Akridge Between 50 and 249 employees Real Estate Workplace Excellence Best Practices



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Akridge

Between 50 and 249 employees

Real Estate
Workplace Excellence Best Practices

Great employees are the foundation of a great company. So Akridge selects, rewards, and promotes staff based on their desire and ability to provide outstanding service. Careful screening ensures that job candidates are well matched with their responsibilities and the company. And employee achievement is recognized continuously with individual and team awards based on both peer and management recommendations. The focus on excellence is supported by ongoing training and opportunities for professional growth. New employees attend Akridge Way training, which covers company history, priorities, and guidance in Client service. Continuing education includes both in-house training and generous reimbursement for outside instruction. Led by a management team that includes several 20- to 30-year veterans, Akridge promotes teamwork and a sense of community. New employees are surrounded by colleagues eager to offer support, and are also paired with a dedicated mentor for their first 90 days. This tenured employee offers everything from company perspective to information about everyday operations, and the practice builds confidence, camaraderie, and relationships between departments. 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 for employees and family members, monthly company lunches and happy hours,

Verizon Center corporate suite events, the JDRF Real Estate Games, a company-sponsored kickball team, quarterly ��Fun Committee�� events such as bowling or paint ball, an internal company holiday luncheon and employee roast, chartered summer fishing expeditions, and monthly birthday celebrations. In 2010, Akridge 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. The company also supports more than 35 charitable organizations. To highlight a sample initiative, Akridge employees have hand-assembled more than 6,000 meals over the last eight years for the ASPAN homeless program – Akridge purchases, packages, and deliver these meals monthly. Last year, Akridge employees developed and supported a month-long series of initiatives, including an internal auction, to raise funds and awareness in the fight against breast cancer. Akridge teams participate annually in the Real Estate Games, a fundraiser for the Juvenile Diabetes Research Foundation, and several employees serve the Jubilee Housing Alliance, an organization Akridge contributes to annually.


Altarum Institute

Non-profit, More than 250 employees

Consulting Professional Services
Workplace Excellence Best Practices

Altarum Institute provides employees with flexible working arrangements to promote work-life balance. These arrangements include flexible working hours, telecommuting and flextime. We believe this motivates employees. We support and encourage employee interests through our Charitable Contributions Committee which makes monetary donations to the charities of our employees own choosing. In addition, the Institute supports individual participation in charities through donations of $100 per activity. The Institute also supports education and ongoing learning through a generous tuition reimbursement and professional development program. All employees are eligible to receive $5,250 per calendar year towards higher learning. Through innovative wellness programs, the Institute promotes well-being through annual wellness challenges, health awareness flyers, and wellness corners. Each wellness corner contains health materials, stress management information, scales, and blood pressure machines. Altarum Institute fosters a strong team environment through social gatherings throughout the year. The Institute hosts annual summer gatherings in each region where employees and families get to know each other. The annual holiday parties in each region provide an opportunity for staff to interact with peers and executives. Each summer the employees take a break from the heat to enjoy an ice cream social where they catch up and enjoy some time away from computers. Throughout the year, there are many opportunities to socialize over lunches and other department gatherings.



American Speech-Language-Hearing Association

Non-profit, More than 250 employees

Association
Workplace Excellence Best Practices

ASHA’s Characteristics of the Desired Organizational Culture • Managers are seen as coaches and team leaders. They are valued for these skills. Leadership is participative and flexible. • Organizational structure policies and procedures are developed to help people get the job done and to protect the long-term health of the association. They are readily reviewed and changed. • Joint decision making occurs regularly. Information is readily shared. Problem solving is highly pragmatic. • People work informally and are not preoccupied with status and territory.

Conflicts are dealt with openly. • Productivity is measured by the results achieved. • Common objectives are widely shared and energy is channeled toward meeting the objectives. The responsibility is shared. • A great deal of nonconformity is tolerated. People are expected to present innovative ideas. People feel free to brainstorm. • There is a high level of trust and policies and procedures reflect this. Problems are dealt with by the coaches when they occur. • Collaboration is freely entered into. Competition is fair, open, and is in pursuit of a shared goal. Relationships are honest. • People get almost constant feedback about their performance in a constructive, helpful manner. Poor performance is confronted and a resolution-oriented action plan is put into place. • People are highly motivated. They seize opportunities for personal growth. People view work as important and fun. • Risk taking is accepted as a part of growth and change. • Mistakes are learned from and the process is examined. • The organization is future-focused and adapts quickly to changing demands. • Communication is frequent but informal. People feel aware.

