As CEO I preach honest, open and transparent communications. We publish our KPI’s monthly in a dashboard environment so everyone can see firm performance, right down to each design studio and practice area of the firm, and we talk about it regularly. We do a lot of the same things other companies do, hold quarterly company update meetings and serve food and drinks, we engage in outside activities and encourage our staff to get involved. We have a very strong Corporate Social Responsibility program and actually pay every employee an extra day of leave when they go volunteer at a charity. We make our CSR program a big deal because I realize that people really desire to give back, not just monetarily but with their time. Our younger staff don’t always have the money but they have the desire to contribute and have the time to give, the young Gen Y’s want to change the world, money isn’t as important in many ways.
In the end, we do what we say. We are a business centered practice and we return firm profits to our staff in the form of performance bonuses, leadership bonuses for our shareholders (when we do really well) pay a dividend to our shareholders and fund our 401K, annually. We have done this for 25+ years and I am committed to this as part of our commitment to our staff. We watch our business very closely.
Sometimes I think it isn’t that difficult, but it is hard work. One of the very unique benefits of our culture and being a Best Company is that it attracts great talent, Sparling is considered one of the premier engineering and consulting firms to work for on the West Coast, and we attract talent from all across the US and even abroad. I guess it works.