“
Why do I love my job? Employee comments from companies surveyed
I enjoy the culture, the people I work with, and the personal ethics of most of the senior management. This is actually the best company environment I’ve ever worked in.
I love the international aspect of working for Kemin. If a person wishes to see the world, this is definitely the company to consider. The Nelson family creates opportunities to stretch one’s abilities. Because -Sammons Financial Group it is family owned, there is a feeling of family amongst co workers. I am able to make a positive difference in the lives of older adults.
-Kemin Industries
-Northcrest Community
I have the flexibility and freedom to do what it takes to be successful.
-Medical Associates Clinic & Health Plans
I’m surrounded by quality employees who really care about doing things well. -Aviva Inc.
Unlike my prior employer, Nationwide allows you have the balance that is extremely valuable. My salary at my previous employeer was high but work came first always, leaving me with little to no family life and highly discouraged.
-Affiliates Management Company Senior managers speak to employees at all levels and respect each person. We have a respectable company, great benefits and great employees to work with.
Great people, great customers, great technology.
-Bankers Trust Co.
-Alliance Technologies, Inc.
2
The work is challenging and I learn new things all the time. The people I work with are like sisters to me.
-Nationwide
FALL 2011
I feel that I help make a difference in the lives of people in our community. I believe we really strive to live/work by our motto, “listening, caring, and doing what’s right” and it starts with our CEO.
”
-Ascentra Credit Union
The bonuses really help me financially. I enjoy providing a unique service to our customers, and they in part appreciate the return. -Martin Bros. Distributing Co., Inc.
IOWA’S TOP WORKPLACES
2011
IOWA’S TOP WORKPLACES
2011
FALL 2011
3
Contents Large company category PDI DMACC Pella Large list
6 8 8 9
Job hunters seek employers that stand out
Mid-size company category Davis Brown Madison VGM Mid-size list
10 11 12 13
Small-size company category New York Life Home Instead Clear Lake Small-size list
14 16 16 17
PRESIDENT AND PUBLISHER Laura Hollingsworth VICE PRESIDENT, CONTENT Rick Green MAGAZINE EDITOR Lynn Hicks PHOTOGRAPHERS Mary Chind Rodney White Bill Neibergall Andrea Melendez DESIGNER Jeremy DeLuca COPY EDITORS Charles Flesher CONTACT US Lynn Hicks executive business editor Des Moines Register email: lhicks@dmreg.com phone: 515-284-8290 fax: 515-286-2504 715 Locust St. Des Moines, IA 50309
On the Cover
Design by Mark Marturello Photos on the cover (top to bottom): Jym Garbett of PDI; Leigh Walters of PDI; Brahim Bouhaik of New York Life; Rob Denson of DMACC; Sharon Malheiro of Davis Brown
4
Survey methodology Lynn Hicks
WorkplaceDynamics explained its survey process:
Y
Outreach: We reach out to employers with at least 50 employees in Iowa to participate.We use a combination of print and online ads in the Register to solicit nominations, and direct outreach to employers via phone and email.
lhicks@dmreg.com
ou might think employers can rest easy in the competition for workers. After all, the high unemployment rate persists. More than 100,000 Iowans are looking for a job. But companies say they still have a hard time finding talent. A survey by Manpower this year showed that 52 percent of U.S. employers are having difficulty filling “mission-critical positions,” up from 14 percent in 2010. For the first time, the Register set out to determine Iowa’s top workplaces. Because high unemployment or not, those with or without jobs are searching for employers who stand out. You might have a couple of questions about our rankings: How did we choose the top workplaces? We partnered with WorkplaceDynamics, which over the past year surveyed more than a million employees as the research partner for more than 25 major metro newspapers, including the Chicago Tribune, Minneapolis Star Tribune and Detroit Free Press. Any organization, including businesses, nonprofits and governments, with at least 50 employees in Iowa could participate, at no cost to them.We asked readers to nominate employers, and WorkplaceDynamics invited 906 companies to participate. Last spring, 117 employers agreed to be surveyed.The surveyed companies employ 70,282 people in Iowa. Nearly 26,000
Employee survey: We survey employees at participating employers using either paper surveys or an online survey. Employees respond to a set of statements using a sevenpoint Likert scale. Each of the statements has been tested to ensure it has a high correlation with how employees feel about their workplace, which is calculated by correlating the statement responses to a control question that asks each employee to rate his or her workplace on a scale of zero to 99. Response requirements: We require a response rate of at least 35 percent for employees based in Iowa. In addition, employers with 85 or fewer employees must have at least 30 responders.We encourage employers to survey all employees, but large employers can choose to randomly sample their Iowa employees.The 117 employers that participated employ 70,282 people in Iowa; 35,931 Iowa employees received surveys, and 25,883 responded.
employees responded to the survey. WorkplaceDynamics asked employees what was most important to them by rating such statements as, “I feel genuinely appreciated at this company,” “My pay is fair for the work I do,” and “My manager listens to me.” Then WorkplaceDynamics asked employees to rate their employers on those statements.Those companies that scored high on important statements made our list of Iowa’s top workplaces. Employers were informed this summer whether they were named a top workplace, but we have not disclosed rankings until
now. Why isn’t my employer on the list? Your employer may have participated but scored too low to be included. More likely, however, your employer chose not to participate. Although we reached our goal of employers surveyed, we’d love to see more participation. We can’t speculate on the reason some employers passed. We’re all busy. But we hope that next year – when the unemployment rate lowers and the fight for workers gets more intense – that more Iowa employers take the time to survey their workers and see where they stand.
