Northern Iowa Employers of Choice 2022

am excited to announce the Globe Ga zette’s 2022 Northern Iowa Employers of Choice. These are the businesses that were nominated by employees and voted on by a committee of community leaders. The competition was tough this year with over 100 nominations. These local busi nesses come from a variety of industries, sizes and other factors, however, they all have a common commitment to competitive compensation, benefits, schedule flexibil ity, values and a collaborative work culture. People are what make the difference to a successful business and making sure that their employees know that is a key factor in the success of all of these business.

Here are this year’s honorees:

What makes a great employer? I think some of the comments from the employees who wrote the nomination say it all. This is just a few of the wonderful comments that were included in nominations.

“CLB&T is employee-focused with the philosophy that when you hire top talent and take care of employees, they will in-turn take excellent care of customers.”

I„ ABCM Corporation Bergland Cram Credit Union Gordo Public Health Lake Bank Trust Snyder Construction Jo Casino Citizens Bank Shepherd Associates Central Mechanical Services Iowa Area Community College Vision Family Auto Stores Restaurant Steak Manufacturing Ski & Cycle

Rookies/Sevens Restaurant & Steak house/TAP’d – “They are very kind hearted and friendly owners. This business/employers love to make work as fun as possible, while still getting things done. They are al ways open and understanding when things come up and are willing to help in whatever way they possibly can!”

One Vision – “Like family, benefits, care for staff.”

“CENT Credit Union thrives on provid ing a family atmosphere within their team. Through incredible employee benefits, incentives and an all-around positive en vironment, CENT is second to none. They support their employee’s growth both per sonally and professionally by simply taking the time to get know their staff. CENT pro vides more than just a place to work, they provide a second family.”

“Pritchard’s treats all of their employees also as family. Everyone has a seat at the ta ble, everyone’s needs and concerns are ad dressed, and everyone gets to celebrate ac

complishments big and small. Pritchard’s is highly integrated into the communities they serve. They are members of every Chamber and Association that fits the organization.”

“Everyone at B+C works as a team, it’s such a creative atmosphere. Staff well-be ing and development is very important, and there are always opportunities to grow! They know the importance of home life and offer flexible schedules. As a team we take advan tage of events and volunteering to better our community on a daily basis, and always find ways to make our work FUN!”

As you can tell we are very blessed to have such wonderful businesses in our commu nity that know the value of great employ ees. Congratulations again to all of these businesses.

Janet Johnson Publisher

Pritchard Family Auto Stores LIVES BY ITS CORE VALUES

KAYLEE SCHUERMANN Globe Gazette

While Pritchard Family Auto Stores has evolved into what president and CEO Joe Pritchard calls “a company that provides transportation as a service,” it also aims to help employees develop and become a family throughout their time at the company.

Pritchard Family Auto Stores lives by its core values: loyalty, relationships first, in tegrity, work ethic, innovation and passion. “We believe we lead by example so our staff can embrace those and are empowered to wear the ‘P’ logo with pride,” explained El len Pritchard.

The business gives employees the oppor tunity to be creative and develop, helping them grow by creating “a career path based on what their end goal is on an individualized basis,” according to Ellen. The com pany opens positions internally because it would rather hire from within than outside the business.

To help ensure team members can work together to achieve goals, the company has implemented several techniques, including using profile pictures for emails so employ ees can see who they are speaking with and creating joint workspaces to work in com munal spaces. The company sanitizes the rooms after use and even supplies coffee, tea and snacks in each room for employee enjoyment.

“Our philosophy is that it’s impossible for us to have exterior customers satisfied if our interior customers, our employees, aren’t satisfied with their job,” Joe said.

As the family company has grown, it worked to make it the employee’s company as well, one where they can also create a legacy; this is exemplified in one technician whose son just joined the team.

“It’s not about us anymore; it’s the company’s story,” Ellen said.

According to Joe, the company challenges its employees “to build their own family environment,” which is enabled through Funday Fridays, barbeques, treat trikes, food trucks, bag tournaments and other company-wide activities.

The company has also created an intranet where each location can keep up with each

other’s news, awards updates and celebra tions to help the sites get to know each other despite being spread out across six states in the Midwest and Northeast regions of the United States. They also give away sports and concert tickets through this system.

The company’s size, consisting of nearly 250, has not stopped Joe from hand writing birthday and company anniversary cards and providing a gift card to each employee either.

However, the company’s care goes beyond these small delights by sending out surveys multiple times a year to learn how they can improve employees’ work lives and identify

problems so it can quickly execute solutions.

“We’re honored that we were chosen as this because it was employee nominated, which is really neat,” said Ellen. “We treat all of our employees as family. Family is in our name, and we extend that to our staff. They’re not just a number.”

To care for its family throughout the pan demic, the company developed flexible work accommodations for those who wanted to work from home or in person. When the company began to return to normal func tions, it sent out a survey asking employees how they would like to proceed, and many of

them “were excited” to return to work. The company has continued to provide PPE for those who want it.

The business took employee care even further by implementing mental healthcare services, which are still offered today. This free service allows employees to call and ask for help, whether due to mental health or fi nancial issues, and they would be directed to a respective professional.

“Pritchard’s is a nationally acclaimed and recognized company, and there’s no other award more important to our family than one that’s voted on by our employees,” said Ellen.

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Hearing Associates employees work to live, not live to work

KAYLEE SCHUERMANN Globe Gazette

Hearing Associates’ widespread coverage across North Iowa has not prevented the company from prioritizing each of its employees and incorporating fun in the workplace.

The company recognizes and treats each employee as a member of its team. According to Alex Crippin, director of operations, the company is “extremely accommodating” and wants its employ ees to be able to prioritize their families, even if they need to take a call or leave and come back.

“We’re a small business; we have to flex into different roles to make sure that peo ple can take time off for those emergencies but also take time off to have fun outside of work,” said Crippin.

One of the ways Hearing Associates shows appreciation to its employees is through a peer-to-peer recognition box where employees write down good things coworkers did and slip it into the box. Once a week, the notes are read aloud, and the first two employees drawn receive a gift card.

Another way to show appreciation is by listening to employees’ requests, whether the employee needs a new chair or would like to try a new software program they think will work best for them.

The company also holds regular pot lucks and picnics to bring people together, where the employees seemingly compete with each other to bring the best foods.

“We also reward people with time; it’s one of our greatest assets,” said Crippin. “We say, ‘Well, what can we do to make that work for you?’ You know, just trying to accommodate life because we work to live, not live to work.”

Another way the company rewards employees with time is through paid vol unteer hours. It values giving back to the community and encourages employees to do so.

The business also has an annual retreat that allows employees to have fun while also working to improve the business. Ac cording to Crippin, it is difficult to look

at the business objectively while working. This retreat helps the company step back and look at the business in a different lens to see where it can grow.

“We spend too much time working in the course of the day that if you’re not

having fun, it makes it feel like work,” said Stuart Trembath, owner and audiologist.

