Prairie Business February 2016

February 2016

Culture is Crucial

Employers strive for positive, inspiring workplaces

pg. 24

Feeling the Pinch

Workforce shortage grips companies trying to hire

pg. 30

Guiding Change

New executive plans major expansion pg. 22

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Prairie Business February 2016

|INSIDE|

February 2016 VOL 17 ISSUE 2

DEPARTMENTS

FEATURES

6 Editor’s Note

BY LISA GIBSON

Empower, Inspire, Motivate

8 Business Advice

BY MATTHEW D. MOHR

February Tax Planning

10 Health Care

BY LENORA REIDMAN AND JENNIFER WOLLMANN

How Does the ACA Affect Your Business?

11 Workplace Values

BY MARIAH RITTEL

Lead by Example

12 Employee Engagement John Hagen and Becca Menking play air hockey at Eide Bailly in Fargo, N.D. IMAGE: CARRIE SNYDER / FORUM NEWS SERVICE

BY RICK SANDWICK

Focus on the People

14 Prairie News 20 Prairie People

24 Fostering Fun

Culture initiatives motivate, engage employees

30 The Staffing Struggle

Companies with job openings grapple with small pool of qualified candidates

22 Business Insider Patient-Focused

Health care executive prepares for expansion

34 Construction Corner From the Ground Up

Power cooperative updates entire campus

36 By the Numbers 38 Federal Drilling Data

Follow us on Twitter https://twitter.com/PrairieBiz Check us out on Facebook https://www.facebook.com/PrairieBusiness

Dan Hume, Lisa Fitzgerald, Liz Stabenow and Jake Miller play shuffleboard in the game room at Eide Bailly in Fargo, N.D. IMAGE: CARRIE SNYDER / FORUM NEWS SERVICE

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Prairie Business February 2016

Scan this with your smartphone’s QR Reader to visit our website.

Next Month

The March issue of Prairie Business will reveal the Top 25 Women in Business honorees and feature coverage of higher education.

|EDITOR’S NOTE|

Empower, Inspire, Motivate

A

LISA GIBSON

Editor 701.787.6753 lgibson@prairiebusinessmagazine.com

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Prairie Business February 2016

strong culture brings life and vitality to a company. It keeps employees engaged and motivated and, in its simplest definition, makes work fun. That might mean a game room, an exercise room, potlucks and social events, or friendly competitions such as trivia or ping pong tournaments. Sometimes it manifests itself in a chance to volunteer together or donate paid time off and money to coworkers dealing with crises in their personal lives. Or it might be an opportunity to get together and laugh at ourselves, as was the case with the employee childhood photos we had on display in our office recently.

Culture is crucial, and in the feature article starting on page 24, staff writer Kayla Prasek explores culture initiatives implemented at a few companies in our region and discusses with those employers how they’ve enhanced their businesses. Some companies emphasize communication in building culture, some focus on flexibility and others endorse collaborative work environments that promote teamwork and creativity. These organizations have been doing something right and they’re sharing some of their secrets.

Tucked into the middle of this issue of Prairie Business is our Corporate Communities special section, where employers explain in their own words why their current employees love their jobs and why new ones are eager to join their teams. We’ve also included a few interesting Q&As with experts, offering advice and insights into how to build and maintain a unique workplace culture.

With the shortage in the workforce felt by many industries in our part of the country, that culture becomes even more important to lure new hires and fill open positions. In the human resources feature story starting on page 30, HR managers and company executives discuss how the shortage has affected them and describe the steps they’re taking to solve the problem. Companies are getting creative and stepping outside comfort zones in sometimes desperate scenarios where qualified candidates are extremely hard to come by. Some are offering bonuses or education cost reimbursement, incentivizing referrals, updating and expanding benefits packages, developing robust training opportunities and stepping up communication within the ranks to improve morale. The solutions vary in different industries and employers are tasked to find the right ones for them.

In her new role as chief operating officer of Regional Health in Rapid City, S.D., Paulette Davidson will be hiring new physicians and nurses, and says investing in talented caregivers is a necessity. She is the focus of this month’s Business Insider, as she presides over a sizeable expansion at Regional Health in the midst of a changing health care landscape. She is firm in her stance that the patients’ needs must be at the center of all decisions in a health care organization. Read more about Davidson’s accomplishments in her field, starting on page 22.

And finally, Construction Corner in this issue examines the design and building progress of an entirely new campus for Minnkota Power Cooperative Inc. in Grand Forks, N.D. The new facilities will be more efficient, attractive and secure. The office’s new collaborative spaces and natural lighting are good culture enhancers, making this project a great fit for our February culture focus. Read more about the redesign on page 34. PB

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|BUSINESS ADVICE|

February Tax Planning

BY MATTHEW D. MOHR

A

s many individuals scramble to organize and complete their personal income taxes in time for our government April filing deadline, one should also consider what can and should be done to be better prepared for next year. Our tax laws and requirements are complex and it makes sense to plan throughout the year to achieve the most advantageous tax position over time.

As a business owner or for individual purposes, knowing tax law will be of great help in decision making. Waiting until December to make a series of quick decisions can lead to less-than-optimal results.

Today, none of us knows exactly what positions we will be in by December, but many of us probably know what expenditures and investments will be necessary and desirable this year. It might be safer to wait until December to buy a more efficient piece of equipment when available cash amounts are more clear, but that

8

Prairie Business February 2016

probably will not produce the best business results or tax advantage for the year.

Perhaps 2015 was a good year for you and you have decided to pursue a new business opportunity or give some added support to your favorite charity.

Knowing a little about the various tax laws can be helpful in each of these circumstances. Federal taxes play a role, as do state and local taxes. North Dakota offers some excellent tax incentives for new business ventures, venture capital and charitable giving that might prompt a different course of action.

If you don’t care to learn or don’t want to take time to learn about tax laws, a good tax adviser will help immensely. Tax planning is a year-round process, not just a December exercise. PB Matthew D. Mohr CEO, Dacotah Paper Co. Fargo, N.D. mmohr@dacotahpaper.com

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|HEALTH CARE|

How Does the ACA Affect Your Business?

BY LENORA REIDMAN AND JENNIFER WOLLMANN

Reidman

Wollmann

10

Prairie Business February 2016

T

he Affordable Care Act has a profound impact on society. This law not only affects businesses of all sizes, but also employees and their families. The ACA requires all individuals and their dependents to maintain minimum essential health care coverage either through their employer, an individual policy, a policy on the Exchange, or a government medical assistance program such as Medicare or Medicaid. People who do not carry coverage could be subject to a penalty when they file their individual tax return at the end of the year.

This has forced employers and employees to make difficult decisions when it comes to health care. Under the ACA, businesses that employ at least 50 full-time equivalent employees are mandated to offer medical insurance to all employees who work at least 30 hours per week. Businesses that employ fewer than 50 fulltime equivalent employees are not required to offer medical insurance to their employees.

For years, businesses have chosen group medical insurance as a means of attracting new talent and retaining it. In the past, employees were unable to secure individual policies if pre-existing conditions were present. Medical insurance is now accessible to everyone, regardless of their health status. The premiums are now solely based on an individual’s age, where they reside and whether or not they are tobacco users.

All around, individuals are paying more for medical expenses. Premiums have skyrocketed and deductibles have increased drastically.

Employers need to think differently when determining the best health insurance plan for their staffs.

It is important to look at the group demographics when determining whether to offer a traditional plan versus a high-deductible plan. While traditional plans offer lower deductibles and faster first dollar coverage, the premiums are usually more expensive.

In comparison, a high-deductible health plan might offer lower premiums, but the out-of-pocket costs associated with these plans are often higher. A health savings account can be established with a high-deductible health plan to assist in managing these out-of-pocket costs. Regardless of what type of plan you offer, employers and employees should be more accountable when it comes to health care.

When a business decides to offer group medical insurance to their employees, the next hurdle is to determine the amount they wish to contribute to their premiums. An employer is required by law to pay at least 50 percent of the cost of a single plan. One challenge with nongrandfathered plans is that an employee’s premium is based on his or her age. As an example, a 30-year-old employee will have a different premium than a 50-year-old employee. Essentially, the cost you contribute toward an older employee’s medical insurance will be more than that of a younger employee. This can create feelings of inequity among employees.

The decision of whether or not to offer group medical insurance to employees is important and all businesses are forced to make it. Regardless of the decision an employer makes, it has become increasingly apparent that employees and employers alike must educate themselves on the implications of the ACA law.

Organizations need to make many critical decisions to ensure they remain in compliance. PB Lenora Reidman, Human Resources Manager lenora@fpspayroll.com Jennifer Wollmann, Sales and Account Management Fronteer Payroll Services Bismarck, N.D. jen@fpspayroll.com

|WORKPLACE VALUES|

Lead by Example

BY MARIAH RITTEL

W

orkplace culture is a term that often comes up in conversation in any industry. It’s what defines an organization, but it can be difficult to define. “Culture is an emotion,” says Michelle Miller, recruiting manager for consulting firm KLJ, based in Bismarck, N.D. “It’s the feeling you get when you come to work each day. It’s what sets one company that may perform the same type of job functions apart from another.”

KLJ has created a strategy around culture. “Over the past few years we, as a region, have experienced constant growth,” Miller says. “With many firms offering similar services in the same area, it’s essential that companies engage their employees in more than just the day-to-day responsibilities.”

Values, vision, practices, people and environment are key elements that help a company build a lasting organization with a unique culture that will attract and retain employees. KLJ’s focus on values is one vital component that has allowed it to obtain success.

