes the team that provides the best Client service in the portfolio with the “Akridge Team of the Year Award.” Rookie of the Year and Special Recognition Awards are also presented annually to outstanding employees. Akridge also promotes a sense of community and boosts morale with frequent special events for employees. The company hosts an Annual Winter Gala as well as an Annual Picnic in the fall, and monthly company lunches and happy hours. In addition, Akridge makes a concerted effort to listen to employee opinions and include staff in decsionmaking processes. Each of Akridge’s departments, from Development, Leasing and Acquisitions, Property Management, and Building Services to Accounting, Human Resources, and Marketing, holds regular meetings of its full staff. These meetings are typically weekly or bi-weekly, and every member of the team is expected to attend and encouraged to contribute – not just progress updates, but ideas and issues of all kinds. Akridge’s Executive Committee also meets quarterly, and solicits “State of the Company” (SOC) Reports from all departments in advance of these sessions. Again, all members of each department are encouraged to provide input or submissions, with the primary objective of helping to inform the EC’s discussions about the company’s goals and priorities. In 2010, Akridge also established a group of councils, focused on exploring best practices and proposing new procedures and policies in the areas of technology, sustainability, marketing and social media, new and future ideas, professional development, and community involvement. A young Akridge professional has been named leader of each council, and has assembled a team made up of five or six diverse staff members representing different departments and career levels. This program is intended to develop council leaders’ management skills and to draw from pockets of knowledge, creativity, and brain power throughout the organization.

AtSite Inc.

The mission and overall cause of AtSite is highly respectable, innovative, and interesting. It requires a team with a passion that coincides with the overall mission of the organization; to improve the value and of buildings and spaces as well as increase their efficiencies and environmental footprint. Because of the organization’s exponential growth, there are many opportunities and challenges that each employee has the right to for career enlightenment and professional success. AtSite practices clear communication and conveys their long-term and short-term objectives of the organization to each and every team member for involvement. AtSite also has open channels of feedback and communication including 360 peer reviews. Generous bonus rewards are given on a set schedule, and every employee has industry-related continuing education opportunities available to them. The social morale is boosted with frequent internal team development activities including; ping pong socials, happy hours, and other special events. AtSite also offers a very generous benefits package for all employees as well as flexible environment. Every single employee’s opinion is highly valued.

Booz Allen Hamilton

Leadership engages Booz Allen staff by demonstrating that the firm’s leaders are listening. In addition to our social media sites, our biannual employee survey is a valuable mechanism for determining what staff think about Booz Allen; the firm’s direction, offerings, and environment; and their careers. The response rate is typically very high because staff know leadership takes their feedback seriously, reports the high-level findings (both positive and negative), and addresses ideas and concerns indicated in feedback after each survey.

BDO USA, LLP

We believe that open communication is the key to creating an engaged workforce. We have found that keeping our employees informed and involved results in higher employee engagement. As a result, BDO tries to be as open as possible with its employees. To keep our employees up to date on firm happenings, we utilize a variety of networks and tools, including biannual Town Halls, knowledge libraries housed on our intranet, regular Career Advisor sessions, BDO News and an employee engagement survey. BDO holds regular town hall meetings where local business line leaders and partners meet with team members in various locations. We also have “partner briefings” in which partners are brought up-to-speed on important issues and events that affect the firm and are asked to relay this information to their employees. Additionally, BDO News is our internal news site and our firm’s primary communications vehicle that posts fresh content on a daily basis to keep employees and partners informed on firm wide news, initiatives and successes. This site helps drive an informed and engaged group of employees who understand the firm's goals and business initiatives, as well as their roles in achieving them. BDO News is supported by a full-time internal communications team and the BDO News Network, an internal network of individuals from various business lines, levels and functional areas throughout the firm. The diversity of the BDO News Network helps foster a sense of community and connection between employees and partners nationwide. Every two years, BDO also administers an internal employee engagement survey called Pulse. The purpose of this survey is to give BDO employees a chance to anonymously provide feedback on everything BDO – from local leadership to firm wide initiatives – to help us identify the effectiveness of firm programs and the needs of our professionals and target areas for improvement. Following the last Pulse survey, results were communicated to employees through a series of BDO News articles, using brief videos from firm leadership to explain how the firm would address key issues. Leadership in each office also received training to host discussion groups on Pulse results and how to implement changes at the local level. By gathering continued feedback from our employees, we hope to create engaged employees who are motivated for continued success within BDO.