The company sets employees up for success from day one as they have employees observe the job for several weeks and sometimes months before they start handling tasks on their own so they can learn in the moment and receive feedback.

“We believe that it’s important that someone observes before they do and that they start learning along someone that’s tenured and experienced,” Crippin said.

The business also encourages educa tional growth and learning and even crosstrains employees so that if they are shortstaffed, “someone else can step in and get the job done,” according to Trembath. Hearing Associates pays for memberships in various state and national organizations

that allow employees to take classes.

Along with this, employees are able to succeed through strong communication. A large part of this is done through daily team huddles in the morning, where they discuss the day’s goals, as well as potential challenges and opportunities. This allows them to be able to work together to ensure patients are cared for and seen on time.

Hearing Associates also has an open door policy and wants to hear from its employees on where it can improve. Man agement encourages employees to “think outside the box” to come up with solutions to problems, and according to Crippin, the company has implemented many of their ideas in recent years.

“We’re very honored; it blew me out of the water that someone took the time to nominate and support us,” said Trembath.

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“We’re a small business; we have to flex into different roles to make sure that people can take time off for those emergencies but also take time off to have fun outside of work.”

Alex Crippin, director of operations at Hearing associates

At First Citizens Bank, FAMILY COMES FIRST

KAYLEE SCHUERMANN Globe Gazette

With its average longevity stand ing at around 12 years, First Citizens Bank retains employ ees through a positive and encouraging environment that allows them to flourish, not only in their jobs but in their personal lives as well.

“I’ve been here 19 years,” said Julie Bauer, marketing officer. “When I first started, it was right after college, and I an ticipated that I would stay here five years, and then I would move to Des Moines. I couldn’t find a reason why I should leave.”

According to company leadership, the bank’s work culture is encompassed by it values in the acronym “FC RISE,” which stands for family, community, re lationships, integrity, stability and excel lence.

“I like that the ‘F’ is first because family comes first, and I think a lot of employees feel that way, and the company does as well,” Melissa Moretz, lending relation ship officer, said.

First Citizens Bank has eight offices in seven communities with over 200 em ployees, and the company does not let this widespread service stop the locations from connecting with each other.

The bank is big on morale-boosting ac tivities, including Super Bowl potlucks, pumpkin carving contests and celebrat ing birthdays. The banks also often come together to celebrate wins throughout em ployees’ personal struggles.

First Citizens Bank provides employees the opportunity to do the things they en joy while working there, especially with community involvement. Individual em ployees and groups often rally around their passions with the bank’s support who often supplies employees with what they need to make things happen.

“There’s a lot of longevity, and it’s be cause people feel connected to their cus tomers and their communities,” said Dan McGuire, chief human resources officer. “They’re given opportunities in the ways they want to grow, and they have the op

portunity to have good work-life balance.”

Throughout their time with the bank, employees have endless opportunities to learn and grow.

Moretz was hired as a credit analyst and had no prior banking background. The bank provided her with thorough train ing, and she got to work with every lender throughout the eight locations.

When someone joins the company in the retail department, they shadow each department to get a general understanding of each area. First Citizens Bank also has company-wide rise and shine meetings nearly every month that gives employ ees the opportunity to learn about other departments, which allows them to serve customers better.

“If they can just get a glimpse of what people do throughout the day, it just helps

them kind of put it all together, but it does give them an idea of something that might strike an interest for them,” said Wendy Rish, assistant vice president re tail officer.

Employees are encouraged to continue education through their department, NIACC or other programs, seminars and conferences. In the credit department, when employees start, they are offered the opportunity to attend a two-year commercial lending school and a two-year ag lending school that the bank pays for.

Moretz pointed out that these courses benefit not only the individual, but the de partment as a whole because they are able to bring back new information and ideas help the bank improve.

The bank also encourages everyone to recognize each other for their hard work,

whether in the moment or in the chat group. Rish has thank you cards in her desk as well and reminds her coworkers that anyone is welcome to use them.

First Citizens Bank also conducts reg ular closed-door one-on-one meetings with staff. This encourages open com munication and helps employees feel more comfortable to address the things they want to say, whether it’s good or bad.

According to Moretz and Bauer, the most important things are that employees feel valued and empowered and know that their job is essential.

“I knew how I was treated as a customer; it made it a very easy decision when I had the opportunity to join the staff because we were treated well as customers,” said McGuire. “I had confidence that’s how you’d be treated as an employee.”

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Success stories never end at DIAMOND JO CASINO

KAYLEE SCHUERMANN Globe Gazette

At Diamond Jo Casino, opportu nities and fun are not just for the guests but also the employees, creating a welcoming environment for all.

Scott Smith, general manager and vice president, believes the reason Diamond Jo Casino is a great employer to work for begins with its core values: valuing relationships, integrity, exceeding expectations and work ing smart because these are the foundation for the culture it has created.

“Trying to treat every guest and every team member with the dignity and respect they deserve, which in turn, being commit ted to our communities makes this property unique and very deserving of this award,” said Smith.

The casino uses an open door policy and encourages anyone and everyone to step forward with any ideas, problems and solu tions. Smith even invites team members to give their input directly to him as he wants to create an open rapport.

“Communication, there can never be enough of, and even when you think you’ve done all you can, there’s still more that can be done,” Smith said. “Communication is very important, not only talking about our day-to-day activities here at the property, but also the communication on what we’re doing for our team members and what more we can be doing for them.”

The casino offers many opportunities for members to grow through courses and training in-house and at NIACC, helping the business prioritize promotion within the company. Along with this, the business provides up to $1000 of tuition reimburse ment each year for individuals who were or are currently enrolled in college, effective on the first day of employment.

The casino is committed to a diverse workforce with over 300 team members from within a 50-mile radius and spanning between North Iowa and Southern Minne sota. According to Smith, this is “what keeps the property strong.”

The casino also promotes equal pay and

opportunities regardless of gender or ed ucational background. Scott is proud to say that 49% of supervisors and higher positions are women. Many of the com panies’ higher-ups started their careers at the bottom of the chain, including the HR director, director of marketing and director of surveillance.

“Success stories at this property never end; they’re always evolving each and ev ery day because every day, a team member is either learning something new or being promoted,” said Smith.

The casino offers benefits including 401K and matching and medical, vision and den

tal insurance. Last November, it also im plemented a $15 minimum wage for all em ployees to combat inflation and rising costs. The business also encourages community involvement and rewards employees with paid time off for doing so.

Diamond Jo offers additional financial support in case of an emergency; the ca sino has a team member crisis fund set up for those who fall under challenging times.

“Things happen in life to all of us at times that is unexpected, and we can’t plan for, so as a team, we’re always there to lend a help ing hand in any way that we possibly can,” said Smith. “Again, it’s not just a job; we

have a family here.”

Diamond Jo Casino celebrates and re wards its family through prizes and themed days that vary from month to month, in cluding food, gift cards, giveaways, pizza days, jeans days and family movie nights.

