SPECIAL CATEGORY AWARDS

These six companies are putting best practices to work to create great workplaces, earning them special awards in the categories of employee well-being; organizational strategy, policies and benefits; talent attraction, acquisition and onboarding; diversity, equity and inclusion (DEI); total rewards; and employee engagement and talent development.

Humbled to be honored as one of the 99 best workplaces in Ohio for Top Talent. And proud to share this recognition with our DRB family!

Join our growing, winning team! Drb.com/careers

SUMMA HEALTH Caring for the Caregivers

EMPLOYEE WELL-BEING GOES HAND-IN-HAND WITH PATIENT CARE AT SUMMA HEALTH.

SUMMA HEALTH HAS LONG ADDRESSED the emotional and physical well-being of its thousands of employees, and the health system quickly and meaningfully pivoted to increase its support of employee well-being in response to the effects of COVID-19.

“Our main focus was always maintaining healthy lifestyles [among employees] — eating well and staying active,” notes Ashley Krul, program coordinator of employee wellness for Summa Health, adding that the current focus is more on stress management. “The need to focus on mental health is greater than before [COVID-19]. If [a person is] not handling that, they won’t be able to handle physical wellness.”

To that end, Summa Health has specific methods for addressing mental health of employees, one of which is the Code Lavender Cart. Anytime employees are in a traumatic state experiencing stress, such as following the death of a patient or co-worker or during times when there is an extra influx of patients, a manager or director can request the cart to bring them lavender plants, chocolate, cookies, electric candles, a Keurig machine, a CD player with calming music and information and contacts for stress management and the Employee Assistance Program. The cart can be placed in a lounge area, meeting room, or empty patient room for employees to access. The Oasis Room is another form of support. It offers a low-light, calming room with comfortable furniture that’s open 24 hours to offer an escape from chaos. The Calm Cart, for those who can’t get to the room, offers stress management tools, such as adult coloring books and coloring utensils.

“We offer mindfulness classes that are very popular,” Krul says. “Our Employee Assistance Program [EAP] offers free counseling, including a 24/7 line for immediate counseling. In case of a traumatic event, each employee can access six free sessions per event — a death in the family, marital problems, patient loss. After those six, the employee can choose to continue with a counselor via insurance, or seek a Summa+ provider, which is 100% covered.”

This focus on supporting colleagues extends to individual employees supporting one another, Krul adds.

“Summa is very unique in that everyone cares about each other. Everyone not in patient care during COVID-19 was looking for opportunities to assist front-line workers,” she says. “A spiritual and mental health committee shared ideas on how to

ASHLEY KRUL LOCATIONS: Akron and Barberton (main campuses); Green, Medina and Wadsworth (hospital systems); and additional health care, hospital and urgent care systems throughout Northeast Ohio EMPLOYEES: About 8,300 WHAT THE COMPANY DOES: Treats every sort of patient need. WHY IT’S A GREAT PLACE TO WORK: In a workplace that handles trauma and loss every day, employees are given the support they need to do their jobs in a healthy way.

help people on the front lines. They created ‘hero bags’ with goodies. We offered wellness binders for employees and had counselors onsite daily. We offered daily readings over speakers, snacks and goodies and massage pillows. People came to the floors and just started working and helping out.” — Ruth Corradi Beach

What the Winners Do:

NorthCoast 99 winners contributed an average of 587 hours of community service in 2021. In addition, 99% of this year’s winners allow employees to individually participate in other charity event fundraisers, pro-bono work or other community service work during normal work hours and outside of activities initiated by or sponsored by the organization.

VIVIDFRONT The Power of Yes

VIVIDFRONT KEEPS PUSHING THE LIMITS OF WHAT’S POSSIBLE FOR ITS PEOPLE.

VIVIDFRONT HAS A YOUNG STAFF that is almost entirely made up of millennials and Gen Z.

“They are caring, and they value different things,” says Lisa Perry, COO of VividFront. “We try to meet them where they’re at and cater to their interests. We are not afraid to pivot and adapt. We’ve said yes to nearly everything they’ve asked.”

And she does mean everything. The list is impressive.

“Hybrid work environment? Yes. Can we be done by 5 p.m.? Yes. Summer Fridays? Yes. Unlimited vacation days? Yes, with the caveat that each employee must take at least two weeks,” Perry says. “Every time we extend a new benefit or more flexibility, it leads to a higher retention rate, higher productivity and increased profitability.”

In fact, in the midst of this Great Resignation, VividFront has seen its highest retention rate in nearly five years, only losing one employee. And this is in a field with a notoriously high turnover rate.