Calvert Memorial Hospital

Calvert Memorial Hospital believes that communication is the key ingredient to our organization’s success. With technology having such in impact in our lives at this time, we use the internet and the CMH intranet to communicate with the community and employees of all pertinent information. Our CEO/President also holds “Round the Clock” meetings twice a year where all current and upcoming developments are discussed. This also gives the employees a chance to ask any questions or identify any concerns they may be having. Our CEO/President also holds a bi-monthly meeting, called the President’s Panel, to discuss the progression of our organization. The President’s Panel committee is made up of twenty-five employees that were selected by their co-workers to represent them. All managers are encouraged to have an “open door policy” for their staff. Establishing a comfortable environment for employees to express themselves has allowed our organization to grow and expand by being accepting to new ideas.

Cassaday & Company, Inc.

Employees must feel empowered to do their jobs. Compensation plans, executive open door policy, formal 360 degree employee reviews as well as informal reviews, regular staff meetings, quarterly reviews of the firm’s goals and individual department goals, ongoing educational opportunities and tenure recognition programs are all important components to creating an engaged workforce. New employees also need to feel welcome and comfortable during the onboarding process as they assimilating into their roles.

Chaney Enterprises

Our goal is to provide a workplace where our employees are not just happy employees but they are passionate employees. They love their work, they care about the results they create, they feel appreciated, and believe they make a meaningful contribution to the growth of the company. This process begins with the onboarding process. We have in place an effective orientation and training program which makes new hires feel welcome upon arrival into our organization. All employees are made aware of how their role is tied to the mission, vision and values of our organization and we communicate clear goals and expectations. We work to build positive relationships with everyone we work with. We take the time to talk to our employees and let them know that we value their contribution. We encourage open lines of communication with all members of our staff, we share information at our Town Hall Meetings, encourage suggestions and provide prompt feedback on how suggestions are used/implemented, collaborate on problem solving, etc.

Chesapeake-Potomac Home Health Agency

We try to keep employees engaged by ensuring that everyone works as a team. At each months Staff Meeting we play games (examples: word scrambles, trivia games, Family Feud) and occasionally make crafts (example: making Valentines to send to Children's National Medical Center) as ways to keep people involved and make the meetings fun for all employees.

CollabraSpace, Inc.

Empowering the employees to have a voice in decisions that impact the company and/or them directly. Employees participate in finding the right match on our programs to meet their career goals. We also support training to encourage career growth and ensure their skills are on target for the needs of the customer. We also ask for their input annually when reviewing our benefits structure and have added and improved our benefits based on employee feedback.

Decision Lens

There are a number of ways that Decision Lens encourages fun and camaraderie among the employees. • Support of team-based sports: Decision Lens pays for a variety of sports that employees want to participate in with other Decision Lens employees. • Contests with Awards: we run contests from time-to-time with awards. For example, we currently have a contest running in April to see which employee can get the most links back to our Web site on the Internet. The winner receives a new iPAD 2, and the runner up receives an iTouch. • Quarterly company meeting with offsite activities: every quarter there is a company meeting in the morning, followed by a company lunch, followed by the afternoon off for employees. • “Experience”-based activities: 2-3 times per year, Decision Lens pays for events that are unique experiences for the employees. These are things that they otherwise would not be able to do themselves. Past examples include the “Audi Driving Experience” for all employees where we went to Summit Point Raceway for the day for driver training and racing Audis. Recently we went to the Hubble Space Telescope Operations Center at NASA Goddard for an “inside tour” (not available to the public) of how the Hubble is run, meetings and presentations from astronauts and astronomers, etc. Dinner followed. • For the sales team, when they hit their quota we actually go out and create a custom “action figure” of that employee, with a completely customized face and custom “in character” clothing. The two pictures below will show you one of these action figures in development and the final product. The company we use creates these figures from actual pictures of the employee. It is given as a surprise at a company meeting.