Each month, the casino also recognizes team members for their hard work. These employees are recognized again in a yearly banquet, and the top employee wins a sev en-day trip, with a guest, to Hawaii as well as $1000 in spending cash.

“Come join our team and find out first hand what our family is all about as a work place,” said Smith.

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NIACC’s employees contribute to its high national rankings

MARY PIEPER

For the Globe Gazette

North Iowa Area Community Col lege is a major employer in Mason City, with 220 full-time staff and 75 part-timers.

“We have always referred to ourselves as the NIACC family, so we really try to create that family atmosphere that I think most employees are looking for,” said Steve Schulz, college president.

Schulz has been at NIACC for almost 20 years, and many other people at the college have also worked there for a long time.

NIACC itself has a long and storied tradi tion. The college celebrated its 100th anni versary in 2018.

“We have generations of family that work here,” Schulz said, noting some current employees’ parents and even grandparents were also employed at NIACC.

Employees at the college have developed some deep friendships, according to Schulz.

“We work to create relationship-building opportunities like our holiday party and our retiree dinners so we really continue to bring that whole NIACC family back together sev eral times a year,” he said.

Kirk Hardcastle, who has been the sports information director at NIACC for a decade, said the people are what he enjoys the most about his job.

“We have 17 sports at NIACC so I get to interact with several different coaches and hundreds of student-athletes each school year,” he said. “I look forward to coming to work each day to see all of these great people.”

Since 2012, NIACC has received numer ous high national rankings. Including being ranked in the top 10% of all community col leges in the country by the Aspen Institute.

NIACC’s employees are a big reason why the college is held in such high regard, ac cording to Schulz.

“Our people believe in our mission,” he said. “We believe in what we do. We have a common goal to help students succeed. I think we share a pretty common purpose across all of our employee groups, and that makes a difference when we are all moving in the same direction.”

NIACC provides lots of professional op portunities for staff, according to Schulz. For example, the college pays them to go back to college to get expertise in their cur rent field or outside of it.

Some people who started out in the facil ities employee group at the college are now teachers.

“We support that growth,” Schulz said.

It has been a challenging two or three years for NIACC because of the COVID-19 pandemic, but the college is coming back around, according to Schulz.

He said one reason for this is some new wellness initiatives on campus focusing on both physical and mental health, he said.

The college is trying to create activities to help its employees be better both profes sionally and personally, according to Schulz.

NIACC has been emphasizing wellness for a long time. The college completed a recreation center in 2008 that includes two regulation-size basketball courts that can also be used for volleyball and tennis, a run ning rack on the lower level and a walking track on the upper level.

Rec center membership is free for NIACC employees as well as students.

The 500-acre NIACC campus is well known for its rural setting. The ponds at tract geese, ducks, and other waterfowl.

The natural beauty of their surroundings contributes to the happiness of employees, according to Schulz

“You can sit outside and have lunch, take a walk, interact with students, watch the snow fall, whatever you like to do,” he said.

Schulz said one of the benefits of his office

is he gets a spectacular view of the sunrise in the morning.

NIACC also has a competitive employee benefits package that includes generous vacation time and sick leave, according to Schulz.

The level of support the college receives from the North Iowa community also ben efits the employees.

Schulz said he worked for several other public education entities before coming to NIACC, but never had this much commu nity support.

“NIACC provides opportunities to their employees for personal and professional growth, is supportive of all of their employ ees, and has a great work culture,” said Patti Hanson, dean of continuing education and economic development at the college.

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Stellar offers employee-owners room to grow and succeed

Stellar was founded in 1990 in Ameri ca’s heartland and has since expanded operations to multiple U.S. locations. Being an employee-owned and oper ated company, Stellar is dedicated to sup porting its 650+ employees. It’s in large part to them that the company continues to reach and surpass milestones, year after year.

Stellar team members earn competitive pay, paid vacation and holidays, employ ee-ownership opportunities, monthly profit sharing and 401(k) retirement plans. These benefits are a major reason why Stel lar has been named a 2022 Northern Iowa Employer of Choice winner by the Globe Gazette.

The Employee Stock Ownership Plan (ESOP) and monthly profit sharing are two benefits that set Stellar apart. It makes the benefits package one of the best in the area, especially in today’s labor market. These benefits also contribute to Stellar’s high employee retention rates. Employees are quick to recommend Stellar to others as a great place to grow professionally.

Stellar employees have the chance to work in state-of-the-art facilities us ing the latest technologies in robotics, advanced manufacturing, and software. There’s a wide range of opportunities spanning different fields within Stellar, from manufacturing and engineering to sales and customer service — and the list goes on.

If you join the Stellar team, you’ll feel the camaraderie and team atmosphere from the very beginning. The atmosphere Stellar has created is second to none. Employees treat each other with respect and truly enjoy working together.

Training is a major focus, resulting in ample time set aside for just that. Stellar believes thorough training helps employees feel empowered and confident in their work, provides the space for them to ask questions and brings coworkers closer together.

As employees gain experience, the op portunities to grow and develop contin uously, too. No matter which department employees are part of, there’s room to move up and continue to learn, whether that means attending webinars and con

ferences or working alongside employees with decades of experience.

For those choosing Stellar as a partner, you’ll get a commitment to quality and toplevel service, not unlike how we treat our employees. We have a culture of innovation and a passion for details, and everything we do is designed to make our customers more productive.

Our manufacturing lineup consists of

several product lines, including work trucks and trailers, in addition to service truck and van accessories. Through the innovative, growing lineup and an expanding distri bution network, the company has gained an international presence and become the No. 1 productivity choice in many markets.

To set Stellar apart even further, design work starts in the field, not in laboratory settings. We’re constantly speaking with

customers to develop products that solve real challenges and address real-world situations. It’s a big part of what’s made Stellar so successful in helping customers maximize uptime.

Stellar is grateful that others see how much they care about their employees and customers. Being chosen as an Employer of Choice winner is an honor they’ll work to uphold.

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Clear Lake Bank & Trust lives by open-door policy

KAYLEE SCHUERMANN Globe Gazette

Clear Lake Bank & Trust’s number one priority is taking care of their employees. They go to great lengths ensure each one feels valued and appreciated in their work. This employ ee-centric culture is what has led them to be named a 2022 Northern Iowa Employer of Choice for the second year in a row.

Collaboration and teamwork are at the core of the bank. Work groups are formed to evaluate, discuss, and develop solutions for products and services offered to their cus tomers. Paul Stevenson, president, noted that creating these work groups from var ious departments allows team members to bring fresh ideas to the table.

“We find the employees closest to the situation are better equipped to evaluate such things and recommend changes if they’re necessary,” said Stevenson. “I think work groups are another way to showcase an employee’s skills, and continue to mo tivate them to achieve their career goals.”

