In a top-down approach, management is key to end results and job satisfaction.

In a top-down approach, management is key to end results and job satisfaction.

Gary Dyer takes the work of his direct reports very seriously.

The technical services division managing director at Revolution Group believes he must play an active role in helping employees advance in their career. He tells them: "Your career is as important to me as it is you."

Good managers play an important role in Top Workplaces, according to Columbus CEO's annual survey. Fifty-three percent of those surveyed say they have managers who make it easier to do their jobs and that their managers help them learn and grow. Fifty-five percent reported that their managers care about their concerns.

Talks about an employee's future with Revolution Group-a technology consulting based in Westerville-start during the interview, Dyer says. "I make it clear from the beginning that I'm going to invest in you," he says. "I'm going to help you along."

The practice is good for employees and the company, he says. Employees like the security that comes with knowing their manager support them, he says. Helping employees advance builds loyalty and encourages employees to stay with the company longer-and that benefits customers, Dyers says. Long-term employees will know details about clients' business and systems which help them solve problems more quickly and efficiently, he says.

Dyer also has one-on-one meetings with his employees every six weeks where they discuss how the person is performing. It's an opportunity for the employee to ask questions and set goals. Dyer uses the meetings to offer compliments and critiques of the person's performance. The conversational style of the meeting allows Dyer to raise concerns if need be without alarming the employee, he says. "It's not as threatening."

IGS Energy has also moved away from annual reviews in favor of supervisors touching base with employees several times a year, says Scott White, CEO. "It is more about conversation in place of a performance review," he says.

The Dublin-based company sees value in employees and their bosses being able to have "two-way" conversations that are candid and constructive, he says. They create an environment of trust, which leads to employee success, he says.

One of the company's five core values is camaraderie, he says. "We want to have a collaborative attitude. Collaboration and camaraderie go together," he says. "We want collaboration-not a command-and-control mentality."

IGS also creates opportunities for people at all levels to interact outside of work in order to further build trust and camaraderie, White says. "We do activities that allow you to get to know people on a different level," he says.

The company supports a Pelotonia team that attracts participants from many departments. IGS also recently hosted an Impact Day where 630 employees volunteered at 47 sites in six states. At many sites, employees were in charge and "managers and executives took a backseat," White says.

IGS also offers EnergizeU classes, which are taught by employees and third-party experts. They focus on personal growth, wellness, leadership skills and learning the business.

"We work really hard to establish good culture," he says. "It's worth every ounce of energy and effort, we put into it."

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