Dynaxys, LLC

Creating an engaged workforce is a daunting task, to say the least. The most important criteria to keep our workforce engaged include maintaining open lines of communication, combatting negativity, hosting events for employees to mingle and get to know one another. When employees know each other and know management well, they are more likely to become and remain engaged in their work and their company. Additionally, having an open line of communication with their direct supervisor allows employees to feel as they are an integral part of the working of Dynaxys.

Federal Realty Investment Trust

At Federal Realty we feel it is important to hit these key areas in order to maximize employee engagement and we work closely with our management staff to focus on these areas throughout the year with all of our employees. • Define the culture for the office, what is it currently, how should it be different? • Show appreciation to employees • Employee survey • Employee of the quarter/Find A Better Way Award • Bi-monthly one on ones with direct reports • Who needs recognition and what form, what has value? • Identify management potential within each department and foster that with the employee • Identify career development goals for each direct report and put together a plan to achieve • Share past experiences at other jobs • Spot awards • Executive coffee meetings with employees outside their department • Team building events • Educational component – offer more training; Create the opportunity • Involve employees in plans and decisions, solicit their ideas and opinions • Never criticize in public, offer praise verbally and in writing • Celebrate successes

Foundation Financial Group

Trust along with constant, clear communication. If you have an employment with culture where you have a lack of trust you fail as a corporation. If you fail to have clear and constant communication you fail as a corporation.

Holy Cross Hospital

We have identified that our employees need tools to adequately balance the demands of work and life, and derive their engagement from their ability to affect the environment in which they work. We encourage participation of our staff in activities that improve the organization's performance and through deliberate action planning seek their input in order to resolve issues or make improvements at their work units.

Honest Tea

Listening, not hearing but listening and taking what you have heard and applying it thoughtfully, deliberately and with transparency. Letting employees know when you cannot do something and having no walls in our office helps.

Human Genome Sciences, Inc.

We believe that it is important for employees to feel that the work that the company does is important and that their individual contributions are impactful and acknowledged. The company takes special efforts to keep the line of sight from the daily work done at HGS to the patients that we’re helping with our drugs. We encourage our employees to think out-of-the-box and empower them to make suggestions that solve business problems or improve processes. We also believe that it is important for employees to feel that the company is doing the right thing for them and HGS strives to offer generous benefits, competitive compensation, personal and professional development opportunities, and programs for work-life balance.

InTec, LLC

As a small business, we are able to bring all of our employees together rather frequently to discuss business operations, news and benefits updates. We typically hold one meeting per year specifically in regards to benefits, the status of the company and changes for the upcoming year. But we hold corporate events monthly in which company news is brought forth by the President and HR Director. The corporate culture is one of open dialogue and employee empowerment. From bi-weekly InTec InFormer newsletters to the InTec Intranet with benefit and policy related information, InTec strives to keep the employee informed and involved with all aspects of corporate life. Our employees help develop our work-life policies through both formal and informal surveys given throughout the year. In addition to surveys, we have a completely open door policy with direct access to both the President and Human Resources Director. All ideas that come into the office are discussed and a reward/penalty matrix is developed for each idea. On each employee’s anniversary date, the InTec president takes that person to lunch to discuss their past year and future goals and aspirations and thanks them for their continued loyalty to InTec. Part of keeping employees engaged is providing the tools they need to succeed professionally and recognizing their significant achievements. InTec accomplishes this through a Professional Training and Development reimbursement plan. This plan reimburses employees up to $3,000 per year towards employee Professional Development. This plan works in conjunction with the Tuition Reimbursement benefit so that employee may submit for reimbursement of up to $5250/yr of professional/educational costs. All InTec employees are encouraged to develop their professional knowledge and experience, as well as their technical skills and are recognized at company events for completing special training and degree programs. InTec recognizes significant employee achievements through our company awards program, which offers a honorary coin specific to the type of award/achievement as well as a cash award.