IOWA’S TOP WORKPLACES
2011
IOWA’S TOP WORKPLACES
2011
FALL 2011
5
Jym Garbett, of West Des Moines, a semitrailer driver for PDI (Perishable Distrbutors of Iowa), stands next to a truck at the company’s Ankeny location. Garbett has worked for PDI for12 years. PDI was named one of the top workplaces in Iowa. BILL NEIBERGALL/THE REGISTER
No.1
Perishable Distributors of Iowa Large Company Category
Caring for customers and each other By DONNELLE ELLER deller@dmreg.com
Y
ou could call Brent McKenzie the Stretch Armstrong of warehouse worker scheduling. He bends over backward to accommodate a quickly added DMACC class, family celebration or summertime wish to leave in the early afternoon. McKenzie knows taking care of his workers means they’ll go the extra mile for him, when meat, ice cream and other grocery items are flying from the Ankeny company’s refrigerated shelves. McKenzie’s attitude permeates Perishable Distributors of 6
Iowa: take care of each other and take care of your customers. It’s a big reason PDI, a fastgrowing warehouse business in Ankeny that primarily serves Hy-Vee stores, was named a top Iowa workplace. Leigh Walters, who leads PDI’s human resources department, says the company’s approach reflects Hy-Vee, the company it spun from in 1982. Hy-Vee has built an eight-state, 230-store business with $6.4 billion in sales based on a “friendly smile in every aisle.” “PDI is unique because of its people,” says Kevin Gass, senior vice president of transportation. “It’s not just what we do, but
how we do it.” You hear that when driver Jym Garbett talks about making sure products are exactly where each store department wants them, not only on his route but in stores where he’s filling in. “Hopefully, they don’t even know the other guy’s not been there,” he says. You hear it when leaders talk about choosing to spend decades at the company and how they’ve worked their way up the ranks: inventory selectors become managers; drivers can become executives. “They take an interest in the success of employees,” says McKenzie, who started with as a high school senior and has
become director of operations. About half his nearly 270 warehouse staff is parttime, often college students. Inventory pickers, for example, get intense training. They’re paired with mentors and have bimonthly meetings with team leaders. “It’s not just about going over numbers, but really getting to know people one-on-one,” says McKenzie. PDI posts all its employment opportunities internally a couple of weeks before advertising outside the company. Employees like getting an early shot at a job. Jay Chapman started as a part-time selector and moved up to customer service rep.
IOWA’S TOP WORKPLACES
2011
Chapman trouble-shoots problems for stores, like ensuring they have enough peaches for special sales or sending a special delivery of bottled water during flooding. He likes the freedom of his job. “No one is a micro-manager,” he says. “It’s a very respectful environment.” Chapman also likes that the company enables him to have a good work-life balance, something that’s important to the soon-to-be first-time father. “Life doesn’t have to revolve around the job clock,” says Chapman, also active in his church. Walters says the company’s 520 employees are the “heart and the soul” of PDI’s business. The company’s sales last fiscal year reached $835 million. It has a warehouse with 350,000 square feet, filled with about 5,000 fresh and frozen items. Its 123 truckers cover about 150,000 miles a week. It’s growing along with Hy-Vee and its other customers. PDI plans to hire three dozen workers over the next year. “Every employee has an important role in the success of the company,” Walters says. “They take pride in their contribution and the service they provide.” That’s probably why the warehouse guys talk as readily about the impact of fuel prices on the bottom line as executives. And why truckers see the added business and effectiveness that comes with picking up goods
Perishable Distributors of Iowa Location: Ankeny Founded: 1982, a wholly owned subsidary of Hy-Vee Revenue: $835 million in 2010 Top executive: CEO Andy McCann Employees: 520
on the return trip back to the warehouse and reducing the cost of supplier deliveries. Guys like Ethan Tortes, Mike Swope and Tyler Henry like PDI for many of the same reasons: good pay, benefits and bonuses, tuition assistance, and fun bosses and co-workers. Warehouse workers can snag $2 to $3 more an hour based on accuracy and speed. And they receive added vacation time for safety. But they also like the place for different reasons. Swope gets a place where he can work parttime while training to become a registered nurse; the afternoon and evening hours let Henry be a fitness trainer in the morning; and Tortes says PDI’s picnics, ice cream socials, and a day at Adventureland amusement park are hits with his wife and kids. “And there’s lots of room for advancement,” he says.
Mike Swope, of Ankeny, is a warehouse generalist employee at PDI’s warehouse in Ankeny. In the photo he is working with a radio frequency scanner to identify pallet tags for outbound shipments. Swope has worked for PDI for six years. BILL NEIBERGALL/THE REGISTER
IOWA’S TOP WORKPLACES
2011
FALL 2011
7
No.2
Des Moines Area Community College Large Company Category
Allowing teachers to focus on teaching By REGINA ZILBERMINTS rzilbermin@dmreg.com
T
imes are tough and budgets are tight, but surveys show high satisfaction levels at Des Moines Area Community College. President Rob Denson said the college is required to do surveys of all faculty and staff every three years. “We just finished doing this, and we received remarkably good scores ...” Denson said. “We actually expected more grousing, unhappiness with how much more workload there is, and there is some of that. But for the most part faculty and
staffers are very happy.” One reason: Unlike a university setting, there is less pressure to publish or do other duties outside the classroom, Denson said. “Our faculty wants to teach,” he said. “Here they’re able to teach in small settings. They really get to know their students.” With six campuses and six learning centers throughout central Iowa, Des Moines Area Community College served 72,000 students last year. To help educate all those students, the institution employs 850 full-time employees and 880 temporary or part-time employees.
Des Moines Area Community College Location: Six degreegranting campuses in Des Moines, West Des Moines, Newton, Ankeny, Boone and Carroll. Founded: 1966 Top executive: President Robert Denson Employees: 1,730
DMACC now has more than 80 programs, including recently added mortuary science, wind technology, the Electronic Crime Institute and surgical technology and practical nursing. Denson said the college relies on its faculty and staff to keep the programs, and the entire school, strong. “We are a business. Our business is delivering quality education so we need to respond quickly,” he said. And because DMACC competes with private,
No.3
for-profit, public and trade schools, “We’ve got to be good and the only way to be good is through good people.” Denson hopes to start hiring full-time faculty again when economic times improve. DMACC, which won a special award for work-life flexibility, provides employees with time to exercise and a small subsidy to join health clubs and it works with Wellmark to provide information. But the key is communication, Denson said. Leaders meet with staff and faculty unions once a month. Once each semester, the president and vice president visit each campus to talk to people and answer questions. Denson said he tries to address concerns as quickly as he can. “Technology is important,” he said. “But you can’t do it with machines.You have to do it with people. So we’re very supportive of our people.”
Pella Regional Health Center Large Company Category
Health and wellness important for patients and employees By REGINA ZILBERMINTS rzilbermin@dmreg.com
P
ella Regional Health Center prides itself on being a stateof-the-art rural hospital. More than 600 employees serve its main facility in Pella and five outreach clinics. In addition to focusing on health of patients, leaders also focus on the same for their employees. Internal events, such as various health assessments, and participation in Lighten Up Iowa, occur monthly. The hospital also provides employees with 24-hour access to its gym. Pella Regional Health Center was recently awarded the Path-
8
Pella Regional Health Center Location: 404 Jefferson St., Pella Founded: 1950 Top executive: CEO Robert Kroese Employees: 631 ways to Excellence designation by the American Nurses Credentialing Center.The group examined the number of opportunities available for nurses. Hospital spokeswoman Cyndi Atkins said officials hope the designation can help the hospital mitigate the effects from an expected nursing shortage.
