Here's how Top Workplaces do it better
To be named a Top Workplace is no overnight feat. Instead, it takes time and true dedication to creating an environment that a team can truly thrive in, and for nearly a decade, companies have adjusted, listened and grown to continuously meet and exceed expectations.
Here are the ingredients for success as shared by three companies that have won the Top Workplaces award from Columbus CEO for several years in a row.
Rules of the road
Ricart Automotive has placed as a Top Workplace for nine years, but president Rick Ricart is the first to admit the road wasn’t always smooth. Just over a decade ago, the company faced the challenge of redemption, not only for customers but for the team.
Ricart credits his understanding of the company to his father and uncle, who started him at Ricart Auto at the very bottom of the totem pole. In a period called “the gauntlet,” Ricart jokes, he was required to work more hours than any other team member and pull the best numbers, with little credit.
For the eight years he worked alongside other employees, he valued the authentic feedback he would get from customers. Still, he was shocked when a 2010 Nissan survey revealed that while Ricart was the closest Nissan dealer to many, they wouldn’t choose the company — 67 percent credited this to poor reputation or past experience.
“We knew we had to do something on a monumental change to redirect the entire culture of the company,” Ricart says.
Soon after, Ford Motor Co. unveiled the “customer experience movement,” which included a workplace survey for employees — something the dealership usually would have overlooked. Ricart went ahead and surveyed over 500 employees on how they felt about management. The feedback was less than ideal.
The need for change was unquestionable, and it started with having the humility to look in the mirror and admit there was room to improve, Ricart says. Because the team spent such a long time working at the company, it was crucial to treat them as family, Ricart says.
Ricart recalls the dealer’s founder, Paul Ricart Sr., was famous for saying: “You take care of your employees, your customers and vendors — in that order.” Channeling that, the team began to stick up for employees more, understanding that sometimes, the customer may not be right.
Next was the switch to hourly pay from commission, rare in the industry. Regardless of the day an employee had, it is fundamental that they still get paid, Ricart says. After 18 months, team members can switch to commission if they choose. The schedule also changed to four days on and three days off. A weekend free each month became a promise.
More advances in workplace culture followed, including a dedicated “Rules of the Road” guidebook, and just two years later in 2012, Ricart Auto placed as a Top Workplace, a title it has held ever since. This is the highest honor for Ricart, for whom the team is the top priority.
“Our staff is more than advocates. They’re more than just ambassadors of our brand,” he says. “They truly are family. And they take pride in that, they take pride in telling their family.”
From the inside out
With good seed in fertile ground, there will be growth.
That’s how Jim Surace, owner of the S-S Bendure Hartwig insurance agency, describes his staff, who have nominated the agency eight years consecutively as a Top Workplace. Goodness starts from the inside out, and the workplace reflects that belief, he says.
It wasn’t in Surace’s plan to work in life insurance, but rather a calling from God, he says. Prior, he worked in real estate. It was 1983 when he started working for McKinney, Texas-based American Income Life Insurance Co., and within two years, he became the agency owner for what is today known as S-S Bendure Hartwig.
In 2006, Surace brought on Marcus Smith as a partner. In 2018, Pat Bendure and Dan Hartwig joined the two. Each partner brought a strong work ethic, Surace says, and as employees first, they had an opportunity to learn about the company’s top values: mind, body and spirit.
Those three values are seen in all facets of the company. Employees, or “business athletes,” as Surace calls them, commonly carry with them a competitive nature, nurtured by sports or other activities. The competitive drive they offer is a gift that can be adapted perfectly for the business setting.
Surace and the executive team also work to ingrain a service mentality in team members. S-S Bendure Hartwig is one of few insurance agencies that still offer in-home consultations, and the team is raised to have a serve, not sell, approach.
“It’s not just all about making the money,” Surace says. “To us, money is more a symptom of a better mission, which is to serve people.”
Be real, go beyond and help someone
There’s no denying COVID-19 has ushered in hardship and new operations for many businesses. However, for RevLocal CEO Marc Hawk, the virus also brought something good for the digital marketing company. Despite a pandemic year, the company placed as a Top Workplace for its seventh consecutive year.
The company’s Granville headquarters was filled with a high-energy, inviting culture before COVID-19, and while the office remains largely unoccupied today, the energy has not shifted. Instead, the team has adapted and come together in a new way.
“COVID has become a high point for us because it became a fire that we all had to walk through together,” Hawk says. “Once you’ve done something really difficult together, there’s a bond there.”
The shift to at-home work changed the operations of the company’s 180 salespeople and the entire staff’s day-to-day. In such a crucial time for adjustment, Hawk shares that the secret to maintaining a positive environment is to be an active listener. Instead of a top-down model, leadership sought guidance from all levels.
Changes included an increase in daily communication and virtual one-on-ones, offering continuous recognition and remaining dedicated to providing a workplace the team looks forward to returning to. Together, the team has also managed to earn back the losses that resulted from the first three months of the pandemic.
Much of the stress of these sudden shifts was eased by the longstanding values at RevLocal: be real, go beyond and help someone. These three values were established thanks to a survey of customers and staff.
To the team, being real encompasses transparency and honesty, even when the truth isn’t ideal, both internally and externally. To go beyond is to do the scrappy work that others shy away from, a value Hawk says creates a better version of ourselves, which also ties into the value of stepping out of comfort zones to help others.
“With a culture like that, we can manage a lot of the change that’s happened to us,” Hawk says. “And that will continue to happen. It’s not stopping.”