After values have been established and communicated, the organization can begin to instill those values in its vision, practices, people and environment. With a main focus on values such as humility, gratitude and trust, culture can become the driving force of an organization.

It drives not only employee retention, but productivity and brand awareness, allowing achievement of maximum potential.

Culture does not come easily. It is built over time, and is dependent on those who steer others in the same direction.

The key to developing the culture an organization desires is to lead by example. If the top leadership of an organization is seen constantly upholding the estab-

lished values, employees will also uphold them, which helps create the culture cycle. When employees become passionate about the culture and values it’s based on, the organization becomes appealing to job candidates from various areas. “The importance we place on values allow us to attract and retain top talent from all over the country,” Miller says. “They offer employees a sense of empowerment, purpose and belonging in the organization.”

A culture based on values not only gives employees a sense of purpose, but also the confidence to express their ideas and the ability to take pride in their work. Whether an employee wants to express a new idea or pursues a new type of project, he or she has the opportunity to do so. This positive work environment often fosters innovation in all forms, creating the ultimate forward-thinking organization. “We have found that by focusing on culture, we are able to learn more, provide better solutions and become more engaged with our employees,” Miller says.

Ultimately, an organization that places culture at the forefront of its strategies will attract and retain employees who are passionate about their work. This enables the organization to continue to grow and achieve success in each of its focus areas. Additionally, the employees’ satisfaction with a positive, innovative culture will allow them to flourish. And when employees succeed, the organization succeeds. PB Mariah Rittel Communication Specialist KLJ Bismarck, N.D. mariah.rittel@kljeng.com

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11

|EMPLOYEE ENGAGEMENT|

Focus on the People

BY RICK SANDWICK

P

eople make the difference.

It’s important to understand that each employee makes a decision to support or not support your company mission from the moment they become a member of your company. I believe a successful onboarding of a new team member begins with the culture. Do you have a culture built on trust? Do strong, respectful, safe relationships exist between the leaders of the organization and the team? If not, you have a long road ahead of you and your new team member might choose not to actively engage in your company, based on the culture you display.

I was taught a long time ago that if you want to understand how your culture is interpreted by employees, initiate an honest, comfortable discussion about it with the person who holds the lowest position on the organizational chart.

Employee satisfaction surveys also help benchmark a company. When you can provide a safe method for your team to answer some tough questions — questions that solicit answers you might not like — you’ll have the start of something you can build upon. You’ll gain an understanding of the positive elements within your company and the areas that might need improvements.

A few performance indicators always stand out as elements of a good culture in every survey I’ve ever seen or been a part of: 1. People enjoy working with each other.

2. A high degree of respect in the workplace between team members and leaders.

3. Team willingness to do what it takes to make the company successful.

4. Long-term plans to stay with the company.

5. Employee pride in the company.

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Prairie Business February 2016

If you achieve high scores in these areas, you are certainly doing something right. So how do we get there?

Your company culture begins with leadership and the relationships those leaders build with the rest of the team. As with any relationship, trust is an essential ingredient in creating a meaningful relationship.

When I teach leadership courses, I always ask participants to tell me about the team they lead. I’m not looking for an answer that regurgitates the company organizational chart. I am looking for specific information about their teams that indicates they have meaningful, thoughtful conversations with their team members. Can they tell me what their hobbies are? What did they do last weekend? What are they passionate about?

What are their hopes and dreams? The answers to these questions begin with a simple, five-minute conversation that focuses on the team member. When a leader is generous with his or her time to really get to know the team, they create a relationship that is meaningful and impactful for a lasting connection. Leaders who continue to have these conversations with their teams contribute to the culture and really promote the idea that it’s the people who make a difference.

Someone once said, “Treat employees like they make a difference, and they will.” I fully agree. PB Rick Sandwick Director of Human Resources, EAPC Grand Forks, N.D. rick.sandwick@eapc.net

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Prairie News

Jim Retka, NCTC dean of workforce and economic development (right), and Clinton Castle, director of facilities, overlook construction of the new hangar at the school’s aerospace facility. IMAGE: JESSE TRELSTAD/FORUM NEWS SERVICE

NCTC nears completion of expanded aerospace facility

BY KAYLA PRASEK A $4.7 million remodeling project is nearing completion at Northland Community & Technical College’s Aerospace Site.

The project, which will act as a link between an existing hangar and existing classroom space, broke ground in May 2015 and is expected to be complete this summer. The facility, designed by Foss Architecture and Interiors of Fargo, N.D., will include two multipurpose hangars, a stateof-the-art composite lab and two classrooms. Construction is being led by Terra General Contractors of Rogers, Minn.

“Above all else, this increases our ability to expand our traditional programming to include the newest technology,” says Curtis Zoller, associate dean of aerospace programs. “Over the last five years, Northland has invested money in new technology for our aerospace programs, and this facility was designed to help expand those programs.”

The Aerospace Site expansion has been in the works for five years, says Jim Retka, dean of workforce and economic development. After the

14

Prairie Business February 2016

Minnesota State Colleges and Universities system determined the old facilities were unusable, NCTC started looking for funding and working on the design for the new facility, Retka says.

“As our programs have expanded and evolved, we needed the educational spaces to keep pace with these programs and have the updated space to match the technology,” Retka says. “This building project is part of the way we contribute educationally to all of the institutions in the region working together to contribute to the emerging (UAS) industry.”

NCTC’s Aviation Maintenance Technology, Unmanned Aerial Systems Maintenance Technician, Geospatial Intelligence Analysis and Imagery Analysis programs are all located at the Aerospace Site in Thief River Falls, Minn. PB Kayla Prasek Staff Writer, Prairie Business 701.780.1187 kprasek@prairiebusinessmagazine.com

|PRAIRIE NEWS|

ABOVE: Updates to the University of North Dakota’s Wilkerson Hall dining center include natural lighting with floor-to-ceiling windows.

RIGHT: UND’s Wilkerson Hall has been revamped and is now called Wilkerson Commons.

IMAGES: JLG ARCHITECTS

UND reopens dining center after extensive remodel STAFF REPORT The University of North Dakota’s Wilkerson Hall dining center has been remodeled, modernized and is ready to serve meals under its new name, Wilkerson Commons.

The 46-year-old structure underwent a complete redesign and now serves as a gathering area, as well as a dining hall. JLG Architects of Grand Forks, N.D., and Solomon Cordwell Buenz of Chicago collaborated on the 21,000-square-foot addition and 40,000-squarefoot renovation that also includes meeting and study spaces, a fireplace, an innovation lab, a convenience store, a coffee bar and an entertainment stage.

Dining updates feature floor-to-ceiling windows to allow for natural lighting. Eight new display cooking stations prepare a variety of foods, including allergen-free options and Dakota Homestyle cuisine, and a chef’s demonstration platform illustrates healthy cooking techniques. Food preparation in the $4 million kitchen is designed to be more efficient through streamlined processes such as centralized cook and chill operations, as well as 11 walkways in coolers that will

monitor the temperature of foods, according to JLG. “There wasn’t a model for this type of kitchen anywhere else,” says Orlynn Rosaasen, director of dining services, in a statement. “We are setting the trend.”

The facility also will host Campus Housing offices and support space for student life. “In the past, Wilkerson Hall has always been the building you go through on your way to someplace else,” says Lori Reesor, vice president of student affairs, in a statement. “But the new Wilkerson will serve as a magnet, drawing students, faculty and staff together.”

Jim Galloway, principal at JLG, says in a statement,“The transformation of Wilkerson has made it unrecognizable to previous generations of students who dined here. In addition to providing the greatest selection and variety of food options and a dining atmosphere not yet found on campus, the study and social life amenities will set a new standard in higher education in our region.” PB

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|PRAIRIE NEWS|

Dr. Patrick Kelly performs surgery with colleagues at Sanford Health in Sioux Falls, S.D. Kelly has partnered with a biomedical engineer at the University of South Dakota to improve treatment for peripheral artery disease. IMAGE: SANFORD HEALTH

Research improves scarring medication for blocked artery treatments

BY LISA GIBSON

T

hrough collaboration between doctors from Sanford Health and the University of South Dakota, peripheral artery disease patients could see improvements to their treatments in the near future.

Traditional treatment for PAD involves insertion of balloons or stents to open blocked arteries. But once the artery is open, scar tissue begins to form on the interior artery walls. “That scarring can actually re-block the artery,” says Sanford’s Dr. Patrick Kelly. Kelly partnered with Gopinath Mani, Ph.D., assistant professor in USD’s biomedical engineering program, to improve the scar-inhibiting medication that coats the balloons.

The balloons come in direct contact with the interior artery walls, rubbing the scarring medication directly onto the scars. But the drug can rub off quickly, demanding the use of multiple balloons and releasing medicine to areas that do not need scar tissue repair. Sixty to 80 percent of arteries with balloons inserted into them will re-block with scar tissue within six months, Kelly says.

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Prairie Business February 2016

The new coating Kelly and Mani have developed can be tailored to time the release of medicine, allowing the treatment of many artery segments with one balloon. The coating allows for initial inflation of the balloons, then deflation when they are traveling through healthy areas, and inflation again when medication is needed. Kelly credits Mani with being the “brains” behind the coating.

“Our technology uses novel polymeric biomaterials to tailor the drug release in such a way that the drug will be delivered only at the treatment site without any drug loss in the blood stream,” Mani says in a statement. “We are very excited that this technology provides the right platform to develop next-generation drug-coated balloons. These balloons are expected to provide an effective treatment and improve the quality of life of patients.”