IOWA’S TOP WORKPLACES
2011
Large company employers Company
Ranking Founded Ownership
Sector
Headquarters
Region Region hires Region hires employees last year next year
Global revenue
Perishable Distributors of Iowa LTD
1
1982
Private
Wholesale Distribution
Ankeny, IA
515
N\A
N\A
N\A
Des Moines Area Community College
2
1966
Public
College/University
Des Moines, IA
1621
75
75
N\A
Pella Regional Health Center Hy-Vee Inc.
3
1950
Nonprofit
Health Center
Pella, IA
631
N\A
N\A
N\A
4
1930
Private
Supermarket
West Des Moines, IA
26351
N\A
N\A
N\A
Iowa Central Community College
5
1966
Public
College/University
Fort Dodge, IA
775
N\A
N\A
N\A
Medical Associates Clinic & Health Plans
6
1924
Private
Physicians Practice
Dubuque, IA
907
50
50
$175,000,000
McGladrey
7
1926
Partnership
Accounting/consulting
Bloomington, MN
727
138
150
$3,900,000,000
West Des Moines, IA
1162
N\A
N\A
N\A
Aviva USA
8
1896
Public
Life Insurance, Annuities, Retirement Investments
West Des Moines Community Schools
9
1893
Government
Public Education
West Des Moines, IA
1367
N\A
N\A
N\A
Wellmark Blue Cross and Blue Shield
10
1939
Cooperative/Mutual
Health Insurance
Des Moines, IA
1775
N\A
N\A
N\A
Nationwide Optimae LifeServices/ Advanced Therapy Solutions
11
1926
Cooperative/Mutual
General Insurance
Columbus, OH
4218
1238
440
$20,300,000,000
12
1987
Private
Mental Health & Disability Services
Des Moines, IA
850
456
N\A
$26,000,000
Grinnell Mutual Reinsurance Company
13
1909
Cooperative/Mutual
Reinsurance and Direct Lines P&C Insurance
Grinnell, IA
598
63
50
$366,000,000
Rockwell Collins Inc.
14
1933
Public
Aerospace/Defense
Cedar Rapids, IA
10000
N\A
N\A
$4,665,000,000
Dee Zee Inc
15
1977
Private
Automotive Accessories
Des Moines, IA
609
N\A
N\A
N\A
IOWA’S TOP WORKPLACES
2011
FALL 2011
9
No.1
Davis Brown Law Firm Mid-size Company Category
Law firm emphasizes openness, fun culture comes from the top. “She does a great job of letting us know we’re valued.” Kacere also appreciates the firm’s flexibility. She worked parttime for some years to raise her children. She cited Davis Brown’s emphasis on community service.The firm donates more than 1,000 hours of legal services a year. The firm also focuses on fun. Davis Brown hosts a picnic for staff on the Iowa Cubs’ opening day. “We do a lot of little things, and not just at Christmas,” Malheiro said. That includes running down to Panera on the Davis Brown Tower’s ground floor to get Mary Kacere, administrative assistant at Davis Brown Law Firm, scoops up popcorn for her co-workers on a Friday afternoon. bagels for the staff.The ANDREA MELENDEZ/THE REGISTER break room dispenses free soda and coffee, By LYNN HICKS and the staff pops popcorn on Friday. During lhicks@dmreg.com one particularly dreary winter, an administrative Davis Brown Law Firm assistant suggested a luau to warm things up. n the highly hierarchical world of big law The result: A two-hour party during work. Location: Des Moines, with offices in firms, Davis Brown stands out. “It was not a lot of investment for a phenomWest Des Moines and Ames “We’re very democratic and transparent,” enal return,” Malheiro said. “Even the lawyers Founded: 1929 said the firm’s president, Sharon Malheiro. wore Hawaiian shirts.” Revenue: Undisclosed “We’re a large law firm, but we don’t act like The returns keep rising at Davis Brown.The Top executive: President Sharon a large law firm.We treat everybody equally, firm does not disclose financial information, Malheiro everybody calls everybody by their first name.” but net revenues have grown in each of the last Employees: 177 Many major law firms have a managing four years, Malheiro said. partner or another type of chief executive The firm has added new practice areas by The firm’s leaders try to be open with everystructure. But at Davis Brown, the firm’s 45 recruiting lawyers with experience in insurance one, Malheiro said. shareholders elect the president.The president defense, workers compensation and intellectual “When the economy started to sour, I met leads a board that’s also elected by shareholdproperty. The firm hired 13 people in the previwith all the employees and said we will not lay ers. ous year, and plans to hire seven this year. anybody off, unless something drastic changes. Other ways the firm tries to be more open: Malheiro began a two-year term as president ... But we’re going to ask you to do a little extra nThe firm shares financial information with in January, after previously serving a one-year until we get through it,” she said. “Everybody associates (lawyers who have not yet been ofterm. Any senior shareholder is eligible to run believed me and stayed with us.” fered an ownership share) as well as shareholdfor president. Showing loyalty and appreciation has also ers. A representative of the associates also sits When big decisions must be made, Malheiro resulted in staff with longevity. on the firm’s governing board. walks the firm’s two floors, seeking consensus. Mary Kacere, an administrative assistant, has n Several committees help make decisions “No one feels big decisions are crammed down worked at the firm for 29 years. She calls Malabout recruiting and hiring, determining comhis or her throat,” she said. heiro the “people’s president,” saying the firm’s pensation, even for selecting the firm’s artwork.