Clear Lake Bank & Trust is proud of its thorough and welcoming employee on boarding processes that plunge new em ployees into the company’s culture. Ac cording to Stevenson, the company works hard to hire employees who will succeed and feel fulfilled at the company. They place new hires in various work groups so they are able to become involved and feel empowered from the start.

The bank also conducts follow-up inter views with new employees to ensure they are being challenged and enjoying their start with the company. Throughout the employees’ time with the bank, they are encouraged to communicate with man agement regarding any ideas, problems, or solutions they may have.

“We have an open-door policy; now some businesses say that, but we actually live it here,” Stevenson said. “Our leader ship team makes themselves available at all times.”

Clear Lake Bank & Trust encourages all employees to continue to grow and develop through continuing education programs

and training opportunities. The bank offers a tuition reimbursement program for those looking to attend these programs.

According to Kara Ruge, director of mar keting and public relations for Clear Lake Bank & Trust, the bank “provides financial support by paying for 100% of tuition for banking schools and seminars, and 50% of tuition for college coursework towards degree programs.”

“At each of our locations you can see em ployees who have been with us a long time and have been promoted to different posi tions throughout the bank; that just makes me sit back and smile,” said Stevenson.

The bank aims to promote from within by ensuring employees have opportunities

to grow into different positions within the bank. They believe if someone has the skills or ability to learn quickly, they should be given an opportunity to grow in their ca reer, and the bank will support them along the way.

Over 25% of the Clear Lake Bank & Trust’s workforce has been employed with the bank for over 20 years. This high rate of retention can be attributed to the fami ly-first culture created by former CEO, the late Ray Hewitt, and his son and current CEO, Mark Hewitt.

“We are a family organization, and we firmly believe there needs to be a good work-life balance,” Stevenson said. “We feel if an employee’s child has an event in

the middle of the afternoon, we want the employee to be in attendance.”

Clear Lake Bank & Trust also enjoys building team camaraderie by hosting activities and celebrations throughout the year, including promotions and re tirements, bowling and golf events, boat cruises, and more.

“We make the culture about the employ ees,” said Stevenson. “If we can create an enjoyable and engaging workplace for the employee, it will transform into a good cus tomer experience for our customer.”

“We want to thank our employees for nominating us,” said Stevenson. “We are deeply honored and greatly appreciate this award.”

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Employees benefit at family-owned Sukup Manufacturing Co.

KAYLEE SCHUERMANN Globe Gazette

Sukup Manufacturing Co. ensures each employee feels valued and en abled to grow in a family environ ment, even while boasting nearly 600 employees.

“We are a family owned company,” said Samantha Petersburg, director of human resources. “We have three generations of the family that are currently working at Sukup and are very involved in the day-today business needs of the company, which encourages other families to work here.”

Sukup extends its care to the employees’ families as well, even giving suitcases to employees’ children who graduate high school. The students are brought on-site to receive them and talk about their future endeavors.

According to Petersburg, Sukup takes great pride in the benefits it provides, keeping employees in mind as they make each decision. It offers zero-dollar em ployee-only health insurance and an onsite medical clinic.

Sukup recognizes the difficulties behind working long hours throughout the week while also maintaining one’s health and well-being. This, combined with the com pany being located in rural Iowa, was the driving force behind bringing these oppor tunities to employees. The company is look ing for more ways to continue bringing more on-site opportunities, such as daycare.

The company’s size allows employees to have freedom to pivot into different jobs during their time there, and it encourages employees to speak up about their inter ests, so it can assist in finding other pas sions and opportunities for them to grow.

Employees can go to leadership and know they will be heard, a feature Jaime Copley, advertising manager, believes is rare in larger businesses.

“It really goes back to the family own ership and a spirit of innovation; they really stuck by their beliefs of providing meaningful employment and taking care of those of us who work here,” said Copley.

The company also provides internship and work-study opportunities for college

and high school students and employs 2030 of these individuals a year.

Sukup has found success in retaining long-time employees with 30% of them having been there for 10 or more years.

“I think that goes to show that our com pany culture and family culture resonates throughout Sukup overall,” Petersburg said.

To show its appreciation, the com pany sends each full-time employee who reaches the 10-year mark on a paid trip to Hawaii with another person.

“That’s a huge goal, and what an in credible reward that Sukup is providing to employees,” said Petersburg. “They’re providing those meaningful benefits and perks for being a long-term or full-time employee.”

The company continuously enjoys pro viding meaningful events to connect with its employees from golf outings, picnics, tailgates and more. The company gives each employee a turkey for Thanksgiving and has a big celebration for Christmas.

Sukup is looking forward to an in-per son celebration this year. The event is for mal, and each employee can bring a plus one. Employees are recognized for their years of service and can enjoy live music, dinner, trivia and more.

“At the end of the day, we want the em ployee to come back to work every day and enjoy what they’re doing, and so engaging and connecting with employees at all dif ferent levels is our priority at Sukup Man ufacturing Co.,” said Petersburg.

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How employers benefit from engaging employees more effectively

METRO CREATIVE

The COVID-19 pandemic prompted millions of people to reconsider their careers. That reflection has had a profound effect on the labor market. Data from the U.S. Department of Labor indicates that 4.5 million peo ple quit their jobs in the United States in November 2021, which led to a near re cord-high number of job openings around the end of 2021 and the beginning of 2022.

Though the pandemic may have led mil lions of people who were previously dis satisfied with their careers to make posi tive changes, employers forced to confront staff shortages may be wondering what they can do to attract qualified and tal ented candidates. Finding ways to engage workers more completely could benefit companies in various ways. A recent poll

A recent poll from Gallup found that companies suffer some pretty significant consequences when their employees are disengaged. Gallup reports that such companies suffer from 16 percent lower profitability, 18 percent lower productivity and 37 percent lower job growth.

from Gallup found that companies suf fer some pretty significant consequences when their employees are disengaged. Gallup reports that such companies suf fer from 16 percent lower profitability, 18 percent lower productivity and 37 percent lower job growth.

No two workers are the same, so there’s no magic wand employers can wave that will ensure everyone is suddenly engaged and satisfied with their jobs and career prospects. However, recognition of what

employees value most could help busi nesses retain workers longer and keep those workers engaged. A recent survey of 540 full-time employees from the market insight firm Clutch found that the most important workplace values for full-time employees are fair pay and fair treatment. It’s no surprise that compensation bears such significance, as pandemic-related inflation and global conflicts have led to rising costs on everything from food to fuel. However, a survey from the risk man

agement experts at Willis Towers Watson found that there’s a disconnect between employees and employers in regard to the importance of fair pay and its relation to workplace stress. Employees consider low pay to be the second greatest source of workplace stress, while employers in dicated that eight other factors are greater sources of such stress for their employees. Employers concerned about staff dissat isfaction, and the effects that disengaged employees can have on their bottom lines, can make a concerted effort to revisit their compensation policies. An over haul of such policies could be just what companies need to reengage employees and improve employee retention, giving businesses a significant advantage in an era marked by significant turnover in the labor force.