IntelliDyne, LLC

The key to sustaining an engaged workforce lies in the continuous inculcation of a corporate culture that promotes innovation and learning, and clearly identifying the opportunities and requirements for professional advancement for each employee. People are interested in meaningful work, and understanding the value and impact of their role in an organization. They also want to know what’s expected of them, and what they need to do to move up in their careers. To respond to these needs, IntelliDyne invests in our people, and provides opportunities for continuous learning to help them prepare for their future roles. We encourage teamwork and collaboration, and inspire employees to take risks to develop innovative solutions. We rely on their expertise, and continually solicit their feedback through participation in advisory councils and annual corporate surveys. We promote formal and informal acknowledgement practices, and reward employees for exceeding our clients’ expectations through our best-in-class reward and recognition program. In addition, we focus on their health and well-being by providing a robust wellness program and opportunities to give back to their community.

JBS International, Inc.

Providing Opportunities for Participation: At JBS, we believe that an engaged workforce is one in which all employees’ contributions are valued and recognized. Our goal is to provide numerous opportunities for staff to participate in the decision-making process and building the JBS community. Here are some recent initiatives: • Most project teams have regular meetings at which staff members share their stories and experiences gained through the project work (for example, working with a rural community program, conducting focus groups with teens, or designing a health campaign). • Brown-bag luncheons feature peer-to-peer sharing of new initiatives, innovations, and tools. • Cross-company teams, such as the JBS Green Team, Social Media Group, and Health & Wellness Action Team, provide opportunities for all staff members to recommend and launch new corporate initiatives. • Design-thinking challenge teams, formed to tackle ambitious growth goals and vexing operational issues, were started by senior leadership but will soon be available for all staff to participate in. • Communities of Practice on Children and Youth, formed in 2011, engages people across multiple JBS projects in a strategic growth initiative focused on addressing social, health, and economic issues experienced by children and youth. Recognizing Contributions JBS submits print, online, and graphic design products developed by staff to national competitions throughout the year. Teams that have worked on award-winning products are recognized with a certificate detailing the award and an article on our employee Intranet. In 2011, we distributed 220 certificates recognizing employees’ contributions to award-winning products. JBS: Heart in Action thank-you notes from co-CEOs Gail Bassin and Jerri Shaw recognize employees' contributions to JBS-sponsored events, such as the Health and Wellness Fair and Take Your Child to Work Day, and their volunteer work outside JBS. In 2011, the co-CEOs handwrote and distributed 83 notes to employees. Evaluating Our Success The most important metric for gauging our success in this area comes from our staff. Last year, we asked employees to tell us why they work at JBS. Here are some of their responses: • At JBS, employees are treated like professional adults, and they feel appreciated and respected. The atmosphere is collegial and motivational. Employees’ experience, ideas, and opinions are treated as a resource. The company’s amazing growth in the past few years has not changed any of that. • Every day, I get to work in a pleasant, supportive, professional environment where creativity is encouraged and hard work is rewarded. • I take pride in the altruistic focus of JBS’s projects. There is nothing more rewarding than knowing the efforts of an entire company are impacting people’s lives for the better. • I have been most impressed by the way JBS values its employees. The list is long, but I appreciate the focus on keeping employees educated and informed in personal and professional areas, helping employees stay healthy, and the promotional opportunities and encouragement. I feel privileged to work in such a progressive and positive environment. • JBS provides a friendly work environment where you always feel welcome and appreciated. The kind of work we do improves the lives of people all over the globe. We help people in so many various ways, and that feels good to be a part of. • JBS provides me the support I need to do my job with the flexibility I value for job satisfaction.