Kelly says the research is in its early stages, but the drug transfer is already so efficient that the doctors are adjusting the amount of medication on the balloons to avoid releasing too much.

|PRAIRIE NEWS|

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The controlled-release drug coating will bring savings for patients and hospitals, Kelly says, in that one balloon (at about $1,500 each) can handle treatment of a much larger area. The coating could be available for medical use in seven to eight years, Kelly says, depending on the funding and success of the next phases of development.

Currently, the research is funded internally, but other options such as grants could be available at some point, he says. PB Lisa Gibson Editor, Prairie Business 701.787.6753 lgibson@prairiebusinessmagazine.com

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|PRAIRIE NEWS|

North Dakota construction unemployment rate jumped in November

BY LISA GIBSON North Dakota has been among the states with the lowest construction unemployment rates in the nation from July to October, but had the third highest rate in November, according to the most recent figures released monthly by Associated Builders and Contractors. The November figures are the most recent available.

North Dakota had a 10.4 percent construction unemployment rate in November, a dramatic increase from 4.5 percent in October.

The jump was not a surprise, says economist Bernard Markstein, as the state’s cold weather generally kicks in around November.

“Construction doesn’t completely grind to a halt, but some of it does,” he says.

But the effects of the slump in the energy industry play a large part, too. “Finally, some of the energy companies had to make some big decisions,” Markstein says. “It’s the new wells that push the demand for construction.”

Not only does the oil downturn slow construction on wells, but also on housing, along with grocery stores, shopping centers and other commercial structures, he says.

From October to November, 3,300 jobs were lost in North Dakota’s construction industry, according to figures from the Bureau of Labor Statistics. “That’s a large impact,” Markstein says.

The November increase represents North Dakota’s largest monthly and year-over-year jump. November 2014 showed a 7.9 percent construction unemployment rate. The same month in 2013 had 6.7 percent construction unemployment and November 2012 had 11.2 percent.

New Hampshire had the lowest construction unemployment rate in November 2015, at 3.7 percent. Colorado was second at 3.9 percent, falling from No. 1 in October. Alaska had the highest unemployment rate in November, at 14.8 percent. PB Lisa Gibson Editor, Prairie Business 701.787.6753 lgibson@prairiebusinessmagazine.com

CONSTRUCTION UNEMPLOYMENT RATES North Dakota’s construction unemployment rate jumped in November, putting it among the highest rates in the nation

OCTOBER 2015

NOVEMBER 2015

3

New Hampshire

3.7

Nebraska

3.2

Colorado

3.9

Idaho

3.4

New Hampshire

3.6

Utah

HIGHEST

0%

3.9

5%

1 % 1.5 % 2 % 2.5 % 3 % 3.5 % 4 %

Georgia, Virginia

4

Idaho, Maryland

4.1

Iowa

4.2

0%

1%

2%

3%

Washington

9

Rhode Island

9.6

Nevada, West Virginia

9.5

Illinois

9.9

Rhode Island

9.6

North Dakota, West Virginia

10.4

New Mexico

10.7

Alaska 0%

18

LOWEST

Colorado

3%

Prairie Business February 2016

HIGHEST

LOWEST

In October, North Dakota was ranked ninth with a 4.5 percent construction unemployment rate

3.4

9%

12 %

15%

0%

5%

10.8

Alaska

14.7 6%

New Mexico

4%

14.8 3%

6%

9%

12 %

15 %

SOURCE: ASSOCIATED BUILDERS AND CONTRACTORS INC.

| PRAIRIE NEWS|

Chris Walski (left) and Jessica Brendsel spearheaded the sonography program that Sanford Health will launch in late February. Ultrasound machines similar to the one next to them are used on the patients. IMAGE: DAVE WALLIS/FORUM NEWS SERVICE

Sanford Fargo launches sonography program

BY KAYLA PRASEK

S

anford Health is launching an 18-month sonography program at its Fargo, N.D., medical center.

The hospital-based program will be the first of its kind in the state of North Dakota to teach sonography. The program, which is privately sponsored by Sanford, will offer two tracks — cardiac and general vascular ultrasound.

“The classroom teaching, scanning lab and clinicals will all be done in one location,” says Chris Walski, ultrasound services manager.

“You might do a lab in the morning and then head into clinical in the afternoon to apply what you’ve learned.”

Sanford started its own sonography program to fill a workforce need in a quickly growing field, while also addressing a lack of educational opportunity in the Fargo region, says Jess Brendsel, cardiac sonography manager. “We’re seeing a tremendous amount of growth in this field but there isn’t the educational option in the region. People ask us all the time how they can get into this field, but you have to leave the region to receive the right education. This fills that educational need, while exposing the students to the field and filling our workforce need, without having to leave Fargo.”

Employment of diagnostic medical sonographers and cardiovascular sonographers is projected to grow about 40 percent by 2022, much faster than the average for all occupations, according to a news release from Sanford.

Other similar programs exist within the Sanford Health system, but they all are associated with a university system, Walski says. Sanford Fargo’s sonography program will be the first Sanford is solely sponsoring.

But that doesn’t make it unique among large health care systems, Walski says. “It’s not that unusual for a larger health care system to sponsor programs like this because they have the resources. It’s a nice arrangement for the students and the health care system when facilities can provide the classroom time, real labs and clinical experience right there, without making the students ever leave.” PB Kayla Prasek Staff Writer, Prairie Business 701.780.1187 kprasek@prairiebusinessmagazine.com

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19

|PRAIRIE PEOPLE|

Roseth joins Mortenson Construction

Commissioning Solutions hires Rector

Ken Roseth

Ned Rector

Commissioning Solutions Inc. in Fargo, N.D., has hired Ned Rector as director of retro-commissioning.

Rector is a mechanical engineer with more than 30 years of building mechanical systems experience. He has worked on several high-profile mechanical projects and has been involved in many aspects of the mechanical engineering and mechanical construction business. His professional roles have included consulting engineer, mechanical contractor, heating, ventilation and air conditioning service manager and capital projects director.

Mortenson Construction in Fargo, N.D., has hired Ken Roseth as senior business development manager for its North Dakota operations. Roseth will be responsible for developing business and growing relationships for Mortenson across the state.

Before joining Mortenson Construction, Roseth held senior leadership positions in facilities management, including senior director of corporate services and facilities at Noridian Mutual Insurance Company/Blue Cross Blue Shield of North Dakota and vice president of support services and facilities management at Innovis Health (now Essentia Health) in Fargo.

Roseth received his bachelor’s degree in construction management from North Dakota State University and his master’s of business administration from the University of Mary in Bismarck, N.D.

Regional Health names chief nursing officer Wells Fargo names business banking manager for Bismarck, Minot

Laura Wightman

Laura Wightman has been named chief nursing officer of Rapid City, S.D.-based Regional Health. In this new position, Wightman will oversee nursing throughout the health system. She will work closely with market presidents, physician and nursing leadership in Regional Health’s hospitals, clinics, hospice, home care and senior care facilities. She will lead efforts in nursing leadership development, standardization of patient care and implementation of best practices throughout the health system.

Wightman comes to Regional Health from St. Agnes Medical Center in Fresno, Calif., where she was chief nursing officer.

Wightman previously worked as chief nursing officer for Mercy Hospital Grayling in Grayling, Mich. Her career in the Michigan marketplace included senior leadership roles as administrator of a surgical center, director of a heart and vascular service line, site director of perioperative services and clinical director of home care. Wightman earned a Doctor of Nursing Practice from Rush University in Chicago, Ill., and master’s and bachelor’s degrees in nursing from Grand Valley State University in Allendale, Mich. A Six Sigma green belt, she is board certified as a Nurse Executive Advanced and is a certified executive coach.

20

Prairie Business February 2016

Jeff Glas

Jeff Glas has been named business banking manager for Wells Fargo in Bismarck and Minot in North Dakota. In his new role, Glas leads a six-member business banking team and works with business customers to help meet their deposit, cash management and credit needs.

Glas began his Wells Fargo career in 2010 as a business banking trainee in Des Moines, Iowa. He then worked as a business relationship manager in Colorado before transferring to his most recent role, senior business relationship manager in Bismarck in 2013.

A Grand Forks, N.D., native, Glas has a bachelor’s degree in business management and a master’s degree in business administration, both from the University of North Dakota. He is an active community volunteer for the Bismarck Cancer Center and United Way.

Business Prairie

premier business magazine of the northern plains

, The culture of a workplace is what makes it great. It’s what lures and retains motivated, talented employees.

Prairie Business’ Corporate Communities is an outlet for companies to highlight what makes them an ideal place to work. Page through this special section to see what employers are doing to enhance their workplace culture. Don’t miss the Culture Q&As, full of advice and words of wisdom from the experts.

Happy, engaged employees who love their jobs do them well and that affects the bottom line. Prairie Business is pleased to shine a spotlight on successful culture initiatives.

TOGETHER, WE’LL SOAR.

BUILDING SYSTEMS CONSULTANTS

MISSION STATEMENT

To enrich the lives of our employees and exceed the expectations of our clients.