One Vision str ives to help employe es find me aning in t heir c are ers

time there.

One Vision is an organization driven by its vision: “to inspire meaningful lives by connecting people with purpose,” and this mindset extends to the employees as well.

Mark Dodd, CEO, believes another large part of what makes One Vision a great employer lies in its mission: “The One Vision community supports individual choice by providing services that lead to greater purpose and independence.” Each day, employees support clients and help them grow through gaining indepen dence.

According to Dodd, this is an often short-staffed industry, putting pressure on employees to work more. Throughout the organization, employees have offered assistance in various departments to ease pressure.

Dodd explained that the company tries to give employees as much time off as possible, but that it is difficult in a line of work where people need 24/7 care. Em ployees have also donated their extra sick time into a pool for those who need more time off. Even with these struggles, the company hopes employees find meaning in their jobs.

“I want every employee here to feel like they have a sense of purpose when they come here to work everyday,” said Dodd. “You may work in the business office, and yet, you know that the work that you do contributes to people living their best lives.”

At One Vision, employees are given au tonomy, which allows them to go above and beyond in their jobs. Dodd recalled one employee who reached out to the Mason City Airport to help make two clients’ dreams come true. One resident wanted to fly an airplane and the other wished to ride in one. With the support of the employee and the airport, one got to sit up front with a pilot and the other got to enjoy the view.

One Vision also encourages employees to have a voice and to express their thoughts on the company during their

“It’s really impossible for me to tell someone working in a home the best way to do their job; I don’t do the work,” Dodd said. “They do the work.”

This is also encouraged through “stay conversations” conducted roughly every six months, where employees are asked what is going well, what is getting in the way, what the company can do to keep them there, how can they can grow, etc.

“If you were to resign, you might have an exit interview; well, I don’t want to have the conversation after you’ve resigned, I want to have the conversa tion while you’re working with us,” said Dodd.

One Vision does what it can to appreciate employees through recognizing a direct support professional (DSP) of the month and other employee-named awards; however, the company has recently began working toward recognizing smaller groups within the company to al low for more frequent and individualized appreciation throughout the year.

Between the company’s widespread coverage and the nature of the job, it is difficult to organize company-wide activities because no matter the time of day, employees will have to work and miss out.

“While I understand the idea behind that (company-wide activities), if you talk to people about why they love their jobs, it isn’t because their employer of fers them a picnic; it’s because they have a connection with purpose, they feel they get to come to work and do the best job they can and that they feel heard, under stood and respected,” said Dodd.

With this idea in mind, Dodd tries to send out one video a week, updating employees on what is happening in the organization, answering questions and concerns and also thanking them for what they do.

“I think when people come and do the work and connect with the people we serve, it’s hard not to fall in love with what we do and the things that are able to help people achieve in their lives,” said Dodd.

KAYLEE SCHUERMANN Gazette

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Good Shepherd cares about employees’ lives outside of work

KAYLEE SCHUERMANN Globe Gazette

Good Shepherd is a non-profit or ganization governed by a board of directors, which gives the company flexibility to do what is truly best for the employees and residents.

The organization employs roughly 270 individuals and provides many services and homes for the elderly, including a nursing home, assisted living, condo miniums, low-income high-rise apart ment buildings and independent living apartments.

“They are very committed to preserving jobs and making sure there’s stability here,” said Ian Stockberger, CEO. “What a lot of people from the outside don’t see is that we don’t make job cuts, typically. We aren’t under a corporate umbrella that says we have to be at a certain ratio; we are able to do things for the right reason here and do things that make sense for the organi zation.”

Before employment, Good Shepherd provides individuals a tour of the main building and a good understanding of their potential job so both parties can ensure it will be a good fit.

Once employed, department heads get to know staff individually and pair them with employees they think would they work best with.

“When you work in the challenges of healthcare, of course, you get a wage for coming here, but the hidden joys of com ing here are the relationships with your co workers, with the residents and the people you take care of,” said Stockberger. “It’s long-term care, so you develop long-term relationships with people.”

The organization also cares about em ployees’ lives outside of work. When the supervisors get to know staff, the employ ees begin to feel comfortable sharing per sonal issues, which allows the supervisor to help them walk through options to help them maintain not only the job but also a stable home environment. The company has helped employees secure transporta tion to work and even obtain housing.

“We do a lot of life coaching,” Kimber

gin employment, covering up to $200 a month. The organization also offers regular in-person training to ensure employees can reach their full potential.

The organization provides employees with the best possible wage and benefits package and bonuses and works with their schedules and family goals as well. The or ganization also shows appreciation through meals, clothing, birthday cards, holiday gifts and National Nursing Home Week.

The organization goes all out for this dedicated week, offering prizes, games, va cation time and more to show appreciation.

“It’s a week that we take out every year to recognize our residents and our staff, and we do small, fun things every day to help build relationships,” said Kleven. “... You hear a lot of bad things about nursing homes, but National Nursing Home Week helps us really point out that we have far many more good things that happen in the nursing homes.”

Throughout the last few years, the company has lost many employees to re tirement, causing it to lose institutional knowledge, according to Stockberger.

“In the meantime, it has been a great time where we’re bringing awesome peo ple in, and they’re doing wonderful things moving us forward,” Stockberger said. “I would say we are currently evolving and bridging into the future.”

Employees can begin at the company as early as 16 as a certified nursing assistant, housekeeper or dietary aide. According to Stockberger, it is common for these indi viduals to continue pursuing education to move up the ladder within the organization.

Stockberger is one example; he started as a dietary aid in 1995 and worked his way into the CEO position. He also noted that the current maintenance director began as a regular maintenance worker, and the director of nursing began her career at the facility as a floor nurse.

“There are a lot of challenges in the workforce; we’re doing what we can to attract and maintain people,” said Stock berger. “We’re not afraid to try and change stuff, and we have the autonomy to do that, which makes us very unique in what we do.”

Kleven, administrator, said. Good Shepherd works around school

schedules and provides tuition reimburse ment for all employees as soon as they be

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Hy-Vee offers a wide variety of opportunities

MARY PIEPER For the Globe Gazette

The Hy-Vee grocery and pharmacy chain employs more than 600 peo ple collectively at Hy-Vee West, Hy-Vee East, and Hy-Vee Drug in Mason City.

“One of the goals of Hy-Vee is to be the best place to work in America,” said Jeff Thompson, Hy-Vee district manager, who oversees operations at all three Mason City stores.

Hy-Vee, Inc., got its start when Charles Hyde and David Vredenburg opened a small store in Beaconsfield, Iowa, in 1930.

Today Hy-Vee is a Midwestern institu tion, with more than 93,000 employees at 285 stores in eight states: Iowa, Illinois, Kansas, Minnesota, Missouri, Nebraska, South Dakota, and Wisconsin.

Hy-Vee is currently certified as a Great Place to Work. This certification is based on employee surveys.