Loiederman Soltesz Associates, Inc.

Knowing the pulse of your organization’s culture and listening to your employees in terms of their needs and what it takes for them to be successful in their jobs is the key to success. Supporting professional growth through encouragement as well as financially is also important. An organization must be dedicated to supporting constant continuing education, helping to keep employees informed and up-to-date in their professional area of expertise with regard to the newest regulations and trends. Communication across the organization is also pivotal to success and growth.

MCT Federal Credit Union

Employee engagement at MCT starts with helping every employee understand their unique contribution to our credit union. We believe in a supportive environment. Our leadership has experience in the trenches, having worked many of the same roles as entry-level employees. The leadership team is aware of the challenges facing our teams and provides on the spot support and coaching. We believe in collaboration and an encouraging atmosphere where everyone feels free to express opinions, find solutions and suggest new ideas. We make sure that everyone understands our organizational values, vision and goals. We translate goals to an individual level through coaching and communication. We believe that engagement is easier when everyone feels connected to our goals and mission and each employee understands how they contribute to our success.

MedStar St. Mary’s Hospital

Our communications with our associates are the key ingredient to our continue growth and success.

Mental Health Association of Montgomery County

Within all of our programs we have regular supervision meetings, either weekly or be-weekly. These meetings allow us to keep and maintain employees with our open and accessible communication. During the times when we do not have a staff meeting, for example over some of the summer months, we have implemented an email communiqué to be sent to all staff from our CEO. This allows the communication to remain open and provides the staff with various updates within the organization and the county, while providing everyone with some personal nurturing as well. On Leadership Transition: MHA makes it a priority to involve managers and other staff in providing feedback throughout the year and particularly with regard to issues of great consequence. During the beginning stages of anticipated leadership transition scheduled to take place in 2012, organizational managers and leaders were engaged in discussion and via a survey to assess their thoughts on the agency’s needs and garner thoughts on the future direction of the organization. MHA staff was addressed by Board leadership to ensure they understood the planned process and then have been provided updates regularly from MHA’s Executive Director. On Business Planning Process: To most effectively continue strengthening the MHA’s infrastructure so that it can both support the most valuable aspects of the organization’s programming and ensure the organization’s overall sustainability, MHA began an in-depth business planning process. The primary goals of this process included review of MHA’s strategic plan, creation of an effective implementation plan for that strategic plan and determination of the appropriate capitalization and financing strategies, including the diversification of revenue and an exploration of earned income opportunities. An ad hoc Business Planning committee of the Board of Directors as well as the Executive Committee of the Board of Directors joined with MHA staff leadership in this process, guided by the expertise of non-profit business planning consultants. At the center of this process is a deep understanding that the staff and their expertise is the most valuable asset MHA has in meeting its mission and its nonprofit business goals. MHA makes it a priority to involve its managers and other staff in providing feedback throughout the year and particularly with regard to issues of great consequence; and so, as a part of this process included interviews of all program managers in addition to those done with external stakeholders. MHA staff has been given briefings on the progress throughout this process.

Mid-Atlantic Federal Credit Union

The key ingredient to employee engagement is having excellent managers. If managers don't show interest in their employees' professional development it negatively impacts the level of employee engagement. This results in low productivity and higher levels of turnover. Another key ingredient to employee engagement is communication. If the employee understands how the work they perform impacts the organization's success, they will feel like they are part of something important. This will lead to a higher level of employee commitment and higher quality work output.

The MITRE Corporation

The most important criteria for creating an engaged work force are collaborative work teams, training and development, networking and mentoring opportunities, flexible work arrangements, work-life balance programs, education reimbursement, and regular communications across the company – employee forums and meetings with managers.