ONE VALUES

WE CARE | HONESTY | SERVICE | QUALITY | INNOVATION | GROWTH

Obermiller Nelson Engineering, Inc. (ONE) delivers success to our clients by providing professional, detailed Mechanical, Electrical and Civil design and coordination for building systems. Since 1992, our clients have received the full attention of professional, knowledgeable engineers through every phase of their project. Our Team Members provide the workforce and experience to accommodate several different project types. With licensed Mechanical Engineers, Electrical Engineers, Civil Engineers, Fire Protection Engineers (FPE), LEED Accredited Professionals and our Commissioning Services Professionals on staff, ONE strives to provide our clients with the highest quality of engineering services.

JOIN OUR TEAM! Go to obernel.com/careers or click the QR code to see all opportunities!

ALEXANDRIA

BISMARCK

Our new website is LIVE! www.obernel.com

FARGO

GRAND FORKS

MINNEAPOLIS

|CULTURE Q & A| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

Roger Krueger and John Krueger President and Vice President, GPBG Employer Advisers Bismarck, N.D.

H

ow can businesses effectively recruit and retain employees?

First, the business needs to find out and solidify “who they are” by revisiting — and updating if necessary — their mission statement, vision statement and core values or guiding principles. Once the business, and whomever is in charge of recruiting, has a solid, unified understanding of why the company exists, where it’s going and how it’s going to go about getting there, they can begin to focus on recruiting and retention.

When recruiting new employees, advertise for skillsets, knowledge and experience based upon your most recent assessments of those elements that people doing the jobs and their colleagues indicate are important. Don’t rely on historical and dated job requirements that might no longer be relevant.

When interviewing, search for behavior styles, core values and drivers and motivators that match those found in your corporate team culture or ones you seek to transition into that culture. There are excellent pre-employment testing instruments that are ADA compliant and extremely effective.

To retain employees, be clear and consistent in performance expectations, performance reviews, rewards and discipline. Never allow the tenure of an existing employee be a “get-out-of-consequence free card.” That will shut down or drive away your brightest and best recruits by crushing their passion for excellence in the face of what they perceive as company hypocrisy.

A

re certain benefits and programs, such as employee stock ownership, often factors in employees’ decisions to work for one company versus another?

Yes, benefits, or lack thereof, are often cited No. 1 or 2 by employees as the real reasons for leaving you.

Get creative with your benefits program and a little daring. Ask employees what benefits they’d like to have.

H

ow can companies become more inclusive and diverse?

If you are doing things the same way you were doing things five or 10 years ago, in today’s changing world, you are probably doing it wrong, or at least horridly ineffectively.

Immediately convene a meeting of the managerial and supervisory personnel and challenge them to replace the word “no” with the word “how” whenever they are engaged in conversations with employees, or for that matter, job applicants who are proposing new or different ideas for improving the culture or environment of the company.

Additionally, if companies want to become more inclusive and diverse, they need to make inclusion and diversity a goal or objective within their strategic plan. Once the decision to become more inclusive and diverse becomes a part of a company’s strategic plan, that goal or objective now becomes a priority, and with that status, gets the resources it will need to become a reality.

W

hat are some of the most effective measures employers can take to enhance workplace culture?

If employers want to enhance workplace culture, they need to make it a priority. They can make it a priority by making it a goal or objective within their strategic plan.

A good starting place would be to assign someone as a Culture Officer who will be in charge of living, sharing, teaching and implementing the company’s agreed upon culture to all employees. That is done through the company’s mission statement, vision statement and core values. The worst things a company can do is forget about its mission, vision and values, or never apply them.

W

hat are some of the most interesting or unique culture initiatives you have seen implemented?

Two come to mind. The first is a benefit plan called Learn More, Earn More. If you as an employee will invest in continuous learning in areas beneficial to you and the company, you will earn increases in your hourly compensation.

The second initiative involves engaging employees in a direct and meaningful manner that impacts the bottom line of profits of the company. The accounting department at the company had an estimated annual cost of 30 to 40 percent of the gross company revenue because of waste. The manager challenged the employees to find those practices causing the waste, propose solutions and receive 25 percent of the annual savings, regardless of the amount, when the solution is proven effective. Within 18 months, the waste factor dropped to less than 5 percent. Employees received more than $100,000 in cash payments .

Digi-Key Electronics started in 1972 with the intent of providing hobbyists with easy access to electronic components. From these humble beginnings, Digi-Key has grown into the 8th largest electronic component distributor in the world, consistently ranked as the #1 Most Preferred Distributor in independent surveys.

Based in the small town of Thief River Falls, Minnesota, employees enjoy world-class career opportunities, competitive compensation, and an outstanding benefits program. Additionally, through various outreach programs, Digi-Key is committed to making a positive impact in Thief River Falls and the surrounding communities.

1,100,000+ SQ. FEET

3,200,000 ORDERS PROCESSED ANNUALLY

Netherlands Nordic Region Eastern Europe

London

South Korea

OVER 3,300

Southern Europe Thief River Falls, MN

Munich Israel

Japan Shanghai Hong Kong

QUALITY EMPLOYEES

Headquarters Service Center Sales Office

50

16,000+ PACKAGES SHIPPED DAILY

MILLIONTH

PACKAGE $1.7+BILLION COMPANY-ENCOURAGED SHIPPED IN 2015

IN ANNUAL GLOBAL SALES VOLUNTEER OPPORTUNITIES

© 2016 Digi-Key Electronics. Digi-Key is an Equal Opportunity/Affirmative Action employer.

|CULTURE Q & A| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

Jason Sutheimer

President, Central Dakota Human Resource Association Bismarck, N.D.

H

ow can businesses effectively recruit and retain employees?

The key to effectively recruiting and retaining employees is to know your business, industry, market segments and work requirements. These factors will change the programs required to effectively recruit and retain employees.

Organizations need to start by researching these factors to know and understand what programs are being utilized to attract workers to similar jobs and markets. This will require organizations to conduct total compensation surveys, utilize labor market surveys (available at local Job Service offices), ensure they have an effective performance review process and conduct stay interviews with their employees. A stay interview will outline why an employee works for your organization, why they continue to work for your organization, what would cause them to leave your organization, what parts of their job they like and dislike, what they like or dislike about the benefits your organization offers, etc.

Once an organization knows this information, it can analyze what motivates the most productive employees. This information should then be used to develop more effective recruiting and retention programs to recruit and retain more productive employees.

A

re certain benefits and programs, such as employee stock ownership, often factors in employees’ decisions to work for one company versus another?

An organization’s benefits and programs are a key factor an applicant uses when making a decision in regard to applying for a position with an organization. The important thing to remember is every employee is different. Things such as age, gender, family status, culture, personality, career tenure and others can all affect what an employee is looking for in a benefits package. Despite these differences, an organization must ensure their benefits program does not discriminate on any of these factors.

Therefore, an organization must research which benefits are vital to recruiting and retaining a highly productive workforce.

H

ow can companies become more inclusive and diverse?

Diverse teams have been proven to outperform like teams in various studies.

Therefore, it is imperative for organizations to value and promote inclusion and diversity throughout their organization to maximize their profit and potential. There are many things an organization can do to increase the diversity of their workforce.

Things such as posting positions with diverse colleges and professional associations, advertising in publications with large diverse readership and recruiting outside of their normal venues are all very easy ways to increase the exposure the organization has with diverse applicants.

W

hat are some of the most effective measures employers can take to enhance workplace culture?

The culture of an organization starts with the organization’s executive management. Therefore, the top executive officer must outline the culture they want the organization to portray and hold all employees — regardless of position, performance, organization value, etc. — accountable for the culture.

W

hat are some of the most interesting or unique culture initiatives you have seen implemented?

One of the most interesting initiatives is work-life integration. Worklife balance initiatives have received a lot of attention over the past few years as employees have desired having time for both work and family.

However, the concept of work-life integration takes work-life balance one step further by integrating an individual’s life into their jobs. This is done through a variety of means such as allowing the employee’s family members to participate in wellness program activities, paying for family members’ travel and additional paid travel days when the employee attends conferences and training sessions out of state, allowing paid time for volunteering and charity activities and allowing employees to work whenever and wherever they prefer.

3020 Energy Drive � Dickinson, ND 58601 � �800� 932�8��0

M ore than rocks!

WHO WE ARE Fisher Industries is a �ami�y o� �usinesses that serves a�� as� �ects o� the aggregate industry� Whether its manu�acturing aggregate �rocessing equi�ment, mining and de�ivering ag� gregate �roducts, or the �na� ro��er �ass across �resh�y �aid as�ha�t, �e stand ready to tack�e the toughest �o�s� But �e are so much more than �ust rocks� We are a uni�ed team, �orking together to cement our ��ace in the industry� From accountants to �e�ders, �e em��oy over 1,000 �ro�essiona�s during our �eak seasons�

ANNUAL GOLF SCRAMBLE

WHAT WE OFFER In addition to �01�k� ��ans, com�any s�onsored term �i�e in� surance, and �ro�t sharing, Fisher Industries has esta��ished a variety o� �ene�t �rograms to enhance the �ives o� our em� ��oyees and their �ami�ies� Em��oyees have the o��ortunity to customi�e their �ene�ts to meet their individua� needs� We a�so re�ard years o� service �ith signi�cant insurance �remium discounts�

HOLIDAY PARTY

HARD WORK AND FUN TOO

FISHER FACTS Founded

By Gene Fisher 1952 Headquarters 3020 Energy Drive Dickinson, ND 58601

�What I �ove a�out �orking �or Fisher Industries is that even though they are s�read through� out many states, it sti�� �ee�s �ike a �ami�y� �hey genuine�y care a�out their em��oyees��

���ce �ocations in �ri�ona, �ontana, Nevada, Ne� �e�ico, North Dakota, South Dakota, and Wyoming

Business Prairie

Fisher Industries is: Fisher Sand � Grave� �om�any Genera� Stee� � Su���y �om�any Fisher Grading � E�cavation Fisher �eady �i� �ri�ona Dri��ing � B�asting Fisher Sand � Grave� � Ne� �e�ico, Inc� South�est �s�ha�t South�est �s�ha�t �aving

2015

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60TH ANNIVERSARY CELEBRATION

BEST

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Business Prairie

2014

�t Fisher Industries �e �ive u� to our motto: �We �ike the ���GH �o�s��, �ut �e a�so consider our em��oyees our most va�ua��e asset� �hat is �hy throughout the year �e s�onsor a variety o� events that �oth sho� our a��reciation �or �o�s �e�� done, and a�so give em��oyees a chance to un�ind and have �un� �hese events inc�ude: ho�iday �arties, em��oyee �uncheons, annua� go�� scram��es, com�any �icnics, mi�e� stone �arties and more�

BEST

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|CULTURE Q & A| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

Rikka Brandon

Founder, RikkaBrandon.com Moorhead, Minn.