According to Great Place to Work, 66% of employees at Hy-Vee, Inc., say it is a great place to work, compared to 57% of employees at a typical U.S.-based com pany.

Surveys of Hy-Vee employees indicated 83% feel they are able to take time off work when they feel it is necessary; 81% feel good about the ways the company contributes to the community; 78% believe the company gives them the resources and equipment to do their jobs: 77% feel the employees are given a lot of responsibility; and 77% agreed employees are made to feel welcome when they join the company.

Hy-Vee offers a wide variety of jobs. In addition to check-out workers and shelf stockers, the company employs bakers, cake decorators, cooks, pharmacists and pharmacy technicians, registered nurses, and floral designers.

The Hy-Vee Employees’ Trust Fund was established in 1960, enabling all eligible employees to share in the ownership of the company.

Employee development is also encour aged.

Thompson said those who wish to ad vance within the company can receive training to be become a department head or store manager through a program called Hy-Vee University.

Employees are immersed in a particular department during their training. They are mentored by the head of that department.

With so many departments at Hy-Vee, “it’s super important that as we grow lead ers in our company to make sure they are well-versed and prepared to take the next step into a leadership role within the store or company,” Thompson said.

Other employee benefits and perks in clude:

„ All full-time and part-time employees have access to health care benefits.

„ All employees receive a 10% discount on groceries and one weekend per month receive a 20% discount on groceries.

„ Part-time, full-time, and regu lar-time employees can receive a free HyVee Plus membership, which is normally priced at $99 a year. This membership al

lows them to earn 3-cent Hy-Vee Fuel Saver + Perks rewards on every in-store or online transaction. Other perks include free deliv ery and Express Hy-Vee Aisles Online pick up where available, free monthly items, ex clusive discounts and more.

„ All employees that work on Friday, Saturday, or Sunday are entitled to a free meal on the weekend day that they work.

„ A 401K match.

„ Employees and department heads have the opportunity to earn sales and profit bonuses.

„ Weekly paychecks.

„ Up to $10,500 in annual tuition assis tance with Bellevue University, which offers 100% online degrees. Plus, immediate family members of Hy-Vee employees can receive up to $2,500 in tuition assistance from the company.

„ 10% employee discount on RedBoxRx. com pharmacy orders.

„ Access to care.com to connect with service providers to care for homes, fam ilies, pets and more.

„ Exclusive perks through PerkSpot. com, including discounts on childcare, electronics, cell phone plans, entertain ment and more.

„ A wellness program that offers com petitions and prizes to encourage healthy lifestyles.

„ Gifts for long-term employees reach ing service milestones.

„ Financial assistance to cover moving costs for employees relocating within the company.

„ Signing bonuses for eligible veterans who join the company.

Giving back to the community is a HyVee tradition. Each store tailors its charitable contributions to meet the needs of the local community.

Thompson said the Mason City Hy-Vee stores donate to the Hawkeye Harvest Food Bank on an almost daily basis. Hy-Vee also partners with the Mason City Evening Li ons/Kiwanis to put on Cannonball Day in East Park and is involved with the Humane Society of North Iowa.

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North Central Mechanical Services offers tuition assistance program to further employee’s careers

MARY PIEPER For the Globe Gazette

Nathan Bartels started North Central Mechanical Services by himself in the basement of his home in August 2010.

A few years later he moved the business to 15th St. S.W. in Mason City, where he now has 13 employees. He focuses on treating those em ployees well.

“It’s a really great place to work be cause you get a lot of support and op portunities for training,” said Austin Haisman, who works in project management and sales at North Central Mechanical Services.

In addition to providing on-the-job training and sending staff to appren ticeship program for state licensing, the company pays tuition for employ ees who want to take courses to learn new skills.

North Central Mechanical Services also pays all the travel and lodging costs of staff members who go out of town to tour factories where the product lines they install, such as Lennox and Trane, are made.

These trips allow employees to learn the “ins and outs” of those products, which makes North Cen tral Mechanical Services stand out as a workplace, according to Haisman.

“There’s just a lot of different op portunities between the different fields that we offer, whether it be on the HVAC side or the plumbing side, or even the duct cleaning for that matter,” he said.

“You can change up what you are doing on a day-to-day basis. No two days are exactly the same,” Haisman continued. “You never see the exact same thing twice. That’s what keeps

Paul Hampton.

it interesting every day.”

North Central Mechanical services shows appreciation for employees in a variety of ways, such as company dinners at restaurants the employees chose, golf outings, and potlucks and holiday parties.

The company also rewards those who excel on the job with new tools, gift cards, and even paid trips to var ious destinations.

In return, employees are willing to go above and beyond for the company by working evenings or weekends to accommodate customers and meet deadlines.

What do they think makes North Central Mechanical Services a great place to work?

“Absolutely everything, from the best boss to the great people I work with,” said office manager Enid Lau ritsen.

“The caring and understanding of Nathan. All the guys I work with and the family feeling,” said Paul Hamp ton.

“The caring and understanding of Nathan. All the guys I work with and the family feeling.”

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At CL Tel, a healthy employee is a happy employee

KAYLEE SCHUERMANN Globe Gazette

CL Tel’s employees nominated the company for the 2022 Employer of Choice award for its numerous ef forts year-round to maintain a fun, healthy and engaging work environment.

The foundation of the company’s work culture begins with its mission statement: “To enable our customers, employees and community to lead fulfilled lives and im pact the world for good.”

“When there’s a sense of purpose in a mission like that, I think that it motivates all of us to do the best we can and provide a great environment for each other,” said Chris Lovell.

CL Tel provides employees with many opportunities to learn and grow within their role at the company and pays for training programs and certifications of fered through company vendors like Cisco and Microsoft. The company has even paid for some schooling for those who furthered their training at an institution.

“When you’re a local company with not thousands of employees, there are a lot of opportunities to dig into areas that interest you and develop your skills,” said Lovell.

The company encourages autonomy and leadership development in its employees by helping them become comfortable with seeing and anticipating potential prob lems and solving them on their own, even if it is a new employee. Lovell hopes these work opportunities and freedom give em ployees a sense of purpose as they serve customers, the community and each other.

Managers at CL Tel conduct regular check-ins to discuss positive things hap pening as well as any issues that have arisen. The company also sends out employee net promoter surveys, which are short surveys that ask them how likely they are to recommend the business as a place of work, why they gave that response and what can be done to improve the score in the future.

CL Tel also likes to celebrate successes and big dates year-round. One of the mile stones the company celebrates through

out the year is employee anniversaries. Employees receive goodie bags and gifts and are always given personal thank-yous from Tom and Jan Lovell, company own ers.

“It’s sincere, too, because every year that someone chooses to be in our team, that’s huge,” said Lovell. “They’re choos ing to put their livelihood and time and all those things with us, so that’s definitely appreciated.”

The company goes all-out to celebrate Christmas for its employees, including food, programs, employee recognition and picture slideshows, games and raffles. It

shares similar traditions with retirement parties and even welcomes the retiree’s friends and families to join.