I
10
IOWA’S TOP WORKPLACES
2011
No.2
Madison County Health Care System Mid-size Company Category
Hometown feel allows Madison County Health to compete By TIMOTHY MEINCH Special to the Register
T
he Madison County Health Care System in Winterset retains its workforce and patients by creating a familyfriendly, small-town environment, without cutting corners in the realm of technology and modern medicine, hospital officials said. “Even though we’re a small town, and only about 25 miles away from Des Moines, we can compete with the bigger hospitals,” MCHCS human resources director Jennifer Hannon said. “It’s because we offer family-friendly customer service and a hometown feel.” Neither employees nor patients feel like “just a number” at Madison County Memorial Hospital, said Hannon, who was born at the hospital 36 years ago. “I’ve lived here my whole life, with the exception of going away to college for a few years,” said the University of Northern Iowa graduate. The medical center opened in 1949. It has undergone three big renovations in the past 10 years, including a 6,500-square-feet addition to the surgery and specialty clinics in 2008, and a current $13.6 million project to renovate the rehab clinic and add 25 patient rooms with private baths. The hospital features state-of-
Madison County Health Care System Location: Winterset Founded: 1949 Revenue: $27,725,608 Top executive: Marcia Hendricks Employees: 176 the-art radiology technology and newly updated image capturing devices for digital mammography and CAT scans. System officials calculate that MCHCS generated 163 jobs in 2009, bringing a little more than $11.1 million to the local economy through payroll and benefits. Hannon said MCHCS provides employees with a wellness program that includes frequent educational courses on lifestyle topics, such as fitness, nutrition and mental health. The company also offers an exercise incentive program that rewards active employees with Chamber Bucks (to be used at local Madison County shops) and gift cards for yoga and massage sessions. “Because we’re smaller, it’s like we’re just one big family,” Hannon said. “Whether it’s tailgate parties or pool parties, we have a lot of activities for employees, so they are never bored and enjoy coming to work here.”
“Even though we’re a small town, and only about 25 miles away from Des Moines, we can compete with the bigger hospitals.” -MCHCS human resources director Jennifer Hannon IOWA’S TOP WORKPLACES
2011
FALL 2011
11
No.3
VGM Group Mid-size Company Category
Employee ownership improving customer service By DAN PILLER
VGM Group
dpiller@dmreg.com
S
ome companies try to make their employees feel like owners. At Waterloo-based VGM Group, the employees are owners. Since 2008 the company has been owned by an employee stock ownership plan (ESOP) set up by Van Miller, who founded the company in 1986 as a national buying group for independent home medical equipment providers. “Van founded the company in Waterloo and wanted it to stay here,” said chief financial officer Mike Mallaro.VGM now has about 95 percent of its 460 employees in Waterloo. Mallaro said VGM is coming off a record year for sales and profits.VGM still focuses primarily on purchasing for home medical care providers, but it has diversified into services such as insurance, websites and training programs for its client base. A few years ago,VGM noticed that the pro shops and dining facilities at private golf and country clubs were struggling in the face of competition from new daily fee courses. So it expanded its buying muscle into golf, with what Mal-
Location: Waterloo Founded: 1986 Revenue: $150 million Top executive: Van Miller, founder Employees: 446
laro says are good results so far. Its latest diversification foray will be into Indian gaming casinos, again doing the bulk buying for the casinos’ food and beverage operations. Mallaro described the atmosphere after the completion of the ESOP purchase as “turning the employees into small business owners. We have 25 different business units now, and each can be operated much as a small business.” VGM’s ESOP, as is customary, didn’t require the employees to put up cash. Rather, the ESOP assumed the note for the undisclosed purchase amount, which is slowly being paid by a company trust. “We don’t make anything here,” Mallaro said. “What we do is provide service to our customers, and we feel that employee ownership makes that service better.”
“What we do is provide service to our customers, and we feel that employee ownership makes that service better.” -Mike Mallaro, chief financial officer of VGM
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IOWA’S TOP WORKPLACES
2011
Mid-size company employers Company
Ranking Founded Ownership
Sector
Headquarters
Region Region hires Region hires employees last year next year
Global revenue
Davis, Brown, Koehn, Shors & Roberts, P.C. Madison County Health Care System
1
1929
Partnership
Law
Des Moines, IA
177
13
7
N\A
2
1949
Government
Hospitals
Winterset, IA
176
21
15
$27,725,608
VGM Group Inc.
3
1986
Private
Waterloo, IA
446
53
50
$150,000,000
GreatAmerica Leasing Corp
4
1992
Private
Business Services Financial Solutions and Complementary Services
Cedar Rapids, IA
300
68
35
$121,000,000
Dupaco Community Credit Union University Of Iowa Community Credit Union
5
1948
Cooperative/Mutual
Credit Union
Dubuque, IA
205
33
17
$52,000,000
6
1938
Cooperative/Mutual
Credit Union
Iowa City, IA
226
91
N/A
N\A
American Equity Investment Life Insurance Company
7
1996
Public
Life Insurance, Annuities, & Retirement Investments
West Des Moines, IA
379
N/A
N/A
N\A
Ruhl & Ruhl Realtors
8
1862
Private
Agents/Brokers
Davenport, IA
276
42
45
$16,000,000
Kossuth Regional Health Center
9
1949
Public
Health Center
Algona, IA
211
N/A
N/A
N\A
Cambridge Investment Research
10
1981
Private
Fairfield, IA
352
35
50
$339,000,000
Bankers Trust Company
11
1917
Private
Financial Services Broker Dealer Commercial Bank
Des Moines, IA
416
N/A
N/A
N\A
First Citizens
12
1994
Private
Commercial Bank
Mason City, IA
199
N/A
N/A
N\A
Kemin Industries Inc.
13
1961
Private
Biotechnology
Des Moines, IA
366
106
100
$375,000,000
Affiliates Management Company
14
2008
Parent company
Credit & Finance
Des Moines, IA
226
N/A
N/A
N\A
Integrated DNA Technologies Sammons Financial Group Member CompaniesCorp
15
1987
Private
Biotechnology
Coralville, IA
476
129
N/A
16
1906
Private
Life Insurance, Annuities, West Des Moines, IA & Retirement Investments
383
54
25
Farmers Cooperative Society Iowa Valley Community College District
17
1907
Cooperative/Mutual
Agricultural Retail
Sioux Center, IA
167
N/A
N/A
18
1966
Public
Community College
Marshalltown, IA
251
15
15
N\A
Hagie Manufacturing Company
19
1947
Private
Agricultural Machinery
Clarion, IA
263
48
25
N\A
Stewart Memorial Community Hospital
20
1962
Nonprofit
Hospitals
Lake City, IA
279
31
20
N\A
Martin Bros. Distributing Co., Inc.