Modea

From day one we want employees at Modea to be engaged. We work hard and we play hard. We have happy hour once a month, we try to always get group discounts to community events, we have field day one time per year, and we have lunch catered for the whole company to eat together every Friday. When employees are hired they use our "who dot" page to learn the faces, backgrounds, strengths, etc. of their coworkers. We fill out a "team health" survey every week about each project we are working on. It is a quick survey that measures four things: challenge, pride, expectations and communication. This data is then used by managers and team leaders to make small improvements during a project to ensure the team is healthy. This not only keeps our employees engaged and has them take ownership over the health of the team, but it creates great work for our clients. Our President has an "editorial calendar" of update emails he sends out, so that all employees are hearing from him and other department heads once per week. It is more efficient than all hands meetings and it allows employees to get a big picture of what is going on in the agency.

Montgomery College

Communication, collaboration, and participation are essential to employee engagement at Montgomery College. Each year, our employee engagement team, supported by the president’s leadership team, distributes an annual employee engagement survey aimed at identifying actions, philosophies, and policies that promote engagement as well as impediments to engagement. A dedicated advisory group analyzes the survey results and gathers additional information through focus groups. Through this re-occurring practice, the College is able to enhance engagement by offering more flexible work options, customized training, and meaningful benefits to our employees.

Montgomery County Government

An example of creating an engaged workforce is the Montgomery County’s Rewarding Excellence Program. The Rewarding Excellence Bonus Incentive Award Program is designed to encourage and promote new, innovative ideas, concepts and strategies for the cost effective delivery of County services and products. This program is a great example of collaboration between management and employees, UFCW Local 1994 MCGEO and Montgomery County Administration. "Front-line employees are in a unique position to be able to identify ways to work more efficiently and we believe they will have the best solutions to efficiently and effectively move Montgomery County forward," said County Executive Isiah Leggett. "A cornerstone of my administration has been to bring everyone to the table and give them a voice in the outcome. This initiative does just that and I look forward to working with our talented workforce to find ways to make a top-notch government even better." Employees who know their job better than anyone else are coached to develop savings and efficiencies for Montgomery County Government. When these savings can be documented, employees share in the savings. The program rewards County employee teams for developing creative ways to reduce the cost of government.

PRIZIM Inc.

We encourage all staff members to become engaged in our company’s business and cultural functions. Whether its allowances for employee training, involvement in one of our many internal committees and workgroups, or annual corporate matches on employee charitable giving, PRIZIM strives involve all employees on a continual basis. We provide health and wellness seminars at our company headquarters, and encourage all employees to become involved in their communities.

