Burns & McDonnell

The work force of more than 3,000 at Burns & McDonnell recently celebrated their 26th year of employee ownership. A sterling turnover rate of less than 4 percent is evidence, the company says, that employees take pride in that ownership.

The foundation of the company culture and financial success at Burns & McDonnell is the employee stock-ownership plan. “The feeling that you have as an owner is really different than the feeling of simply being an employee,” says Greg Graves, president, CEO and chairman. “We work hard to make sure that everyone shares the rewards that come with success, and we’ve had a good run of successful years.”

This engineering consulting firm is committed to helping employees manage their time and improve their quality of life, both inside and outside of the office. To that end, it provides on-site dry cleaning, a fitness center offering multiple work-out classes, cafeteria, mail services, travel agency and monthly seminars that cover topics like parenting and health and stress management. “Healthy living, professional development and retirement security are probably the main principles guiding our benefits and compensation program,” Graves said. They have even opened an in-house health clinic for employees. It is fully staffed with health professionals including a health coach, nurse practitioner and a medical assistant. Whether it’s an allergy treatment, bone-density test or a round of vaccines, the on-site medical staff saves employees the trip to a doctor’s office. Joining forces with another Best Company to Work For, Blue Cross Blue Shield of Kansas City, employees are given the opportunity to enroll in the 10-week Naturally Slim program, which encourages participants to adopt healthy lifestyles. Personal health counselors and self-paced online video sessions help turn those goals into fitness reality.

Retirement security has remained a priority since the company became employee-owned, says Greg Graves: “Every employee becomes an owner the day they start work, and we all see our accounts build every year as we continue to be financially successful.”

Burns & McDonnell also donates its time and funds to give back to the community. Last year, it held a company-wide campaign in support of United Way that raised more than $1 million, a company record.

Lawrence Memorial Hospital

Two levels of care, says CEO Gene Meyer, define Lawrence Memorial Hospital: One level is for patients. The other is for the employees who tend to those health needs. It’s comparatively easy to assess the way patients respond to care. To accurately assess employee satisfaction, the hospital distributes surveys each year, then devises plans to improve the work culture and benefits package based on that feedback. The numbers in employee satisfaction have been steadily increasing each year, which Meyer attributes to “adopting service excellence standards, which applies to treating associates well, each other well, and those that we serve well.” Those employees, he notes, serve the community they live in: “We see the people we serve at the local restaurants, the ballpark, the grocery store; our employees’ children play with our patients’ children, et cetera. We truly have a vested interest in our community.”

The hospital has implemented several health and wellness programs, such as yoga and Pilates classes, health tips in the monthly newsletter, FYI, and even the renovation of Sunflower Café, the kitchen and cafeteria. Comprehensive health plans, veterinary pet insurance and home and auto insurance at discounted rates, a full calendar of community education classes, programs, special events and support groups are part of the package. As is an associate assistance program that provides financial help in an emergency or any unforeseen circumstance through a care-fund created by donations from hospital associates. “We celebrate success and we show support to one another,” explains Meyer.

As to the management structure, “we use strong and active communication about changes and how it affects our individual organization,” he says. “We really work off of our values, interest in compassion for those around us, transparency and respect for the individual.” Listening to employee input and abiding by a set of values and morals has maintained an environment that inspires standards of behavior among employees and encourages them to always seek improvement, he said. Improvement in the workplace is also produced by the opportunity to participate in Fellowship LMH, a program that teaches leadership skills to select individuals who have demonstrated the drive and desire to be positive role models. Tuition reimbursement, continuing education classes and scholarship opportunities are also available through the hospital.

VML

When an organization gets to 550 employees, bureacracy—like sclerosis—can set in. Not at VML. Above all, the digital-marketing masters put a premium on entrepreneurial spirit—an integral part of the company culture and the value it places on creativity and innovation. To get there, VML divides the work force into alignment teams from each agency discipline—user experience, channel activation, strategy, integrated production, account management, project management, technology, creative, and research and insights. Teams are given training and experiential budgets each year, resources needed to improve individual aspects of the company that could be overlooked in larger, umbrella-like budget plans. Under a flat management structure, the teams work together with a self-governing mindset. Collaborative workspaces encourage VMLers to contribute ideas and work together to create the best possible results for their clients.

The “white-board culture” of sharing ideas has paid off, leading to organic growth, acquisitions and new global offices. “VMLers are encouraged to advance their careers in diverse ways—often changing marketing disciplines, client groups and even geography,” says Jon Cook, president and CEO. In the past four months, VML has opened operations in Singapore, Sydney and Sao Paulo, and in the past year, it has posted double-digit revenue growth. New employees participate in an extensive orientation and continue that learning process throughout their careers, with weekly all-agency meetings to share the latest developments in the industry. “The VML Core Values are shared with every VMLer on their first day with the company—key aspects include respect, sharing and giving back,” says Cook. “VML is a place where people help each other however they can. People use the phrase ‘agency family’ quite a bit.”

They have half-day Fridays during the summer months, an extended holiday break that lasts from Christmas Eve until after New Year’s Day, and annual and spot bonuses. Every fridge in the office is fully stocked with soft drinks and beer, an on-site workout facility is available, and there is always free organic fruit for snacks.