H

ow can businesses effectively recruit and retain employees?

There are a million ways to recruit great people. It really depends on your market, the type of position you are hiring for and the realities of the position. But, in the interest of brevity, here are my ABCs of recruiting great people.

A is for Adaptable As a small business, you have much more freedom to accommodate the wants, needs and desires of your ideal hires than a large company does. Your ability to be flexible can be your greatest selling point.

B is for Brave If you simply post your job description online and hope someone good applies, you will almost always be disappointed. It’s much easier to connect with experienced, local talent than you think. I even created a free training on it. You can access it at www.rikkabrandon.com/network.

C is for Curious Ever been stuck talking to someone who only wanted to talk about themselves? It’s awful, right? By being curious, you not only learn more about potential hires, but they like you for it. Win-win.

Want to learn what D is? You can check out the video I made on the ABC’s of recruiting at www.RikkaBrandon.com/abc.

Want to retain great people? It’s not as simple as the ABCs, but it is as simple as ECR. ◆ Engage them. Get them excited about what you are doing. The more engaged and invested your employees are, the less likely they are to leave. ◆ Challenge them. The best employees want to be given the opportunity to stretch and grow. Give them opportunities to take on more, just make sure you’re setting them up for success. ◆ Reward them. Once they succeed, reward them. Money is always good, but time off or public praise can be nearly as effective.

A

re certain benefits and programs, such as employee stock ownership, often factors in employees’ decisions to work for one company versus another?

Yes, for most professional-level employees, they are considering the total value of their package when assessing an opportunity. According to a study by GlassDoor in 2014, the five biggest factors job seekers take into consideration before accepting a job offer are salary and compensation, career growth opportunities, work-life balance, location/commute and company culture and values.

H

ow can companies become more inclusive and diverse?

Step 1: Decide to.

Step 2: Watch the Ted talk “What does my headscarf mean to you” by Yassmin Abdel-Magied. This 14-minute talk should open eyes and hearts in your organization.

Step 3: Follow her advice. Seek out people who don’t fit your “usual hire” and start being amazed.

W

hat are some of the most effective measures employers can take to enhance workplace culture?

Listen to your staff. It doesn’t always have to be a big corporate initiative.

Sometimes it can be more one-on-one time with their manager or a more in-depth career progression plan; sometimes it’s as simple as chair massages on Wednesday.

Pay attention. If you pay attention, you will know when you are starting to lose someone or the team. Then address it. Sometimes simply asking the question, “What’s going on?” can be your most effective retention tool.

Get rid of toxic people. These difficult employees are bringing everyone down, and as a leader, you need to address it. Does the thought of addressing their behavior stress you out? No problem. I created a free training to help. You can check it out at www.RikkaBrandon.com/toxic.

W

hat are some of the most interesting or unique culture initiatives you have seen implemented?

The Atlassian CEO talked about putting a simple iPad on a stand with three choices for employees leaving work — the first was a smiley face, the second was a neutral face and the third one was a middle finger. Simple, but wildly effective, for taking a daily pulse of your team.

I think the Results — Only Work Environment initiative is about the coolest system I’ve ever seen to give employees the freedom of entrepreneurs. You can learn more at www.gorowe.com.

Become part of a

Family Business Kip and Marshall Moore founded Moore Engineering in 1960. Today, every employee is an owner. And we’re still a family business.

We do what all good families do. Hold each other accountable.

Reward success and achievement. Give back to the community.

And our work is challenging and impactful to the region. Partnering with our clients, we help protect economic opportunity through flood control, help commerce flow through efficient transportation routes and help sustain communities by revitalizing infrastructure.

We hope you consider joining us. Moore Engineering is a great place to grow.

100% employee-owned Profit sharing Support for community involvement Challenging, rewarding work Locations across the region ND: MN:

Bismarck · Minot · West Fargo Fergus Falls

Competitive benefits package

mooreengineeringinc.com/careers · 701.282.4692

Angela - Process Tech II - Drayton, ND

I wish more women knew about the advantages of working here. Great pay and benefits, flexible schedules, and a lot of opportunity to work your way up.

Join a thriving company with a strong heritage.

American Crystal Sugar Company has nearly 1,800 employees, working at 5 factory locations in the Red River Valley. A farmer-owned cooperative since 1974, American Crystal has the dedication of its growers and the strength of its employees to make it the premier beet sugar company in the country.

View our current job openings and apply online at crystalsugar.com Like us on Facebook and follow us on LinkedIn to read great stories and see our announcements.

We are an Equal Opportunity Employer

|CULTURE Q & A| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

Tamara Anderson

Vice President, Dale Carnegie Business Group of North Dakota Fargo, N.D.

H

ow can businesses effectively recruit and retain employees?

There are two ways to source talent. One is to develop it from within the organization. The other is to recruit and select talent from outside the organization. One important recruiting asset we often overlook is our own employees. These individuals have the qualities and characteristics you’re looking for. They know the organization, its values and its culture. The most direct way they can impact is through candidate referrals. One common mistake we see among organizations is that once they’ve recruited the employee, they assume the job is done.

We need to be constantly re-recruiting our employees in order to keep them engaged and win their mind, heart, body and soul.

There are three key factors that drive employee engagement and retention, according to employee engagement research conducted by Dale Carnegie Training: satisfaction with their immediate manager, pride in the organization and belief in senior leadership. The most critical on that list is a manager’s ability to build strong relationships with employees, build strong team interactions and lead in a person-centered way that creates an engaging environment where employees can perform at their best.

A

re certain benefits and programs, such as employee stock ownership, often factors in employees’ decisions to work for one company versus another?

More and more, employees are looking for the right fit. While it’s important for organizations to have competitive benefit packages that include health care, vacation time, pay raise, performance bonus and 401k match, it’s equally important that prospective employees connect with the employer brand.

H

ow can companies become more inclusive and diverse?

By 2020, 46 percent of the workforce will be made up of millennials. By 2025, they’ll make up 75 percent of the workforce. If organizations don’t understand and start including and engaging millennials now, we’ll have a major engagement crisis on our hands in just a few short years. And that’s not only about figuring out what makes millennials do their best work, but also how to deal with the friction that exists between millennials and older generations.

W •

hat are some of the most effective measures employers can take to enhance workplace culture?

Millennials want to be able to do the work they were hired to do with a certain degree of autonomy. Help should be available and ready when needed. For smaller organizations, peer-to-peer mentoring can help millennials feel supported not micromanaged. In larger organizations, regular training and new opportunities can help maintain that sense of opportunity and challenge that millennials crave.

When executives clearly define company goals and every employee bases his or her goals off of these, employees will feel part of something bigger than themselves, and engagement increases. One way to accomplish this may simply be to check in with employees formally (company retreats or periodic reviews) or informally (stop by an employee’s desk once a week or as time allows.

Realize that what motivates millennials may not motivate other generations.

Employees of all ages should be seen as people as well as producers. Not only will they feel valued and want to do their best, but you’ll be able to find out what matters to them, no matter what industry, size of company or age group you’re managing.

• •

W •

hat are some of the most interesting or unique culture initiatives you have seen implemented?

Game rooms — what appeals to techies? Games. Game rooms with traditional games like foosball and air hockey but also arcade games. Employers want their employees to have fun, which raises commitment and creativity levels, and they bring people together who might not normally interact on a daily basis.

Collaborative work spaces — we work with companies who have a workspace designed a bit like your own home. Employee desks are arranged in pods where the walls between are low enough that they can see each other. The space includes a kitchen area with food options and seating. There are chairs and couches around a small fireplace. There are small side conference rooms when privacy is needed for a conference call or meeting. But, all in all, the space feels much more like one big family.

Culture clubs — These are emerging in organizations that are really committed to make culture a priority. Culture clubs focus on building a stronger culture throughout their organization by championing efforts to improve the overall organization.

•

•

001364956r1

Now Hiring in Jamestown, North Dakota Join our Crew and Watch Your Career Soar!

• Engineers: Mechanical • Engineers: Electrical • Engineers: Aerospace

• Great Pay & (Sign–on Bonuses) • Great Benefit Packages • Great Career Growth Plans • Great Community Involvement • A Great Place to Work!

001367881r1

UTC Aerospace Systems – On The Move You Bring the Brain and We Will Train!

WWW.utc.com/careers

Our power is our people.

The people at Minnkota Power Cooperative don’t just deliver electricity – they bring a better quality of life to residents in eastern North Dakota and northwestern Minnesota.