“It’s just a really fun time where we can all get together and celebrate the year and have fun together,” said Lovell.

Last year, the company won the Mason City Chamber of Commerce Workplace Wellness Award for its dedication to its employee’s health. The business features fitness equipment and a relaxation room for people to take advantage of before, during or after work.

“A healthy employee is a happy em ployee,” said Lovell. “We want to provide

a place where people are growing profes sionally and personally. Health and well ness is absolutely critical.”

According to Lovell, the company has an “extremely low turnover rate” and has had staff who retired after 40 or more years with the company or are about to. He credits this to the company’s overall positive work culture created by the em ployees.

“I think it’s a testament to just the group collectively, of people who enjoy working together, spending time together, serving each other and serving our customers,” Lovell added.

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Employees at Wayne’s Ski and Cycle sell fun for a living

MARY PIEPER For the Globe Gazette

Wayne’s Ski and Cycle has been an institution in Mason City for decades, and its employ ees are one of the biggest reasons why.

“If you take care of your employees, your employees will take care of your customers,” said owner Matt Curtis. “My employees have definitely done that for me.”

The business got its start as a Tyrol Ski and Sport branch store in Regency Square Mall in 1976.

In 1983, Wayne Blaisdell purchased the business, moved it downtown, and added bicycles.

In 1998, the store moved to the west end of town. In 2004, Blaisdell sold the business to Curtis, a longtime employee who was the store’s manager at the time.

The business returned downtown in January 2020.

Curtis said customers who come to the store are enthusiastic about the products because “they are excited to make a change in their life or to enjoy life more.”

That attitude rubs off on the employees.

“We get enjoyment out of that as well,” Curtis said. Employee Kyle Lucas agreed.

“I sell fun for a living to help people make the most of their lives and I love it,” he said.

The store currently has four full-time employees and 13 three-quarter time or part-time workers. Each of the full-time employees has their own area of expertise. They are given the freedom to make their own decisions, which gives them a sense of responsi bility an ownership, according to Curtis.

“They take pride in it,” he said.

Curtis lets them know on a regular basis that he ap preciates their efforts.

“If you have ever watched “Undercover Boss” and seen how they reward the employees that take care in their work, that is how my boss is,” Lucas said.

Curtis said he puts a lot of value on family: not just his own, but those of his employees. He said the staff know that if something is going on with their families, “that always comes first.”

The people at Wayne’s Ski and Cycle are friends both inside and outside the workplace, according to Curtis. They go on bike rides as a group.

“We have a lot of fun together,” Curtis said.

Lucas began working at Wayne’s Ski and Cycle as soon as he finished high school. He enjoyed it so much that he stayed on after getting his associate degree.

Nearly 20 years later, “I still love my job, who I work with, and who I work for,” he said.

ABCM helps to further careers

MARY PIEPER For the Globe Gazette

ABCM Corporation, which has more than 50 years of expe rience in long-term care, has around 3,300 employees, with more than 90 of them working at Oakwood Care Center/Courtyard Assisted Living in Clear Lake.

Krystal Thoe, administrator of the Clear Lake facility, said when she be gan working for ABCM, it was very clear that “the goal and mission was focused on the customers and the community we serve, and that makes it a really rewarding place to work because you know that everybody is wanting to see the success not only of your building and what you do for care but also the people that frequent your building and that it all feels like a family.”

ABCM has 31 long-term care and rehabilitation facilities, 24 indepen dent and assisted living centers, and 13 outpatient therapy centers, as well

as a medical supply company, Long Term Medical Supply (LTMS), and numerous other real estate holdings.

“ABCM is willing to help with schooling and training to further your career in the medical field,” said Oak wood employee Morgan Reiter.

“They offer competitive wages, good benefits, free meals to staff, uni form allowances, and much more,” she said. “They are locally owned and care deeply about their employ ees and residents in the care centers as well.”

Some Oakwood Care Center employees have been there for decades, according to Thoe. One has worked there for 40 years.

“The longevity speaks for itself,” Thoe said. “When you walk in, you can feel a culture of calmness, and that’s because the staff here really do feel like family members and they treat each other with respect.

“We work really, really hard to make this a home-like atmosphere,” she

continued. “We know that we have serious, serious work to do and we have to be professional, but we also make it fun so not only do our team mates enjoy it, but the residents can see that our staff enjoy being here.”

ABCM employees have the oppor tunity to advance their education through forgivable tuition loans, as well as opportunities for career ad vancement, both in the ABCM home in which they are employed or else where within the corporation.

Some employees who began work ing at one of the corporation’s facilities decided to become nurses.

During the COVID-19 pandemic, “We had such a great support sys tem within the (ABCM) corporation,” Thoe said. “We had an amazing team that pulled together and we showed it with the quality of care that we pro vided in one of the most trying times that any of us had ever seen in health care. I’m really proud to be a part of that team.”

Bergland + Cram offers flexible schedules

MARY PIEPER For the Globe Gazette

The Bergland + Cram architec tural and interior design firm in Mason City encourages the creativity and knowledge of its team as much as possible.

“Everyone at B+C works as a team. It’s such a creative atmosphere,” said Sarah Heinz, the marketing and communications specialist at the firm. “Staff well-being and develop ment is very important, and there are always opportunities to grow.”

Bergland + Cram originated in 1956 as Bergland and Bianco Ar chitects. The team currently has 13 members.

“We really have a true studio envi ronment, which means we’re all out collaborating together in one space,” said Kristy Sagdalen King, principal with Bergland + Cram. “It’s a con stant flow of individual work, but also collaborative work. No one is every isolated. We are really tackling things together.”

At the same time, the firm isn’t stringent about the hours team members have to spend at their desk, she said. If they need to leave the of fice to meet with clients or take care of personal business, they have the flexibility to do so.

Bergland + Cram also encourages its team members to be involved in the community.

The firm is involved with local Chambers of Commerce and the United Way, but the individual team members are also encouraged to “authentically engage themselves in what they are interested in because that is a true way for them to connect with people,” Sagdalen King said.

This summer, team members par ticipated in RAGBRAI’s Century Day, which ended in Mason City. They volunteered to assist riders coming into town.

They also painted murals and sponsored some golf outings.

In their line of work, the staff needs to be in the know on the latest design

materials and techniques, according to Sagdalen King. That’s why part ners in the industry come to Bergland + Cram for lunch and learn sessions.

The firm also provides staff with a community education allowance so they can seek learning that “sparks their interest,” Sagdalen King said.

Bergland + Cram has internal “chow and chat” sessions once a month, where team members can give a presentation on anything they want as long as it is not work related.

Past topics have included garden ing, flying a plane, or a vacation a team member took.

Sagdalen King said it is important for team members to learn from each other even if it isn’t about work.

Heinz said she loves working at Bergland + Cram because “They know the importance of home life and offer flexible schedules. As a team we take advantage of events and volunteering to better our commu nity on a daily basis, and always find ways to make our work fun.”