Even with all of these policies and benefits in place, Perry notes, a concerted attempt is still made to make sure employees feel challenged and see a future path in their careers with VividFront. That personalized strategy starts when the employee is hired. “It takes work from the leadership team to figure out what each new employee is interested in, what offers them a mix of their comfort zone and adrenalin. If we can match all of our team members to projects they enjoy, why would you ever leave or do anything else? We take that seriously, connecting our people to projects that make sense to them, rather than the reverse.” And for employees with a few years at VividFront under their belts, opportunities are still available.

“If an employee is searching for more, not a hard and fast policy or benefit, but in terms of structure, we work hard as a leadership team to connect them with a project that interests and fulfills them,” Perry says.

It’s important to note that these unusual perks and benefits are not simply window dressing. “We’re not just offering fun and new benefits and taking away foundational ones,” Perry says. “We’re building on full coverage of dental, health

LISA PERRY

and vision, a child care discount, pet discount program, pet-friendly office, new parent policy, free parking and subsidized lunches and snacks. We are truly offering everything we possibly can to make our peoples’ careers as fair, stable, enjoyable and rewarding as we can.”

— RCB

LOCATION: Cleveland EMPLOYEES: 29 WHAT THE COMPANY DOES: Holistic digital marketing and web development agency that helps companies scale their brand digitally. WHY IT’S A GREAT PLACE TO WORK: In a field that’s known for high turnover rate, VividFront is not afraid to pivot and adapt to meet the needs of its young workforce and give them the support they need to do their best work.

What the Winners Do:

From a list of 14 flexible work arrangements, this year’s NorthCoast 99 winners selected an average of about 8.5 options that they offered to at least some subset of their workforce in 2021. Ninety-six percent of winners offered a hybrid of remote/in-person work. Other less common flexible arrangements used by winners included shift swaps (45%), job sharing (31%) and a results-only work environment (ROWE) or similar philosophy, i.e., get the work done (24%).

THE SCHROER GROUP All in the Family

THE SCHROER GROUP SHOWS CARE AND CONCERN FOR EACH EMPLOYEE’S FAMILY AND CAREER.

LOCATION: North Canton EMPLOYEES: 5,200 WHAT THE COMPANY DOES: Provides skilled nursing centers, home health care, hospice, pharmacy, managed care, rehab and food services. WHY IT’S A GREAT PLACE TO WORK: The Schroer Group showcases a culture where employees and their families feel valued and supported.

THE FAMILY NATURE OF THE SCHROER GROUP is apparent when talking with CEO Jerry Schroer. He knows his employees and is genuinely invested in their experience. He identifies the family aspect of the company as a big reason people want to work at The Schroer Group.

“When you start to talk about our value system, that appeals to people,” he says. “We have a new generation of workforce coming, so flexible work schedules are important [to attracting talent].”

The Schroer Group is also staying responsive to the market by moving more quickly in acquiring qualified employees, acknowledging that for some positions, this is a worker’s market.

“We’ve shortened the timeline from the time someone applies to the time they’re getting interviewed. If someone applies at 8 a.m., how quickly and timely are we getting to that person? At 8 a.m., they may be applying to 14 companies.”

For employees who are in need of financial help, The Schroer Group created In Jerry’s Footsteps, a foundation named in honor of Schroer’s father, Jerry Sr., who was known both within his company and in wider philanthropic circles as a generous, caring man. In Jerry’s Footsteps is funded by employees, the company and vendor partners. It is a voluntary contribution from employees’ earned wages.

“An employee can go to HR or to an administer. Or, it may be a supervisor who say, ‘You should apply,’” Schroer says. “The request is forwarded to one of the board members, who is also an employee. They reach out, get more details and take the application to an employee committee. It’s a confidential process, and the maximum amount [of grants available] is up to $4,000.”

New employees also are introduced to a variety of career options, which Schroer says is very attractive to people.

“We have five different pillar organizations, and you’ll see time and time again someone who started as x and they’re now y. It’s a great opportunity for people to move and do different things,” Schroer explains. “Moving like that is something we do for employees in the hope that people never feel like they got stuck. One of the toughest things for an individual is that they feel that they got stuck.

JERRY SCHROER

It’s an informal process, an honest conversation with a supervisor, most of whom are realistic that if they don’t help that individual then they’re going to lose them. The main thing is to help that person grow in their career.”

— RCB

What the Winners Do:

Internship programs are common among NorthCoast 99 winners, with 95% of winning organizations responding they have a program in place. The average size of these programs in 2021 was about 19 interns, although they ranged from as small as one to up to 1,648. Ninety-three percent of the organizations that offered internships paid all of their interns.