21
1940
Private
Foodservice Distribution
Cedar Falls, IA
438
N/A
N/A
$34,000,000
Lincoln Savings Bank
22
1902
Private
Commercial Bank
Cedar Falls, IA
197
N/A
N/A
$276,000,000
RuffaloCODY
23
1991
Private
Fundraising - Nonprofit Services
Cedar Rapids, IA
276
N/A
N/A
N\A
Wild Rose Casino and Resort
24
2005
Private
Hospitality, Entertainment, Des Moines, IA Recreation & Travel
267
N/A
N/A
N\A
The Kerber Companies
25
1922
Private
Feed Mill & Swine Services
170
N/A
N/A
N\A
IOWA’S TOP WORKPLACES
2011
Emmetsburg, IA
FALL 2011
N\A $4,100,000,000 N\A
13
No.1
New York Life Insurance Co. Small-size Company Category
The coach recruits the best players By ADAM BELZ abelz@dmreg.com
B
rad Jensen sees himself as a coach, and not just in a vague sort of way. The managing partner at New York Life Insurance Co.’s Des Moines agency has the metaphor all worked out. His senior partners are the offensive and defensive coordinators, partners are the position coaches, and the agents are the players. “This is the closest thing to college sports you’ll ever see,” Jensen said. Jensen grew up in the Highland
14
Park neighborhood of Des Moines, graduated from the University of Northern Iowa and taught and coached at Dowling Catholic before becoming an insurance agent 23 years ago. He’s 54 and has run the Des Moines arm of the nation’s largest mutual company for four years.
Alec Heuss signs in before a lunch and learn session at New York Life Insurance Co. in West Des Moines office. MARY CHIND/THE REGISTER
IOWA’S TOP WORKPLACES
2011
Brahim Bouhaik arrives for his first official day of work at the West Des Moines office. MARY CHIND/THE REGISTER The local office competes against agencies in San Antonio, Brooklyn, St. Louis, Raleigh and Tampa. “Any time we can beat a town that has a professional franchise, we’re doing a good thing,” Jensen said. Just like John Wooden, Jensen thinks the best coaches recruit the best players. Since his salary is tied directly to how well he can retain agents, he spends a lot of time carefully selecting and interviewing the people he hires. He conducts four interviews, and requires that applicants call him back when they’re sure they want to work for him. He looks for team players, he said, positive people with high integrity. “The best way to judge a person’s character is the way they talk about others,” Jensen said. “Negativity is a cancer that can really hurt an office.” Jeff Kimball switched from a good job at Doll Distributing to one as an agent at New York Life in 2007. He made partner two years later. “If I was going to do it, I was going to do it all the way,” Kimball said. He was attracted to New York Life’s training program. He happened to arrive there at the same time as Jensen, who moved back home after running an agency in Lubbock, Texas, for three and a half years. The Des Moines office has nearly tripled in size since — from about 25 agents to 72 — and 36 of them were “Council” agents in 2010, which Jensen likens to being named to New York Life’s All-American team. “When he came, it kind of
IOWA’S TOP WORKPLACES
New York Life Insurance Co. Location: 4900 University Ave., West Des Moines Founded: 1845 Revenue: $34 billion in U.S. Top executive: Brad Jensen, managing partner in Des Moines Employees: 82 exploded from there, and I think the main reason was that it was evident he wanted to be here, and was going to be here,” Kimball said. Jensen said he dismissed all the “prima donnas” in the office when he arrived and tried to put more focus on charitable giving. The agency raised $340,000 last year for charity — a lot of it for the Boys and Girls Club. A big part of successfully running an insurance agency is convincing the agents that what they’re doing helps people, he said. “They need you more than you need them,” he said. “Ninetynine percent of people are vastly underinsured.” New York Life emphasizes retention because of its extensive training program. New agents spend three years taking classes — an estimated $250,000 worth of education. In keeping with the sports theme, Jensen has hired lots of former college athletes, he said. But he’s also hired an actress and a female wrestler. “We’re just a very competitive office, but in a fun way,” he said.
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No.2
Home Instead Senior Care Small-size Company Category
Senior care company focuses on service, training By TIMOTHY MEINCH Special to the Register
W
hen Paul Storbeck started Home Instead Senior Care in Des Moines 15 years ago, it became the 16th franchise of the Omaha-based senior services company. Today, it is one of 11 independently owned and operated Home Instead franchises in Iowa, alongside more than 900 others around the world. The company offers personal, nonmedical home care and assistance, allowing seniors who are not entirely independent to stay
in the comfort of their homes. The business model focuses on overall quality of life, according to Anne Peters, owner of Home Instead Des Moines. “We provide companionship, housework, errands and transportation. Our goal is to let them age wherever they need to be, while providing them assistance and keeping them independent or feeling independent,” said Peters, who bought the business in Des Moines three years ago. Her passion for working with the elderly began while caring for her grandparents. Then she became acquainted with Home Instead from a client’s perspec-
tive 12 years ago, when her long-distance great-aunt needed assistance in Arizona. “She did not have family other than my mom and I saw how valuable the service was to her,” Peters, 40, said. “We hired Home Instead to care for her and it provided great piece of mind and we were in constant communication with them.” Home Instead provides 24-hour service to mostly privately paying individuals, allowing the clients to maintain control over how much time they spend with caregivers. After initial contact with the client, and other family members when desired, Home Instead pairs
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Home Instead Des Moines Founded: 1996 (Des Moines franchise) Revenue: Unavailable Top executive: Anne Peters Employees: 65
the client with the appropriate caretaker. Peters said an Alzheimertraining program and long-term quality assurance service sets the program apart from other senior service companies. At Home Instead Des Moines, the client care manager schedules consistent visits with clients, reassessing the personal needs, tweaking the services offered and ensuring the client is satisfied with the caregiver. “We are really consistent with that,” Peters said. “We focus not only on their needs, but their goals and their desires.”
Clear Lake Bank and Trust Small-size Company Category
Bank’s interview process ensures outstanding matches By ADAM BELZ
Clear Lake Bank & Trust
abelz@dmreg.com
C
lear Lake Bank and Trust is a great place to work because of the people who work there, said Mark Hewitt, the bank’s president and chief executive. “We spend a lot of energy up front in the interview process and in the search process when we hire a new person,” Hewitt said. “By the time we end up extending an offer to somebody, they have a really good sense of who we are and we have a good sense of who they are, and that usually results in just an outstanding match.” Hewitt, whose grandfather
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Location: Clear Lake Founded: 1934 Revenue: Undisclosed Top executive: Mark C. Hewitt, president and CEO Employees: 65 bought controlling interest in the bank in 1941, took over the bank from his father, Ray Hewitt, 13 years ago. Hewitt sees retaining employees as his primary job. He ensures employees are involved in tackling major problems and initiatives.