Cerro Gordo County Public Health focuses on wellness

MARY PIEPER For the Globe Gazette

The staff at Cerro Gordo County Pub lic Health take care of the needs of the community knowing their em ployer will take care of theirs.

“The leadership team fully supports and cares about each individual employee for who they are and what they may be going through,” said employee Samantha Sever son. “Never have I had a job, especially in healthcare, where somebody can tell me it’s OK to take time off. Mental health is not stigmatized.”

Public health and healthcare in general have either been loved or hated for the last few years, and majority of workers in that field are tired both mentally and physically,

according to Severson.

“My employer recognizes this and does more than provide us a one-hour training on stress reduction,” she said. “They live and breathe for happy healthy employees and their families and the community we love and support.”

CG Public Health has about 45 employees, including nurses, accountants, administra tors, technicians, and others.

The department is focused on wellness and prevention, and that extends to its staff.

“We have a fantastic employee assistance program so if anyone is experiencing any hardships, there’s a lot of just free assistance that we can offer to them,” said Jeremy Otto, the marketing and public information offi cer for Cerro Gordo County Public Health.

The department has an in-house work out center and encourages employees to use it. Time is set aside in the workday for this purpose.

Cerro Gordo County Public Health also has a program called Stride that encourages staff to take time during their day for med itation, fitness, cooking healthy meals, or anything else that helps them “live the best life they can,” Otto said.

Another way the department helps its staff live happier lives is by helping them grow professionally.

If employees are interested in a new role, they can define it and propose it to the director and the leadership team, according to Otto.

“I’m not sure you see that at a lot of orga

nizations,” he said.

Cerro Gordo County Public Health is the perfect example of the saying, “Do what you love and love what you do and you will never work a day in your life,” according to Severson.

“I don’t just go to work I go to my sec ond home with my second family,” she said. “CG Public Health is lucky to have so many amazing men and women working for them, but we are so thankful to have CG Public Health there for us.”

Even though working in public health can be difficult, “the sense of fulfillment that comes from helping our community is one of the strongest reasons why we maintain a strong and health staff around here,” Otto said.

Dean Snyder Construction treats employees like family

MARY PIEPER For the Globe Gazette

Dean Snyder Construction has been a family-owned business for more than 60 years, and that is reflected in the workplace culture, according to Nate Carney, director of business devel opment.

“We try to treat everyone like family from top to bottom whether that’s flexibility for kids’ activities or flexibility for appoint ments, private matters, that type of thing, we try to accommodate them as best as we can,” he said.

The Clear Lake-based company, which also has offices in Ankeny and Omaha, has around 245 employees. Around 20% of them own stock in the business. The remainder is still owned by brothers Dale, David and Don Snyder, the sons of company founder

Dean Snyder.

Dean Snyder Construction is currently in the second year of this Employee Stock Ownership Plan (ESOP).

“We are kind of in the infancy stage of that still, but I think employees are excited about it,” Carney said. “We feel like it is a longterm benefit for the employees … it gives them that skin in the game.”

The company is giving stock to the em ployees rather than having them purchase it.

Employee Kelly Steenhard said the program shows Dean Snyder Construction’s “commitment to treating employees like family and wanting to set up your future for success.”

“Dean Snyder Construction makes an ef fort to really make sure you’re in the job you want — and if you’re not currently happy with your current position, they’ll look to

how to get you there,” Steenhard said.

Most of employees out in the field are cross-trained, according to Carney. This means they are learning how to do concrete work, steel work, carpentry, and other things.

Carney also said the company is always taking on new projects, so “there’s lots of opportunities to grow and challenge your self.”

Having three office locations “has given us the flexibility to tap into different markets for employees, but it has also given some employees the opportunity to grow,” Carney said.

The current high demand in the construc tion field gives them “the freedom to move around a little bit when it makes sense and when it works for us,” he said. “There are people who want to go out and see different

areas of the country and go work on projects outside their hometown or where they are from for a few years.”

Steenhard said it’s great to be “part of a company that really cares about the com munities they are a part of, giving back to many organizations and good causes so we can not only look at buildings we’ve put up in our area, but also know we helped many nonprofits do everything from build parks to helping children with cancer.”

Over the past few years, the COVID-19 pandemic, supply chain issues and inflation have created “a unique set of challenges” for the construction industry, according to Carney.

However, “We have a good team in all of our offices and we have been able to navigate that pretty successfully,” he said. “Our peo ple are our most valuable asset.”

Employe es love fami ly atmosphere at Ro ok ies, S e vens and TAP’d

MARY PIEPER For the Globe Gazette

The employees of Rookies Rockin’ Sports Bar, Sevens Restaurant & Steakhouse, and TAP’d Taphouse & Cocktail Lounge in Clear Lake have lots of praise for the warm, friendly atmosphere there.

“Whether you have worked 10 years or 10 days, our crew will take you in and treat you as a family would,” said Summer Froiland.

“It’s not just a work place, it’s a family,” said Alison Shannon. “I’ve worked here for over 10 years and the owners and staff are amazing. The best of the best!”

The three adjoining businesses are owned by brothers Al and Mike Hejna.

“Here at Rookies, Sevens and TAP’d we have some great employees, just over 40 working as bartenders in Rookies and TAP’d, to the waitstaff in Sevens and all of our awesome cooks in the kitchen,” Al Hejna said.

The staff is the reason customers keep coming back to the three establishments, according to Hejna.

“We get so many compliments on them,” he said. “We can’t thank all of our employees enough for helping make our businesses what they are,”

The management does its best to work around everyone’s busy schedules, according to Hejna.

Employee Caiden Jones said the Hejna brothers are “very kind-hearted and friendly owners” who “love to make work as fun as possible while still getting things done.

“They are always open and understanding when things come up and are willing to help in whatever way they possibly can,” Jones said.

The Hejna brothers opened Rookies at 307 Main Ave. in Clear Lake in 1995. They opened Sevens Restaurant & Steakhouse adjacent to

Rookies in 2009. The brothers opened a third establishment in the 300 block of Main Avenue, TAP’d Taphouse & Cocktail Lounge, in June 2019. Al’s son, Kyle, manages TAP’d.

Rookies offers four Diamond pool tables, Touchtunes Jukebox, 22 large TVs featuring NFL Sunday Ticket, college football, NCAA, NBA and MLB TV packages.

Rookies shares the kitchen with Sevens Restaurant Steakhouse and is known for its great cooks, competitive prices, a full line of cocktails and its variety of beer and wine, including 12 beers on tap.

Sevens has multiple cuisine choices and serves breakfast, lunch and dinner

The all-booth seating seats four to eight people each.

Both reservations and walk-ins are welcome at the casual-attire restaurant, which also offers takeout.

TAP’d offers 24 craft beers on tap, all brewed in Iowa, domestic and imported bottled beer, happy hour, live music and more.

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