Asbury Methodist Village

Non-profit, More than 250 employees

Continuing Care Retirement Community
Workplace Excellence Best Practices

In 2011, Asbury Methodist Village continued to highlight wellness, as the final year of a five-year vision statement to "create a culture of wellness that enriches life by 2012". The WOW! associate wellness program in 2011 showed a 34% increase in participation over 2010, with 59% of all associates participating in some way and 16% of associates participating in all five WOW! events of 2011. We have not yet held our 2012 Health Screening yet to compare results from the Feb. 2011 screening, but 246 associates turned in 2011 "Success Stories" at the end of the year, highlighting significant amounts of weight lost and other meaningful health improvements such as getting off blood pressure medication, lowering cholesterol, and improving the health of their families. Our 2012 WOW! campaign is being kicked off to "lose 2012 pounds in 2012" and it is gaining much enthusiasm!

BDO USA

Between 50 and 249 employees

Consulting/Professional Services and Financial
Workplace Excellence Best Practices

At BDO, our goal is not only to attract top talent, but also retrain top talent in a workforce that is diverse in gender, age, ethnicity, and values. BDO offers an extensive compensation package and also offers a variety firm wide initiatives to support a positive work environment: BDO Counts - our national umbrella for corporate volunteerism; BDO Green - initiative to create a eco-friendly work environment; BDO Flex - a flexibility strategy to help employees manage a work+life fit; Secondment program - allows employees to work at BDO International firms; Keys to Success - a program to aid employees in professional development; eBDU – training center where employees can access over 1200 on demand trainings; Total Performance – online performance management system that allows employees to request feedback any time of the year; Electric Ideas – suggestion program where employees can submit anonymous feedback; BDO News - online source for internal news, updated daily; BDO Life - firm wide wellness program; REPLY - employee referral bonus program; CPA perks - reimbursement and certification bonuses; Career Advisors - mentoring program for all employees Women's

Initiative - plans networking events and ensures all professionals have equal opportunity to career experiences; Social events - including holiday party and a centennial celebration in 2010; Technology - top notch techno and worldwide remote access.

Booz Allen Hamilton

Greater than 250 employees

Consulting/Professional Services
Workplace Excellence Best Practices

1) Way We Work. We are seeing results from this multi-year strategic initiative, which focuses on staff working where they need to, when they need to using teleworking, hoteling, internal job transfers, and other work arrangements to better connect with opportunities that benefit them, clients, and the environment. 2) Resource Management System (RMS). Created in 2010, RMS centralizes information about available staff and projects needing staff, helping career managers match available employees to work. It helps ensure we look within the firm first to staff projects and that staff are realigned quickly after a contract ends. 3) New Leadership Level. The lead associate position—a new leadership level between our associate and senior associate levels—provides additional career advancement opportunities in our career architecture and recognizes top-performing associates. 4) Sustainability. In 2010, we formalized our Sustainability Program. A new Sustainability Program Office, Sustainability Steering Committee (composed of officers), and Sustainability Committee (composed of senior employees) ensure sustainability concepts are fully incorporated across our facilities infrastructure, procurement, travel, human resources, and information systems. 5) StayConnected. This new suite of 30 access, collaboration, and communication tools and technologies supports our employees’ ability to work from any location while staying connected to colleagues, managers, and clients regardless of physical proximity. Short training videos on each of the tools make them easy to use.


Calvert Investments

Between 50 and 249 employees

Financial Services/Accounting
Workplace Excellence Best Practices

Calvert, headquartered in suburban Washington, D.C., has, since our founding in 1976, set industry standards for asset management excellence - in both the way we select companies for our portfolios and how we serve our clients' interests. Calvert offers employees more than just traditional rewards. Our culture is characterized by a shared sense of commitment to our mission, our customers, our fellow employees, and our communities. Our benefits are designed to allow employees to balance every important aspect of their lives. Our employees make valuable contributions to the success of our business. By recognizing and supporting the needs of our working mothers, fathers and all our employees, we are investing in our own future. Barbara J. Krumsiek, President and CEO of Calvert Group, Ltd. states, "We strive to create a positive working environment for our employees because we believe that they are the most important component of our success." Leading this team of employees for the past nearly 15 years, Barbara has always supported Calvert’s commitment to worklife strategies, from her unending encouragement of Calvert’s continued community involvement efforts to her full support of Calvert’s sometimes unconventional employee benefits. Calvert offers a full range of benefits, offering employees options regarding choices that meet their personal needs. In addition to medical, dental, vision, short & long term disability coverage, life insurance, flexible spending accounts, domestic partner benefits and an employee assistance program, Calvert’s benefits are continuously expanding and changing based on our employees needs and preferences.