CLEVELAND GUARDIANS It Takes Teamwork

THE CLEVELAND GUARDIANS COVER ALL OF THE BASES TO MAKE THEIR DIVERSE FRANCHISE INCLUSIVE FOR EVERYONE.

TO THE 370 STAFF MEMBERS that encompass the Cleveland Guardians, the phrase “teamwork” is not limited to the action on the field.

“We know our people, and treat them with respect,” says Mailynh Vu, director of talent acquisition off the field. “The passion they bring to our organization through total teamwork and continual learning is something to be proud of.”

Diversity, equity and inclusion, Vu adds, are keys to the organization’s success.

“We listen to our staff to understand what motivates them to be part of the team

“We’re an organization that’s learning along the way to make sure we’re doing what we know is right,” Vu says. “And sometimes our decision — i.e. the name change — won’t be a popular one.”

and why they want to be here,” she says. “The answer is so different for everybody, and we’re dedicated to harnessing each individual’s strengths so they feel valued and are excited to come to work and connect with our fans.”

The franchise also encourages inclusion and celebrates diversity by welcoming dialogue about current events. The Cleveland Guardians partner with The Diversity Center of Northeast Ohio to lead discussions with staff about ways all people can be connected, respected and valued.

Thank you to our passionate employees and clients for supporting our mission of Empowering

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Like many businesses, the Cleveland Guardians staff went from working side by side and chatting around the water cooler to working alone at home.

To stay connected, employees were invited to log on biweekly coffee chats, and Slider hosted a family dance party on Zoom. The virtual Monster Mash highintensity workouts that started during the pandemic are now offered in person to staff throughout the ballpark during lunch or at the end of the work day.

The franchise also makes sure the staff is able to savor moments that are unforgettable.

“How many people are lucky enough to say that their office is connected to a ballpark?” reflects Vu, who’s been a member of the front office for 12 seasons. “On top of that, we’ve had the opportunity to host an All-Star Game and be in the World Series. We make sure our teammates have the ability to enjoy these milestones because we know it’s their dedication and hard work that helped us accomplish them.”

MAILYNH VU

— Linda Feagler LOCATION: Cleveland EMPLOYEES: 370 WHAT THE COMPANY DOES: An American League professional baseball team. WHY IT’S A GREAT PLACE TO WORK: The staff shares a passionate commitment for making a positive impact on their community and the baseball industry.

What the Winners Do:

Eighty-four percent of the NorthCoast 99 winning organizations measure employee sentiment around diversity, equity and inclusion (DEI) among their employees. This is most commonly done as part of a larger employee engagement survey that includes measurements around inclusion or psychological safety.

Great Employees. Great College.

Proud to be recognized as one of Northeast Ohio’s top employers for the 16th year.

Our employees build bridges to success for Tri-C® students — and their dedication is what makes the College great.

Grow your career with Tri-C. Visit tri-c.edu/careers

LIFEBANC Life in Balance

LIFEBANC EXTENDS ITS MISSION OF IMPROVING PEOPLE’S QUALITY OF LIFE TO ITS EMPLOYEES.

IF EMPLOYEE SATISFACTION was determined entirely by the good a company does, then Lifebanc would be at the forefront of happy workplaces. But Lifebanc understands that employees require much more, and their commitment to rewarding employees shows that they value their workers’ day-to-day lives just as they value their communities’ well-being.

“The mission brings great purpose,” acknowledges Michelle Leighton, Lifebanc’s chief talent officer. “But, it’s the people who make the difference. So, it’s how we interact with and support each other [that matters].”

Lifebanc operates on a total rewards perspective, meaning that the organization LOCATION: Cleveland EMPLOYEES: 145 WHAT THE COMPANY DOES: Heals and saves lives by procuring eyes, tissue and organs for donation and transplantation. WHY IT’S A GREAT PLACE TO WORK: In addition to the importance of its mission, Lifebanc encourages employees to grow in their careers and their personal lives.

supports and rewards employees on a number of levels, from day-to-day social interaction to long-term career advancement.

“Our rewards perspective is a large, broad stroke,” Leighton says. “We have a lot of programs and strategies to help focus on not only attracting the right people but retaining them.”