IOWA’S TOP WORKPLACES
2011
Small-size company employers Company
Ranking Founded Ownership
Sector
Headquarters
Region Region hires Region hires employees last year next year
Global revenue
New York Life Insurance Company, Des Moines
1
1845
Cooperative/Mutual
Life Insurance, Annuities New York, NY & Retirement Investments
82
32
36
$34,000,000,000
Home Instead Senior Care, Des Moines
2
1996
Private
Nonmedical Home Care
Omaha, NE
65
15
30
$780,000,000
Clear Lake Bank & Trust Co. Lakeview Surgery Center
3
1934
Private
Clear Lake, IA
60
N/A
N/A
N/A
4
2002
Partnership
West Des Moines, IA
54
5
2
N/A
CASS Incorporated
5
1977
Nonprofit
Atlantic, IA
69
8
3
$3,300,000
TS Bank
6
1923
Private
Treynor, IA
56
7
4
$11,100,000
TeamQuest Corporation
7
1991
Private
Financial Services & Insurance Enterprise Software
Clear Lake, IA
135
23
4
$23,200,000
Metro Waste Authority
8
1969
Government
Regional Waste Management
Des Moines, IA
62
4
3
$25,000,000
Iowa State University Foundation
9
1958
Nonprofit
College/University
Ames, IA
100
N/A
N/A
N\A
Northwestern Mutual Financial Network
10
1857
Cooperative/Mutual
Milwaukee, WI
120
N/A
N/A
N/A
National Pork Board
11
1985
Nonprofit
Financial Services & Insurance Instrumentality of the Federal Government
Clive, IA
67
8
2
$71,000,000
Ascentra Credit Union
12
1950
Nonprofit
Credit Union
Bettendorf, IA
108
5
2
N\A
Iowa Bankers Association
13
1887
Nonprofit
Financial Institution Membership Association
Johnston, IA
114
12
6
N\A
REMAX Real Estate Concepts
14
2000
Private
Agents/Brokers
Des Moines, IA
93
N/A
N/A
N\A
Pizza Ranch Inc.
15
1981
Private
Restaurant
Orange City, IA
50
5
6
$125,000,000
Iowa Soybean Association
16
1964
Non-profit
Nonprofit
Ankeny, IA
51
N/A
2
N\A
Alliance Technologies Inc.
17
1994
Partnership
Conglomerate
Des Moines, IA
104
9
9
$17,739,713
Iowa Donor Network
18
1994
Nonprofit
Nonprofit
North Liberty, IA
116
37
N/A
$16,454,933
Belin McCormick P.C.
19
1978
Private
Law
Des Moines, IA
77
4
3
N\A
Mudd Advertising
20
1981
Private
Advertising
Cedar Falls, IA
149
38
25
N\A
Woodbine, IA
83
N/A
N/A
N\A
Financial Services & Insurance Healthcare Human and social services
Tommy Gate Co. / Woodbine Manutacturing Co.
21
1967
Private
Manufacturer, Truck Equipment
Kreg Tool Company
22
1986
Private
Woodworking Tools, Accessories/Equipment
Huxley, IA
101
N/A
N/A
N\A
The Shelter Company
23
1962
Private
Planned Giving Marketing/Consulting
Urbandale, IA
72
15
4
N\A
Two Rivers Marketing
24
2000
Parent Company
Marketing and Branding
Des Moines, IA
75
N/A
N/A
N\A
Scottish Rite Park Inc.
25
1973
Nonprofit
Senior Living
Des Moines, IA
88
12
10
N\A
Ernst & Young LLP
21
1894
Partnership
Certified Public Accountants & Consultants New York, NY
119
N/A
N/A
$21,000,000,000
CUS Bank
22
1888
Private
Bank
Cresco, IA
92
8
6
N\A
Northcrest Community
23
1962
Nonprofit
Retirement Community
Ames, IA
68
15
12
$6,605,398
Des Moines, IA
119
6
N/A
N\A
Marshalltown, IA
55
2
N/A
N\A
RDG Planning & Design
24
1966
Private
Architecture, Landscape Arch. Engineers
RACOM Corporation
25
1972
Private
Mission Critical Communications
IOWA’S TOP WORKPLACES
2011
FALL 2011
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Pete Boothby TS Bank
Jeff Kimball New York Life Insurance Co.
Leigh Walters Perishable Distributors of Iowa
Sharon Malheiro Davis Brown Law Firm
Rob Denson Des Moines Area Community College
Roundtable Discussion
Top workplace leaders discuss keys to success Photos By RODNEY WHITE Story By DONNELLE ELLER deller@dmreg.com
K
eeping good employees happy in tough economic times requires communication and respect, say the leaders of Iowa’s top workplaces. “Everybody hates surprises. We spend a lot of time getting information out,” said Rob Denson, president of Des Moines Area Community College. Avoiding layoffs in one of the worst recessions in history helps as well. “Security is a huge thing, working for a stable company, especially in today’s workplace,” said Leigh Walters, vice president of human resources at Perishable Distributors of Iowa in Ankeny. Top Iowa workplaces may have avoided cuts, but employees were still often asked to pick up more work — because of workforce attrition or added business — and adopt new technologies to become more effective, say Denson, Walters and other leaders who won awards in the Iowa’s top workplaces survey. The Register asked Denson,
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Walters, TS Bank’s Pete Boothby, Davis Brown Law Firm’s Sharon Malheiro and Jeff Kimball of New York Life Insurance Co. to talk about challenges their organizations and employees faced through the recession. “Even though we haven’t experienced a layoff, we’ve experienced a lot of change,” said Walters. “Anytime you have change, employees want to know: What does this mean for me, my family, my future.” Sometimes, the best way to come out on top is keeping what other companies are cutting, from bonuses and benefits to company parties. Davis Brown had a winter luau, for example; PDI has a rich employee recognition program. TS Bank invested heavily in worker training, from technology to leadership courses. “I look at employment like a continual graduate school; people should be lifelong learners,” said Boothby, human resources vice president of TS Bank in Treynor. Executive business editor Lynn Hicks led a discussion about issues such as retaining employees, boosting morale and managing through troubled times:
IOWA’S TOP WORKPLACES
2011
“We treat our staff with respect, because they’re our contact with the client. They’re our eyes and ears with clients.” -Sharon Malheiro, president of Davis Brown Law Firm
“I look at employment like a continual graduate school; people should be lifelong learners.” -Pete Boothby, HR vice president of TS Bank in Treynor
Q: What do you do to retain employees, keep turnover down? Malheiro, president of Davis Brown: We try to create a respectful environment for all employees. We’re a large law firm, but we don’t act like a large law firm. I told employees we will not lay anybody off ... but we may not hire if someone leaves either. We’re going to ask you to do a little extra until we get through it. Everybody believed me and stayed with us. Denson: A lot of our retention satisfaction is about our people and our clients. If you look at our faculty, most of them could go anywhere
IOWA’S TOP WORKPLACES
academically. But they choose to come to DMACC because they want to teach. I worked at Iowa State. I worked at the University of Florida. There’s a lot of pressure, encouragement to publish and do other things beside teaching. Our faculty wants to teach; they’re here because they’re able to teach in small settings. They really get to know their students. Boothby: We operate much like a family. ... We’re 60 employees, so it’s not hard to put a face with a name with everyone. We go through quite a thorough hiring process to bring on the right folks — in-depth phone interviews, face-to-face interviews; then a final interview with the president (Joshua GutSEE DISCUSSION PAGE 20