For the last 75 years, the dedication and ingenuity of Minnkota’s employees have been energizing homes, farms, schools and businesses. And the future is bright. New employees are needed to power our growing local economies and the technological advancements that are changing the way we view the world. Needless to say, when you work at Minnkota, you have an important job in an industry that will last.

Minnkota employs 380 people consisting of engineers, electrical line workers, power plant personnel, electricians, accountants and many other positions needed to manage our unique business. Corporate headquarters are located in Grand Forks, N.D. The primary source of electric generation is the Milton R. Young Station, a power plant located 35 miles northwest of Bismarck, N.D. If you’re looking for a rewarding career that offers great pay, benefits and advancement opportunities, we invite you to visit www.minnkota.com and click on the employment tab.

| PRAIRIE PEOPLE|

Sanford Health names new leader of Imagenetics research program

AE2S hires marketing coordinator Kris Benson

Cornelius Boerkoel

Dr. Cornelius Boerkoel is joining Sanford Health as the executive director of the Sanford Imagenetics Research Center on Genomic and Molecular Medicine in Sioux Falls, S.D. Boerkoel will use his more than 30 years of research and clinical expertise to investigate new ways of expanding Sanford Imagenetics through development of genetic and genomic medicine tools for primary care medical practice at Sanford Health.

Boerkoel most recently served as a staff clinician and directed the translational laboratory at the National Institutes of Health Undiagnosed Diseases Program. He is also a co-founder of the Rare Disease Foundation.

Boerkoel received his M.D. and Ph.D. from Case Western Reserve University School of Medicine in Cleveland, Ohio, and completed his residency at the University of Washington in Seattle. He also completed a fellowship in clinical genetics at The Hospital for Sick Children of Toronto, Ontario.

Advanced Engineering and Environmental Services Inc. (AE2S) has hired Kris Benson as a proposal and marketing coordinator in the firm’s Fargo, N.D., office. She is working on proposals, conference and event planning, sponsorships, graphic design and assisting with various other marketing initiatives.

Before joining AE2S, she was an inside sales manager at Jacobs Engineering in Oakland, Calif., where she helped develop and advance client relationships, created opportunity-specific proposals, coordinated proposal production, provided graphic design and desktop publishing services, edited copy and organized meetings.

Originally from Fargo, Benson holds a Bachelor of Arts degree in English with an emphasis in Writing from Minnesota State University in Moorhead.

Bismarck State names vice president of advancement

TSP names new CEO

Kari Knudson Jared Nesje

Architect Jared Nesje has been hired as CEO of TSP in Sioux Falls, S.D. Nesje, a principal and senior architect with the group, previously guided TSP design teams as a project manager and discipline lead. Nesje is only the fifth CEO to lead the firm, and the first architect in the position since Harold T. Spitznagel founded the company in June 1930.

Nesje is a North Dakota State University graduate and a Sioux Falls native, who’s lived in his hometown nearly all his life. He set his career course at age 8 and worked as a blueprint gofer at a design firm during high school.

Kari Knudson has been named Bismarck (N.D.) State College vice president of college advancement and interim executive director of the BSC Foundation.

Knudson joined BSC in 2007 as vice president of the National Energy Center of Excellence. She led BSC’s 12 national energy programs, the Great Plains Energy Corridor and the Training for Regional Energy in North Dakota Consortium grants worth $24.5 million from the Department of Labor.

Before joining BSC, Knudson acquired 17 years of domestic and international experience in the oil and gas and utility industries. She was vice president of finance and administration with Centennial Energy Resources, a subsidiary of MDU Resources Group Inc., and held several analytical and financial leadership positions with Conoco and ConocoPhillips from 1990 to 2003.

www.prairiebizmag.com

21

|BUSINESS INSIDER|

Patient-Focused Regional Health’s new chief operating officer weighs patient needs in all decisions

BY KAYLA PRASEK

Paulette Davidson, Regional Health chief operating officer, discusses a chart with a nurse at the health care center.

IMAGE: REGIONAL HEALTH/KEVIN EILBECK PHOTOGRAPHY

22

Prairie Business February 2016

A

s Paulette Davidson settles into her new role as chief operating officer of Regional Health, a Rapid City, S.D.-based health care system, her focus is on the organization’s future expansion plans in an ever-changing health care landscape.

Davidson’s career in health care started when she was still in high school working in housekeeping at a hospital. She says she quickly learned how things work in a hospital setting. “There was something about the environment that I liked.” While earning her Bachelor of Science in Business Administration from the University of Wisconsin, Davidson continued working in health care, including in positions as a patient financial services file clerk, admitting counselor and switchboard operator. “I was doing everything I could to learn about a health care organization,” she says.

Davidson’s first job out of college was as an assistant in a clinic business office, where she eventually became business manager.

Davidson then took on leadership roles at Cancer Treatment Centers of America in Zion, Ill., and Midwestern Regional Medical Center in Zion. She has also served as chief operating officer and vice president of hospital operations at Indiana University Health Goshen Hospital in Goshen and CEO of Nebraska Medicine’s Bellevue Medical Center in Bellevue.

| BUSINESS INSIDER| Davidson came to Regional Health from Nebraska Medicine in Omaha, where she was chief human capital and patient experience officer. “The opportunity (in this position) is what led me here,” Davidson says. “I came from a much larger organization, but this offers something more unique. We provide patient care in a wide range of settings, and we’re able to care for a patient on the whole continuum. Because of that, it’s important we provide great, low-cost care.”

As chief operating officer, Davidson says her focus is to “ensure our teams are moving in the same direction to meet the priorities our organization has set.” It also includes “identifying which services we’re providing in each community we’re in and which services we aren’t providing. Over the next 12 months, we will see what our expansion plans will be. We’ll be seeing some of the largest building projects for the organization in years.”

Davidson is working on solidifying Regional Health’s expansion plans and is seeking community involvement and input to ensure each project will be the right fit for the organization. “We want to provide convenient, accessible, high-quality facilities for our patients,” Davidson says. “At the same time, we need to address what is happening, in terms of health care and growth, in our communities. We’re also working on developing immediate and acute care settings so our patients don’t have to go to the emergency room after hours and can receive better, lower-cost care.”

The building projects will bring an additional challenge for Davidson — hiring new physicians and nurses. “We are the largest employer in the region and have extremely talented caregivers, but we know we’ll need to grow, which can be difficult in a rural area,” Davidson says. “We need a diverse group of caregivers, and we will need to invest in our people, while also attracting people who want to be part of something bigger than themselves.”

She says the health care industry as a whole is in a “transformational” stage. “I’ve been in a leadership role for 30 years. Health care is always in constant change, but new technology, new treatments and health care reform are all driving more change than we’ve ever seen. It’s a great thing, but it can be difficult to provide high-quality, low-cost health care.”

In the end, Davidson says the “patient is at the center of everything we do,” something she also advises other health care organizations and professionals to keep in mind.

“We keep the patient’s voice at the center of all decisions, and we’re using that to help plan our buildings and programs. We’re focused on removing waste and redundancies, improving safety and wellness and preventing illness, which is what many systems are trying to accomplish.” PB Kayla Prasek Staff Writer, Prairie Business 701.780.1187 kprasek@prairiebusinessmagazine.com

Paulette Davidson, Regional Health chief operating officer.

IMAGE: REGIONAL HEALTH/KEVIN EILBECK PHOTOGRAPHY

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CULTURE CULTURE CULTURE C | | CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE

North Dakota State University alumni from EAPC’s Fargo office celebrate the Bison’s fourth national championship win in 2015. IMAGE: EAPC

The Bobcat Acceleration Center in Bismarck, N.D., features a variety of work spaces, including open, non-permanent seating to promote “random collisions” for employees, sparking collaboration among those who would not typically work together. IMAGE: TWO RIVERS MARKETING

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ULTURE CULTURE CULTURE| CU | E CULTURE CULTURE CULTURE ULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE ULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE ULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE ULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE Fostering Fun ULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE ULTURE M CULTURE CULTURE CU E CULTURE CULTURE CULTURE ULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE ULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE CULTURE

Eide Bailly staff in Fargo, N.D., get into the spirit of Halloween. IMAGE: EIDE BAILLY

Companies emphasize workplace culture to keep employees happy and committed to excellence

BY KAYLA PRASEK

att Sagaser describes Bobcat as a “traditional innovative company” with innovative culture. But when the Fargo, N.D.-based equipment manufacturer started designing the Bobcat Acceleration Center in Bismarck, N.D., in 2012, Sagaser, the center’s director, says it “became apparent we needed to redesign our culture because we were very traditional and not a very inspiring workplace.”

Moving away from a workplace where “employees felt they always had to be in their cubicles,” Sagaser decided this new facility would have no offices for managers and directors and would be open and collaborative. The Acceleration Center has no assigned seating and has an open environment filled with natural light and modern furniture. When Sagaser presented the design to his employees, “people were angry and upset about it, but we told them to be OK with being uncomfortable. It was a risk for us, but this was the first time we really invested in our people. We knew we were doing this for the future of the company.”

‘Who we are’

Each company defines its own culture, whether it’s based on fun activities, volunteer work or collaboration. At JLG Architects, “culture is really who we are,” says Amanda Kosior, director of marketing for JLG. “All the work we do is a result of culture. Our motto is ‘design for life’ and everything we do fits into that.” Chief Operating Officer Michelle Allen says JLG “endeavors to be the firm of choice for top talent.” Kosior says culture needs to be built every day. “It’s not a checklist. It really is values-based. If you don’t understand the bigger ‘why,’ it’s hard to have strong culture.”