Lifebanc conducts an annual Gallup Q12 Employee Engagement Survey that asks people to reflect on the year and make requests or offer suggestions. The most recent survey revealed that people

Thanks to our Top Talent we are a Top Workplace

Proud to be named a Top Workplace for the 8th Consecutive Year

were craving more social In terms of compensation, interaction, something that Leighton notes that Lifebanc’s is only recently possible wages are highly competitive. again after months of “If we have the money and COVID-19 protocols. staff is working hard, we

On a more strictly profes- distribute a bonus at a whim. sional level, Lifebanc employ- We just processed [a bonus] for ees have access to the iDrive everyone due to the cost of living Program, a career-development and high inflation,” Leighton says. opportunity for staff. They can MICHELLE LEIGHTON “We have unbelievably robust do self-paced career development or find PTO. We offer two buyouts every year and specific books with development opportuni- additional ones for different reasons. With ties for them online. Employees can also find COVID-19, people couldn’t go anywhere. So, out about open internal positions and apply we do buyouts so they don’t lose [their PTO].” before the position officially opens and even The COVID-19 climate is currently directing shadow fellow employees to learn more about many of Lifebanc’s incentives. This includes their position if they’re contemplating a move. a longevity bonus and incentive plan.

“COVID-19 was a great way to learn what works and what doesn’t,” Leighton continues. “What really works is a hybrid schedule. Having those hybrid schedules allows for higher flexibility and greater magnitude of life and work balance.”

The willingness to listen and learn during COVID-19 has paid off for Lifebanc.

“We continually pivoted to make sure needs of our mission and our people were always our top priority,” Leighton says. “It’s not a stroke of luck that we won this award. We continue to focus on the right things. People are our mission. We have to be people-centered to make sure that mission stays alive.”

— RCB

What the Winners Do:

Seventy percent of the NorthCoast 99 winning organizations ask their employees to specify the rewards and recognition they value. In addition, 96% of those organizations took at least one action to refine their rewards and recognition based on those results.

Cleveland Metroparks wishes to acknowledge the hard work and dedication of our employees. Thank you for making us a NorthCoast 99 winner 16 times.

216-635-3200 | clevelandmetroparks.com/careers

FOUNDATION SOFTWARE/ PAYROLL4 CONSTRUCTION. COM

Career Paths

FOUNDATION SOFTWARE/PAYROLL4CONSTRUCTION.COM KEEPS ITS EMPLOYEES ENGAGED BY HELPING THEM DEVELOP THEIR TALENTS

KEEPING EMPLOYEES ENGAGED starts with hiring employees who are engaging.

“I am a firm believer that we always hire based on attitude and aptitude. Aptitude is measurable, attitude is more of a challenge [to measure],” explains Mike Ode, CEO of Foundation Software/ Payroll4Construction.com. “[We hear from] our employees that they work here because they love the place and the people, and they first came here because of what they’d heard or seen from friends and family — we have a lot of friends, spouses of employees working here.”

Once they’re in the door, employee hit the ground running, receiving training that expands their skill set to allow for career advancement. “The vast majority of our hires cycle through client services first,” Ode says. “It’s a five-to-seven-week class where you learn the software. If you can learn the software, you’ve created numerous pathways for yourself within these walls.”

The pathways of talent development are clearly defined and up to the employee to choose, Ode explains. “First we determine, A or B — within the field you’re in [or not]?

3-time winner

To learn more about our team visit www.fleetresponse.com

If so, here’s the pathway for tier in as a help desk engineer, and 2, tier 3, team leader, then then they show interest and assistant manager. desire to become a network

“If the employee’s choice engineer. We will put them is to move on [into another with the engineer there, where field within the company], a they will be mentored and get logical path is to go from client a clear idea of what it takes to services to implementation move up. Some paths are very trainer. We have a ‘train the structured, like client services to trainer’ class, in which someone MIKE ODE implementation, some are less so.” will be mentored x hours a week, and Whether the paths are structured or when an implementation trainer position not, it’s clear that the strategy of helping becomes available, they are qualified and employees advance works very well for ready to go. Like a farm system in baseball. Foundation Software/Payroll4Construction.

“In the tech department, each individual com. The plan, Ode says, is to identify and has career paths as well. Say a person comes retain any employee who “wants to stay here, just doesn’t want to do what they’re currently doing, as well as people who have been here awhile and need a change of pace.”

— RCB

LOCATIONS: Strongsville (headquarters); Chandler, Arizona; and Boynton Beach, Florida EMPLOYEES: Approximately 400 WHAT THE COMPANY DOES: Provides software to the construction industry. WHY IT’S A GREAT PLACE TO WORK: Employees are given plenty of options and support if they want to move up in the company or try another field within it.

What the Winners Do:

All NorthCoast 99 winning organizations delivered, paid for or reimbursed employees who participated in professional and leadership development and/or training classes in 2021. On average, winners offered more than 20 topics in their professional and leadership development and/or training. Apart from job-related or job-specific skills, which were offered by 98% of the winners, the top three most common training topics were leadership development (92%), supervisory skills (88%) and communication skills (86%).