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“Drivers love the fact they’re home most nights; that doesn’t happen much in the trucking industry.” -Leigh Walters, vice president of HR at Perishable Distributors of Iowa DISCUSSION FROM PAGE 19 tau). He meets with every new candidate that’s brought on. Kimball, a partner at New York Life Insurance: The most important thing is that you care about the people who work for you. Like you, Pete, I don’t have 500 people working for me. We have 80 people. I could tell you the names of the children of most of the people who work in our offices. I think that type of environment is important. We take a good amount of time in the selection process as well. We have four interviews with somebody before we hire them; each is two hours long. By the time we’re ready to bring somebody in, we’ve really spent quite a bit of time with that person. We want someone to come in and drink the Kool-Aid, if that makes sense. We want someone who really believes in what they’re doing. In our business, 20
we really have an opportunity to help people, and that has to be a driving force within you. People also want to have better things for their family and themselves; have more income; have more opportunities that they might not otherwise have if they continue doing what they’re doing. Walters: We listen to what’s important to our employees. Half our warehouse is part-time employees, many are students. We have very lucrative tuition assistance. They love flexible scheduling. Every semester they can rework their schedule around their new classes. We offer base pay, plus incentive pay. We provide drivers good equipment that’s well taken care of. Safety is No. 1 in our warehouse and throughout our company. Drivers love the fact they’re home most nights; that doesn’t happen much in the trucking industry. And we try to have family
IOWA’S TOP WORKPLACES
2011
What’s important to Iowa employees? The following statements on the employee survey are used to determine which companies are top workplaces. The importance value shows how strongly each statement correlates with how employees in Iowa rate their workplaces. The closer importance is to 100 percent, the more important the statement is. Factor
Statement
Importance
Direction
I believe this company is going in the right direction
67%
Conditions
I feel genuinely appreciated at this company
67%
Career
I am confident about my future at this company
66%
Career
I am happy with my career opportunities at this company
65%
Conditions
My job makes me feel like I am part of something meaningful
63%
Direction
I have confidence in the leader of this company
62% 60%
Direction
This company operates by strong values and ethics
Execution
Senior managers understand what is really happening at this company
60%
Execution
New ideas are encouraged at this company
59%
Execution
At this company, we do things efficiently and well
58%
Execution
I feel well-informed about important decisions at this company
54%
Managers
My manager listens to me
53%
Managers
My manager makes it easier to do my job well
52%
Managers
I have confidence in my manager
52%
Managers
My manager helps me learn and grow
51%
Conditions
There is not a lot of frustration at my workplace
47%
Career
I get the formal training I want for my career
47%
Pay & Benefits
My pay is fair for the work I do
45%
Conditions
I have the flexibility I need to balance my work and personal life
42%
Pay & Benefits
My benefits package is good compared to others in this industry
34%
Q: WorkplaceDynamics, the company that surveyed employees for the Register, asked workers a bunch of statements to determine things that were important to them.The most important statements: I feel genuinely appreciated at this company; I believe this company is going in the right direction; I am confident about my future at this company; I am happy with my career opportunities; My job makes me feel like I’m part of something meaningful. Down at the bottom of the list — still as important, but not ranked as highly — were: My benefits package is good compared to others in the industry; I have the flexibility to balance my work and personal life; My pay is fair for the work I do; and I get the formal training I want for my career. Is that surprising? Walters: That’s not a surprise to me at all. SEE DISCUSSION PAGE 22
THE REGISTER
Source: WorkplaceDynamics
IOWA’S TOP WORKPLACES
friendly scheduling as much as possible. At a time when a lot of companies are cutting events, we’re continuing to have company events. We just had 1,000 employees and families at Adventureland.
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DISCUSSION FROM PAGE 21 I just interviewed our employee of the month. He came to us out of college. He’s a buyer. He’s been with us a little over a year. PDI has a lot of recognition programs. ... We have lots of team initiatives going on for process improvements. Employees give input. We’re going through a huge change in some of our product distributions, technology, trucks with onboard computers. Employees are all involved in that. ... We talk with people who actually do the jobs and get their input. Denson: I would agree. We just finished this nationally normed survey, and the highest scores were: We feel our job is relevant to the institution’s mission; my supervisor expresses confidence in my work; my supervisor is open to my ideas and beliefs; I’m given an opportunity to be creative in my work. Money is important. Benefits
22
are important. But employees need to feel valued. The only place where we ranked below the national norm was opportunities for advancement. No one ever leaves. We’ve got a lot of promising young people coming up the ranks, but no one at the top is leaving. I say to upper level employees, look, this isn’t a retirement job. Everyone should want to be a college president. It’s a great gig. Malheiro: I’m not surprised either. My industry is different. Each lawyer has his own practice so it’s businesses within a business. But we try to convey a team attitude so the lawyers and their assistants work together. We treat our staff with respect, because they’re our contact with the client. They’re our eyes and ears with clients. It’s not going to work out well if my assistant is mad at me and is mean to you on the phone. They know they’re important and that they matter.