Carroll Hospital Center

More than 250 employees

Healthcare
Workplace Excellence Best Practices

At Carroll Hospital Center, we are committed to being the best place to work. Over the past year we have continued to develop our retention and recognition practices. Our SPIRIT values, mission and vision are woven into our organizational fabric, guiding our Associates actions and decisions each day as they provide exceptional care and service. This past fiscal year we have implemented a new web-based Performance Management tool for all Associates. This new tool allows for a more efficient, paperless process with 360* Feedback. In addition, we created the Carroll Learning Institute to help develop, train and educate leadership on various organizational development education sessions. Carroll Hospital Center continues to review compensation and benefits to ensure that we are competitive and providing our Associates and their families with comprehensive benefits to promote a work/life balance.


Cassaday & Company

Between 1 and 49 employees

Financial Services and Accounting
Workplace Excellence Best Practices

Employee Compensation Plan Profit sharing plan contributions

Continuing Education Reimbursement Program Early Release Days--during the holiday season

Free gym memberships

Charitable giving via our donor advised fund - Cassaday & Company matches all employee contributions

Flu shots

Healthy Snacks/Beverages provided at no cost to employees

Event planning committee--plans company-wide outings and retreats

Employee gifts

Tenure recognition program


Chaney Enterprises

Between 50 and 249 employees

Building Materials Supply/Construction
Workplace Excellence Best Practices

We continue to focus on programs and benefits that will improve the health and wellness of our employees as we go forward. We continue to offer the Consumer Driven Health plan adopted in 2011. Employees are becoming more educated about preventive care, the costs of health coverage and are managing their health care better as a result of this program. Once again the company paid the first 50% of the deductible for our employees and their families in the HRA plan. Employees in this plan were also allowed to roll over dollars not used in the previous year. Employees enrolled in the HSA plan received an initial front-load of approximately 75%. To further help manage the cost of health care, Chaney Enterprises offers our employees a Wellness Program which allows them to reduce the cost of their health care benefit each week. Our program is a strategic, long-term initiative that offers employees the tools they need to take charge of their own health and wellness. It is designed to deliver training, educational materials and support to assist employees with living a healthier life. By meeting all requirements, their share of the cost of your health care coverage (Employee only,

Employee/Children, Employee/Spouse or Family) is reduced by 50%. All participating employees and any covered dependents on the insurance plan must obtain a routine annual physical from your primary care physician, take an online health risk assessment and attend two health related training sessions. In some cases employees identified health issues that caught early were treatable with minimal intervention. We have been told by at least two employees that this program, which forced them to get an annual physical, may have saved their lives. New in 2011, the Walk It Off Program offered through WalkingSpree (an online resource) was spearheaded by the companies Vice Chairman of the Board. Her involvement and willingness to create a budget of over $15,000 that covered the cost of equipment given to employees and prizes presented was instrumental in the success of this program. Many employees adopted a walking routine that they had not previously participated in – 74 employees and/or spouses walked over a million steps between mid-January and mid-November. We plan to continue this program next year by having employees virtually walk the Appalachian Trail. Also new in 2011, was the on-line Weight Watchers program which started in October. 3% of our employees participated and the company paid 50% of their weekly membership fees. On-site support meetings for participants were offered to encourage and motivate employees to stick with the program. Since October the participants have an average weight loss of 7 pounds. The Return to Work Program initiated last year was expanded to include many more options for employees that were unable to perform their job duties. Each department within the company developed a minimum of three areas of responsibility that these employees could take on which would allow them to get back into the workforce more quickly. Our educational programs offered through the Chaney University delivered 325 classes totaling 4,802 hours last year. Topics included safety, environmental regulatory compliance, wellness, management development and product knowledge. Some employees also benefited from tuition reimbursement for certification programs and college classes.
Chesapeake Potomac Home Health Agency

Between 50 and 249 employees

Healthcare
Workplace Excellence Best Practices

Healthcare organizations nationally are struggling to find qualified providers to staff their organizations. The demand for qualified nurses and therapists is extremely high in the Southern Maryland Region. Healthcare providers are attracted to organizations that offer flexibility in scheduling that makes it easier for the nurse or therapist to better balance the demands of work and personal commitments. CPHHA attracts many staff with young families. The majority of our staff works part time. The staff work from home and contact the patients to set up convenient times for home visits. The staff is not held to a certain number of hours each day but rather to a certain number of home visits. This allows staff with young children to put them on the bus each day and be home in plenty of time to greet the children when they return home. The agency provides all clinical staff with a laptop so that documentation of patient care can be directly entered in the computer from the patient's home. This allows staff to be more independent and not have to spend additional time driving to the office to bring in clinical documentation. This year, the agency implemented teleconferencing for team meetings and for training. This allows staff to attend meetings in the convenience of their own home and has greatly improved employee satisfaction.