Ryan, LLC

At Ryan we consistently exhibit authentic behaviors that demonstrate sincere care and concern for employees, as well as clients and the bottom line. Employees thrive in a culture that integrates them into the fabric of an enterprise, and will go above and beyond to give their all. There is no secret ingredient to creatig an engaged workforce. Instead there are a few basic practices: Stakeholder Paradigm Required First, those leading an organization, top down, must have a healthy stakeholder paradigm, and they have to understand an organization’s ecosystem both intellectually and emotionally to make it work. Every business has multiple stakeholders, including, at the core: clients, stockholders, employees, and vendors. If, for example, leadership is focused 100% on the bottom line (revenue) and client satisfaction, with secondary or minimal consideration given to softer issues related to employee satisfaction, they shouldn’t be surprised if, over time, turnover is high, and the most talented people depart, leaving behind those who have “quit and stayed”. Soliciting Feedback Once key stakeholders are correctly identified, their expectations and experiences must be clearly understood, which entails soliciting feedback – not just once, but on-going. This applies to clients, employees, vendors, and any other group or entity that is a part of an organization’s ecosystem. It is important to create a culture that encourages and responds to both formal and informal feedback, with employees and clients feeling safe about expressing their thoughts and ideas, without fear of retaliation. Responding to Feedback Seeking feedback is somewhat akin to elective surgery. Once the incision is made, decisions have to be made about dealing with what is found, especially as related to input that identifies opportunities for improvement. The worst thing a company can do is to survey employees or clients, collect and read the data, and then put it on a shelf with no action or communication. Don’t go down the survey path if you don’t intend to take it all the way Communication and Transparency Companies that have genuine open-door approaches to the manner in which they share data, be it good or bad, are those that typically have the healthiest cultures. Certainly there are pieces of information that must remain confidential, but the more transparency possible, the better. Financials, policies, business development wins, technology projects, and other matters should not be compartmentalized, leaving employees in the dark. Every company should have its own communication blueprint and protocol, and this should be consciously designed, as opposed to being left to the preferences of individual leaders. The more people know, the more they feel trusted and empowered, and, in turn, the more obligated they feel to be good stewards of a company’s resources Integrity It should go without saying that a leadership team that “walks the talk”, consistently modeling behaviors internally and externally that align with a company’s code of conduct, is of the utmost importance. Employees need to trust and respect leadership, as well as be trusted and respected Reward and Recognition Systems Although engaged professionals are generally self-fulfilled by achieving results, systems and tools need to be in place to allow for fair, consistent reward and recognition. A company’s cultural personality should guide the design to ensure a good fit. This should be accomplished with involvement and input from a cross-functional, all-level team to ensure effective design and buy-in. Comprehensive Success Measures Success measures must be identified, not only at the macro income-statement, balance-sheet level, but at division, department, and individual levels. Every employee in an organization needs to know what outcomes are expected, and how and when they will be measured. Doing this correctly takes a significant amount of work, and it has to be accomplished collaboratively, rather than behind closed doors without employee involvement. Once accomplished, the clarity it provides, in and of itself, becomes a huge motivating factor to employees who recognize they are in control of their destinies. Cultivating Human Connections People need to know that companies care about them as human beings with lives, issues, and interests that extend beyond the walls of the companies for which they work. It is critical that quality benefits and resources are available to meet expected and unexpected needs. Additionally, a company needs to cultivate and support community outreach opportunities for its employees, allowing options to give time and resources to the communities in which they live and work.

SAP, NS2 (National Security Services)

We make our employees feel that we succeed together as a team and that everyone plays a part in our success.

Social & Scientific Systems, Inc.

The most important criteria to creating an engaged workforce is to offer many opportunities for employee involvement. This is done by providing several avenues such as all-staff meetings, an online suggestion box, open forums with executive officers, and employee opinion surveys for employees to make suggestions, provide input, and ask questions. SSS' executive officers and management have an open-door policy and truly make themselves available to all employees.

Suntiva

Suntiva was founded and built on the philosophy of hiring Great Minds and Great Hearts. We’ve created our culture through an engaged management team that participates in the full life cycle of employee development, from ensuring a cultural and skill fit during the initial interview process to continuing to build expertise and mentor staff during their career. We are proud to be one of the area's leading employers that go beyond the norm to foster an enjoyable and meaningful work environment for our employees. We have built a collaborative corporate culture from the ground up – with customer focused account managers working side-by-side with our service offering directors to ensure that we deliver exactly the right people and right solution for our customers, every time. We believe that with everyone contributing, our culture delivers opportunities to be heard, to make a difference, and to personally impact the business. At Suntiva, we are committed first and foremost to the success of our employees. Our core values of openness and collaboration, assuming good intentions, leveraging strengths, and high integrity and ethics, are concepts that are put into action every day in the ways that we work, interact, and deliver results. Our culture is an essential reason for our low attrition rate (over the history of the company less than 10%) and to our 100% reference-ability by customers.

United Educators

We believe that effective supervisors are essential to achieving high levels of engagement. Based on research with our employees, we implemented supervisory training to ensure that supervisors: i. Set clear expectations (Objective setting process,1:1s, Interim) ii. Make sure staff have necessary resources to do their work iii. Create an environment where employees can do what they do best every day iv. Provide regular and sincere recognition and praise v. Ensure employees know they care about them as individuals vi. Encourage development Since implementing the training, our staff engagement has been measured at the 93rd percentile in employee engagement.

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