At EAPC Architects Engineers, headquartered in Grand Forks, N.D., culture is centered around communication, collaboration and celebration. “We’ve worked hard to have effective, solid communication, both externally and internally,” says Lori Bakken, director of marketing. “We also focus on collaborating not just with our other offices but also with each other on projects. And for

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CULTURE CULTURE CULTURE C | | CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE C CULTURE CULTURE CULTURE CULTURE

celebration, we make sure we don’t forget that we’ve worked hard to recognize that hard work.”

At Eide Bailly, headquartered in Fargo, culture revolves around three key elements — work-life balance, enjoy your job and have fun. “It’s the way we do business,” says Liz Stabenow, director of communication. “We live it and breathe it. We try to instill a good work-life balance. We’re more than an accounting firm.”

Karin Rudd, director of communication and development for Fargo-based Gate City Bank, says the company’s culture “goes down to our employees. They make it, because you can’t force it. We listen to our employees to learn what inspires them.”

Building Culture

A large element in how JLG built its culture is the young development practice group. “We created the group to help grow our company into a legacy company,” Allen says. “Because we have multiple offices, there were micro-cultures, so we took back our culture so the graduates right out of school are connected and speak the same language. We are one company and are all on the same page.”

To get to that point, JLG also had to build its culture from the top down and bottom up, Allen says. “It’s hard to set a vision with-

out leadership, but it also takes a grassroots effort to grasp onto that vision and help it grow. Our employees have the ability to empower themselves.” Kosior says it’s important to “keep that small firm, one location mentality, no matter the size of the company.”

The backbone of EAPC’s culture has been internal communication, says Chief Operations Officer Wayne Dietrich. “That communication is very important to the people working on the projects. We’re not specialized in any one type of project, so we can reach out across offices to bring our best to the table.” Bakken says that helps foster the culture “that everyone feels like they’re empowered.” Rick Sandwick, director of human resources, says culture starts at the top, and EAPC’s partners have led the charge on the company’s culture.

As the company has opened new offices, it has worked hard to bring the same culture into each one, Dietrich says. “There used to be a lot more after-hours socializing, so that was how you spent time with your coworkers. Things have changed, so fun activities at work are the new way of socializing.”

Flexibility is the key to Eide Bailly’s culture, says Lisa Fitzgerald, human resources director. “If you manage your workload and communicate with your supervisor, you can leave to go to your child’s

EAPC employees in the Bemidji, Minn., office participate in the annual ugly sweater contest. IMAGE: EAPC

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CULTURE CULTURE CULTURE| CU | E CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU E CULTURE CULTURE CULTURE CULTURE

EAPC staff work on a team-building exercise testing which duo could build the tallest structure in 10 minutes at the company’s Fargo, N.D., office. IMAGE: EAPC

soccer game or wherever you need to be. I have never felt guilty about leaving work for something like that, which is a testament to the culture here.”

Building relationships with all employees in a collaborative, transparent work environment has been a key in building Gate City Bank’s culture, says Amy Durbin, marketing manager. “Culture is important because if employees are happy, then the customers are happy,” Rudd says.

When the Bobcat Acceleration Center opened in August 2014, Sagaser and his team focused on encouraging the open collaborative environment and developing a theme of “going where the work is,” he says. “With unassigned seating, the point is to be able to move around and be more effective with your team. We designed an environment and built a culture to go with it. We gave back flexibility to our employees,” Sagaser says. The Acceleration Center houses 38 meeting rooms, half of which are not allowed to be reserved and are open to anyone to use, with reasonable rules to govern them.

Part of the office is a quiet area, which seats about 40. The area has no rules, but its occupants must be quiet. Sagaser says it’s “another option” and allows employees to go where the work is. There are also a variety of tables and chairs placed throughout the facility because “80 percent of all innovation comes from chance encounters,” Sagaser says. “We’ve designed it so those conversations can continue.”

EAPC’s Bismarck, N.D., office hosts a chili cook-off each year. IMAGE: EAPC

Beyond Work

Kosior says JLG also makes sure its employees have fun together and have opportunities to engage beyond work. “This is a mainstay for us as we grow. We try to empower our staff. If they want to do something, we’ll make it happen. We don’t want anyone to feel like their ideas aren’t valued.”

JLG organizes JLG Rocks, a community concert, each year in Grand Forks, and each location has a culture committee to plan fun events for employees. JLG Gives Back is also important to the company’s culture, as it gives employees the chance to help the communities behind their work, Kosior says.

Community involvement and volunteerism are also important at EAPC, where employees are allowed to volunteer during work hours. Each October, the company does Beardtober, a competition to see who can

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CULTURE CULTURE CULTURE CU | | CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU CULTURE CULTURE CULTURE CULTURE CULTURE CULTURE CU CULTURE CULTURE CULTURE CULTURE

grow the best beard that ultimately benefits a charitable organization in one of the company’s locations. The company also holds a contest to design artwork for the company Christmas card, which allows both employees and their children to get involved.

“There needs to be a balance at work,” Bakken says. “These things we do aren’t big things and they don’t take a lot of time, but the conversations you have while participating help you get to know everyone better, which adds up to working together better.”

During the busy tax season, Eide Bailly holds “lighten up” parties and a 10-key calculator challenge. The company also hosts a golf outing each year, as well as a holiday social featuring Santa and a Halloween party where employees’ children can go trick-ortreating. The company also has a women’s initiative and several recognition programs. Eide Bailly allows each team to have a volunteer day each year, but individuals are also able to take time out of their day to give back. The company is also working on a matching gift policy, and promotes wellness through monetary rewards for healthy activities.

Gate City Bank has weekly “fun days” with various themes that usually involve dressing up. “We want a place with an open, inviting culture, so we try to make it fun for everyone,” Durbin says. The company also holds leadership programs and focuses on

volunteering during work hours. “We want to make this a place people want to come to,” Rudd says.

The Bobcat Acceleration Center features six kitchenettes throughout the facility as well as a gaming area. Sagaser says he makes a point of taking a break in the gaming area each day so his employees know he wants them to use it. “We want them to keep work at work, but we also want them to utilize our vitality areas so they don’t get burned out on a project. Sometimes stepping back and taking a break is what you need to spur a new development.”

The facility itself is a campus, with the office right next to an indoor lab, where employees can test their prototypes, and an indoor driving arena, where employees can test-drive products, as can customers. “The goal is to accelerate development, so they can design something in the office and head straight to the lab to design a mockup of the product,” Sagaser says. Since opening, the Acceleration Center has seen zero turnover and hired an additional 51 employees. “When we opened, we didn’t know what was going to happen, but it worked because our employees are happier and free to go about their business,” Sagaser says. PB Kayla Prasek Staff Writer, Prairie Business 701.780.1187 kprasek@prairiebusinessmagazine.com

ABOVE: Eide Bailly staff compete in the 10-key challenge as part of a “lighten up” party during the 2015 tax season. IMAGE: EIDE BAILLY

LEFT: The Bobcat Acceleration Center in Bismarck, N.D., features a variety of employee amenities, including treadmill workstations, which Stacey Breuer, human resources manager for Bobcat Co. and Doosan, is using here. IMAGE: TWO RIVERS MARKETING

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Prairie Prairie Business Business February February 2016 2016

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|HUMAN RESOURCES|

An employee of Dakota Gasification Co., a subsidiary of Basin Electric Power Cooperative, conducts an ammonia emergency drill, part of the safety and training Basin emphasizes to its employees. IMAGE: BASIN ELECTRIC POWER COOPERATIVE

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| HUMAN RESOURCES|

The Staffing Struggle

The widespread shortage of candidates for open jobs pushes companies to get creative with recruiting and retaining workers

BY LISA GIBSON

I

n the past five years, more than 850 Basin Electric employees have transitioned out of the company. Diane Paul, senior vice president of human resources for the Bismarck, N.D.-based power cooperative, says that number is high compared with previous years. Most of those employees are retirees, Paul says, as Basin has been blessed with people who start and end their careers with the co-op. Those past five years have marked what Mary Miller, director of communications and creative services, calls the retirement bubble.

“It’s a good problem to have that our employees spend their entire career with Basin, but we certainly had their shoes to fill after they retired,” Miller says.

Basin isn’t the only company with shoes to fill. A workforce shortage plagues many industries in the Upper Midwest, and across the country. Companies are struggling to fill open positions and many have been forced to evolve and make adjustments to their recruiting, hiring and managing processes.

“It pushed us to reimagine how we do business in human resources at Basin Electric,” Paul says.

Burkett says. Establishing relationships with colleges and universities allows Sanford to identify the best talent in those programs and offer perks such as loan forgiveness to new hires who commit to a career at Sanford after graduation, he says.

Paul says identifying good talent is a main reason Basin reaches out to academic institutions to recruit employees, too. “Basin Electric always tries to employ the best in the workforce,” she says.

The partnerships with schools also allow Basin to recruit interns

Supply and Demand Sanford Health is struggling with a workforce shortage that spans its entire region of North Dakota, South Dakota, Minnesota and parts of Iowa and Montana, says Evan Burkett, chief human capital officer and vice president of human resources for Sanford.

Despite the fact that the nursing shortage has made the news lately, Sanford is working hard to recruit people for all sectors, including housekeeping, food service and security, among others.