Chevo Consulting

Between 1 and 49 employees

Consulting Professional Services
Workplace Excellence Best Practices

Charitable Giving: Chevo has become increasingly involved in charitable giving. One of the most popular new programs that Chevo has implemented over the past year is our Jeans for Charity initiative. In the spirit of “casual dress Fridays” and in alignment with Chevo’s philosophy of giving back to the community, employees can wear jeans on Fridays, provided they donate at least $1 to our charity of the quarter. Each quarter, we select one charity to contribute to – the selection process is based upon suggestions from employees – and donations are applied to that charity. Chevo’s talented Executive Assistant decorates a new piggy bank every quarter, themed to match the charity. The piggy bank generates much interest from employees and visitors, and, at times, even visitors are moved to donate. At the end of each quarter, funds are added up, and Chevo matches the total amount, doubling all contributions collected during the quarter. Corporate Communications: Twice each year, Chevo holds an All-Hands Meeting with the purpose of bringing all of our disparate employee’s together, providing information on the state of the business and new programs, and recognizing employees with our Annual Awards to Celebrate Chevo Excellence. This past November, we sought to improve upon our usual semi-annual routine by focusing additionally on employee morale and forging stronger relationships amongst employees. We held the meeting at a new location: Dave & Buster’s restaurant and arcade, which provides meeting rooms and catering for corporate events. Our employees enjoyed two hours of company-paid arcade games and a buffet. As a result, employees had the opportunity to connect with each other in a relaxed atmosphere, with familiar colleagues and others that they had not met before. Feedback regarding this meeting was enthusiastically positive; many employees stating it was the best All-Hands Meeting they ever attended.

Every other month, Chevo issues our Chevo Chatter newsletter. It provides information on our foundational Pillars, business development, announcements, new initiatives, new employees, charitable giving, and much more. Recently, Chevo began utilizing social media. LinkedIn is used to market to clients and potential employees and for recruiting. Facebook is used to promote our great charity and community service programs, showing others insight into our culture. Environmental Awareness: Chevo recently partnered with our office building management on a recycling initiative with the goal of recycling 80% of all the trash that we produce. We have revamped the layout of all trash bins throughout the office, sent communications to employees and hung informational posters, and changed the kitchen supplies we use, from non-recyclable to recyclable. Although the new program has only been in place for a few weeks, we are already seeing noticeable results and great awareness and enthusiasm from our employees to “go green.” Employees have become very conscious of which bins they are placing their trash in and recyclable products that previously were thrown in the regular trash bins out of habit are now being placed in the appropriate recycling bins. Feedback from employees regarding this initiative has been entirely positive.
Choice Hotels

More than 250 employees

Hotel Franchising
Workplace Excellence Best Practices

At Choice, associates are our most valued asset. We strive for a mix of people who think differently, represent different perspectives, and approach problems in different ways. Our culture is evident in how associates are treated and how we interact with colleagues and company leadership. Choice has successfully created an open and warm work atmosphere for its associates, and provides a flexible and productive work environment that balances a challenging career and work/life responsibilities. We offer: discounted hotel room rates for associates, friends and family; special event sponsored luncheons; on-site fitness center; and an annual health & wellness fair. Our commitment to cultivating an environment that celebrates and seeks diversity in all aspects of its business is demonstrated by Employee Resource Groups, Multicultural Awareness Committees that celebrate diversity, and our Diversity Advisory Council that keeps the company engaged in trends and issues. We actively support philanthropic giving, matching charitable funds, paid volunteer opportunities, and support to organizations that serve minority communities, focusing on programs that provide food, clothing and shelter. Choice’s "Room to Rebuild" program focuses on improving the lives of low-income homeowners in our communities. Employee recognition programs are integrated into our daily routine at Choice. Programs include cash awards: cash incentives, lump-sum bonuses, gift certificates; Spot Programs: special event and movie tickets, company merchandise, paid meals, balloon and flowers; Symbolic Awards: recognition certificates, plaques and trophies; Verbal recognition: thank you cards, testimonies from senior leadership, customer feedback, public recognition. Choice is focused on hearing from our associates and taking action on the feedback received. This is demonstrated by the trimester based employee engagement pulse checks and outcomes. We provide a variety of ongoing communications channels for our employees – to provide information outward and to take in information. Choice ensures that everyone joining the company is integrated via robust onboarding programs which our customized based on individual contributor and leadership positions. Once on board Choice continues to focus on developing its leaders and associates and ultimately continuing to enhance and cultivate a high performing workplace culture.





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