IOWA’S TOP WORKPLACES
2011
“Our faculty wants to teach; they’re here because they’re able to teach in small settings. They really get to know their students.” -Rob Denson, president of Des Moines Area Community College Boothby: Our management team has found that our employees thrive on autonomy — to control their own destinies within their departments. And they thrive on being able to make an impact and to have a say about what happens in our organization, within our five- and 10-year goal sets. ... It’s very
IOWA’S TOP WORKPLACES
interesting to be part of those meetings; if someone feels they have a tremendous idea, they’re just chomping at the bit to get it out there for everybody. There’s no such thing as a stupid idea in our organization. Put it out there. It could be the right way to go or it could be tabled. Our employees are not shy SEE DISCUSSION PAGE 24
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“People want to feel that they’re appreciated, that what they do matters, not just to the organization, that what they do impacts positively on the population in general.” -Jeff Kimball, partner at New York Life Insurance DISCUSSION FROM PAGE 23 about speaking their minds and putting out there what they see. Kimball: I’m surprised benefits weren’t higher. But I can’t say it’s all surprising. People want to feel that they’re appreciated, that what they do matters, not just to the organization, that what they do impacts positively on the population in general. We do performance evalua-
24
tions every week, for the first three years, because it’s so important that they get that feedback. In my industry, we have to be diligent about meeting with people, communicating our expectations, and helping them with the million questions they have on a daily basis. I leave my phone on pretty much the whole time. I have it on vibrate, but it’s on all the time. I get calls at 9, 10 o’clock. I take them. The only time I don’t
IOWA’S TOP WORKPLACES
2011
take them is if my wife is talking with me, because I get in trouble. But doing that, people know I care. Q.Talk a little about how far employers should go with transparency about financial results and open-book management. Denson: It’s probably different for us than anybody because our finances are all open record. But unless you’re an accountant, you can’t figure it out. It’s important for us that our employees know that they need to communicate with our legislators about what we do. Because state funding is 23 percent of our budget. They need to know that every student ... that walks out the door is 60 percent of our budget. Every student that doesn’t come to DMACC or doesn’t finish DMACC, that’s a direct impact on our ability to do business.
confidential attorney-client information on a daily basis, so why not be open with them about the performance of the law firm and how we’re doing? We keep the lines of communication open; they know if we have a good year, everybody has a good year. A while back I was interviewing a potential lawyer with a senior shareholder who said, we make probably the same amount of money as other large firms in the city, but we spend our money differently. By that he meant we spend our money not just on ourselves as owners, but we spend our money on our staff, our associates. We might not all take home a bigger paycheck but we make sure that everyone gets a bonus at the end of the year, if there’s a bonus. Walters: The more open you can be the better, especially in this economic environment. People are worried. They’re con-
Malheiro: Our staff deals with
IOWA’S TOP WORKPLACES
SEE DISCUSSION PAGE 26
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DISCUSSION FROM PAGE 23 cerned. They have relatives and friends who have experienced difficult times, layoffs. We just had our quarterly bonus meeting, and our president (Andy McCann) talked about the quarter. We had the best week we’ve ever had. We celebrated that with pizza for everybody on all shifts. We talk about and celebrate our successes. But our president also talked about fuel prices and how fuel prices are killing us and how that affects our bottomline profits. Boothby: As a bank, our information is out there, on the FDIC site. ... But unless they’re an accountant or take the time to dig into it, it’s probably just numbers on a page. Our president and CFO puts the information out to employees at bankwide meetings. We have profit sharing and bonus structure. Maybe even more rewarding for our employees is knowing
26
the bank has made an commitment to give 10 percent of pre-tax profits back to the community. For example, the bank has pledged $500,000 to a new aquatic center, ballfields and wellness center in Treynor. Kimball: Transparency in business is important. We’re a mutual company; the people who own our company are the people who own our policies. Of course, a lot of employees own policies. In 2008, when the market was collapsing, we had a town hall meeting where the CEO of New York Life, Ted Mathas, had a conference call with everyone in the entire company, to talk about what the environment was like not just for New York Life but for the entire financial industry. Knowing that they were willing to talk about the struggles and the issues, the potential pitfalls that were out there then and are there now ... helps people feel like they can continue to do what we do. They have stability in what they’re doing.
IOWA’S TOP WORKPLACES
2011
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Awards
The following special award recipients were chosen based on standout scores for employee responses to specific survey statements. Employees rated criteria (such as “I have confidence in the leader of this company”) on a seven-point scale from strongly disagree to strongly agree.
Leadership Criteria:
I have confidence in the leader of this company.
Winners:
Large: Andy McCann, Perishable Distributors of Iowa
Midsize: Bob Hoefer, Dupaco Community Credit Union
Small: Josh Guttau, TS Bank
Direction Criteria:
I believe this company is going in the right direction.
Winner:
Hy-Vee Inc.
Training
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Criteria:
My benefits package is good compared to others in this industry.
Winner:
Wellmark Blue Cross and Blue Shield
IOWA’S TOP WORKPLACES
2011
Managers
Clued in Senior Managment
Criteria:
Criteria:
Senior managers understand what is really happening at this company.
Winner:
American Equity Investment Life Insurance Co.
Winner:
My manager helps me learn and grow. My manager makes it easier to do my job well. My manager listens to me. I have confidence in my manager. Madison County Health Care System
Doers Criteria:
At this company, we do things efficiently and well.
Winner:
Lakeview Surgery Center
Communication Criteria:
I feel well informed about important decisions at this company.
Winner:
New York Life Insurance Co., Des Moines General Office
Meaningfulness
Appreciation
Criteria:
My job makes me feel like I am part of something meaningful.
Criteria:
I feel genuinely appreciated at this company.
Winner:
CASS Inc.
Winner:
Home Instead Senior Care, Des Moines
Work/Life Flexibility
Ethics Criteria:
This company operates by strong values and ethics.
Winner:
Davis, Brown, Koehn, Shors & Roberts, P.C.
Criteria:
I have the flexibility I need to balance my work and personal life.
Winner:
Des Moines Area Community College
Opportunities
Training
Criteria:
I am happy with my career opportunities at this company.
Criteria:
I get the formal training I want for my career.
Winner:
Pella Regional Health Center
Winner:
Ruhl & Ruhl Realtors
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HELPING TOP EMPLOYERS FIND TOP TALENT Exceptional Service • Accountable Results
Reach your best audience and find qualified candidates. To get started, call 515.284.8401 or email us at eabell@dmreg.com today!
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IOWA’S TOP WORKPLACES
2011
IOWA’S TOP WORKPLACES
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