“It’s always a supply and demand issue,” Burkett says. The workforce is aging and that puts a strain on health care institutions like Sanford to not only fill those open positions, but provide health care to an aging population, he adds. “We’re seeing an unsettling trend of declines in people applying for jobs.”

Sanford is building a new medical center in Fargo, N.D., that will need 300 to 500 new employees in all sectors when it’s ready to accept patients in 2017. The company recently implemented a hiring bonus initiative to attract nurses to Fargo. “The fact that it ran in Fargo probably gives you some indication that’s where we’re having some material shortages issues or ability to recruit,” Burkett says. “To be honest, we were disappointed in the response, but I think that gets directly to the issues of the shortage that exists.”

Like many employers, Sanford has made itself available at career fairs, made internships available for young people, used social media and partnered with academic institutions to lure qualified employees. “That’s a very important part of our workforce strategy,”

Basin Electric’s on-staff physician Tom Kaspari meets with employee Linda Binstock. IMAGE: BASIN ELECTRIC POWER COOPERATIVE

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|HUMAN RESOURCES|

Basin Electric recruiter Heather Schlenker works with a new hire for the company. IMAGE: BASIN ELECTRIC POWER COOPERATIVE

who could become full-time employees. “We have a very strong internship program.”

Basin also implements a grade-based education reimbursement program that can cover further training for new employees. “And it also will strengthen our succession planning so we have people in place.” Paul says these and other programs have played a role in Basin’s growing success in recruiting new employees.

American Crystal Sugar Co. has seen some success in recruiting from relying heavily on referral of new employees from existing ones, says Jill Rotert, recruiting and development manager for American Crystal’s human resources department. The program offers financial compensation for any current employee who refers a qualified new candidate who is hired by the sugar beet cooperative.

The cooperative also pushes radio ads and billboards to lure new workers. “We try to be creative in our advertising approach,” Rotert says.

Both Basin and American Crystal put an emphasis on training new employees, as well as existing employees who want to climb the ladder. “When it comes to training, I think that we do a really good job of bringing in our employees and working to give them the opportunity to learn as much as they can about our business so that they can continue to expand and grow,” Rotert says.

American Crystal feels the workforce crunch particularly in the rural areas where it has sugar beet processing factories. The company has factories in East Grand Forks, Minn., Moorhead, Minn., Crookston, Minn., Drayton, N.D., and Hillsboro, N.D. “There’s just not a large number of people that are looking for a job, or who aren’t already working for us.” American Crystal started a busing service from Fargo to the Hillsboro factory for its employees that has helped

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recruit workers for that location, but others still suffer, Rotert says.

“Crookston has a lot of competitive companies trying to grab that same individual.”

Rotert says she doesn’t think the union contract disputes and employee lockout a few years ago have affected American Crystal’s ability to recruit and hire good workers. Some employees retired or chose not to come back after the lockout, so more positions were left open, but the recruitment hurdle just comes down to supply and demand, she says.

Skilled Workforce Rotert says the most difficult positions to fill at American Crystal are those that require highly skilled or certified applicants. That includes certified electricians, mechanics, candidates with a boiler’s license, welders and more. Phil Davis, Job Service North Dakota western area director and Bismarck office manager, agrees.

Job Service helps connect job seekers with employers looking to hire and Davis says skilled positions are without a doubt the hardest to fill. He says Job Service always sees a shortage of truck drivers, welders, engineers, nurses and any position in health care, sales, office administrative support positions, etc.

The Job Service North Dakota website (www.jobsnd.com) lists all open positions with companies of 25 or more employees across North Dakota. At the end of December, that was 13,524. It also serves as a resource for employers, as it houses resumés of its members who are actively looking for jobs. In the middle of January, the site had 9,540 active resumés on file, Davis says. “These employers that are looking for an employee can go to our website and mine those resources,” he says.

| HUMAN RESOURCES| Three months ago, the Job Service office in Bismarck observed fewer people applying for jobs, indicating the shortage of qualified workers, but that has changed. “Right now, what we’re seeing in our office are a lot of people on unemployment,” Davis says. It’s a normal transition that happens each year with the layoffs of seasonal employees, he says. But the oil downturn that began in February and March of last year has had its impact, as well. “We’re seeing a lot of those guys finally getting laid off,” he says.

Some of those workers have transferrable skills that can be used on construction crews and in other labor sectors, but with seasonal layoffs in those industries, they have limited options, Davis explains.

But while skilled workers can be the most difficult to find, other sectors with entry level jobs such as food service, retail, hotels and hospitality also are feeling the pinch. “There’s a big shortage of those types of workers, too,” he says.

Silver Benefits Bullet

As Alerus has gone through mergers and acquisitions, such as the recent acquisition of Alliance Benefit Group, it has worked hard to retain the employees in those added companies, Wasvick says.

“Whenever we do any acquisitions, we approach it like a partnership,” says Missy Keney, corporate communications manager. New employees are sometimes offered cash bonuses to maintain retention, and communication is crucial, Wasvick, Keney and Kerzmann agree. “We make it a point to be onsite during or shortly after that announcement is made,” Kerzmann says, adding a company merger or acquisition can be a traumatic process for employees if it’s not done properly.

Paul says Basin Electric puts an emphasis on communication among its ranks, also. Board meetings are live-streamed to employees, allowing for questions and any changes are communicated to staff immediately, she says.

Keeping staff in the loop is one of many key aspects of a strong culture that can make or break a company’s success in recruiting, hiring and retaining good people. Paul says new employees are oriented and welcomed into Basin’s family immediately.

“We teach them about our culture and our history and about what working at Basin electric means to our employees that are already here.” PB

Burkett, from Sanford, says benefits can be a factor in an employee’s choice to work for one company over another, but there is no chief perk that would guarantee an influx of new employees.

“I wish there were a silver bullet in the benefits menu to put in place that would make all the difference,” he says. Generally, a company that offers standard benefits is in the ballpark and a viable competitor for Lisa Gibson workers, he adds.

Editor, Prairie Business Alerus, a financial institution based in Grand Forks, N.D., 701.787.6753 lgibson@prairiebusinessmagazine.com prides itself on the benefits and perks it offers its employees and their families. Alerus picks up 75 percent of health insurance premiums for its employees, as well as their spouses and dependents, which Teresa Wasvick, director of human resources, says is on the “high end” of what companies generally offer.

The company introduced a paternity leave program this year for new fathers, and also has flexible time off for maternity and bereavement. Alerus’ benefits programs also assist employees in stressful times such as buying a home. Employees can donate unused paid time off to their coworkers who might need it more than they do, or contribute to the Small Miracles are Reached Together Fund, which provides monetary support for staff members going through unexpected costs such as medical expenses or recovery from a flood, fire or storm. “We can help each other out,” says Jon Kerzmann, employee relations manager. Wasvick says, “It’s really helping neighbors and employees. We’ve given away thousands of dollars to employees.”

Alerus also offers robust training and an employee stock ownership plan, which Wasvick says is “always a great way to Transmission System Maintenance employees at Basin Electric receive hotline training. reward employees.”

IMAGE: BASIN ELECTRIC POWER COOPERATIVE

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|CONSTRUCTION CORNER|

From the Ground Up

Minnkota Power is building an entirely new Grand Forks, N.D., campus

BY KAYLA PRASEK

W

Minnkota Power Cooperative in Grand Forks, N.D., will open a new campus in fall 2017. The rendering shows what it will look like. IMAGE: EAPC

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hen Minnkota Power Cooperative Inc. opens its new campus in Grand Forks, N.D., it will bring all of the company’s Grand Forks employees and equipment under one roof while providing much-needed storage, training and office space.

“The new facility will allow employees to work from a single location with more efficiency and will meet increased security and compliance obligations,” says Kevin Fee, communications supervisor for Minnkota.

Minnkota staff and board members started working with EAPC Architects Engineers of Grand Forks in September 2013 to determine Minnkota’s future infrastructure needs, and ultimately decided investing in a renovation didn’t make sense, Fee says. It was the organization’s first master plan since 1978, and the existing campus has facilities dating back to the 1940s, says Wayne Dietrich, EAPC chief operations officer and principal architect for the project. The newest building was built in 1994. “When we started this process, we probably wouldn’t have thought we’d end up designing a whole new campus, but the existing facilities were fairly old and undersized. It also lacked the large equipment storage space they needed,” Dietrich says.

| CONSTRUCTION CORNER|

The existing Minnkota Power Cooperative headquarters in Grand Forks, N.D. IMAGE: MINNKOTA

Construction on the new campus, designed by EAPC and led

by Grand Forks-based ICS Inc., started in fall 2015 and is projected to be complete by fall 2017. The main building will feature a two-story 78,000-square-foot corporate office, 58,000-square-foot electrical operations facility and 28,000-square-foot warehouse.

The 89,000-square-foot large equipment and maintenance facility will be a separate building. All facilities have been designed to allow for future expansion.

The facilities, including the office building, will be built completely of precast concrete, which Dietrich says was the “most economical but durable” option. The office building is designed in a prairie style, with natural brick color, a large metal roof and overhangs on the exterior, while the interior features an atrium through the center, tying the public and employee entrances together. The design also focuses on natural light and collaborative spaces, Dietrich says. “The spaces are meant to be collaborative but still functional and flexible. We’ve planned for future staffing growth.”

The office building will also feature a 10,000-square-foot conference center that can be split into three smaller conference rooms. The second level of the office building will have a dedicated boardroom.

“We really tried to meet all of their office needs,” Dietrich says. “There will also be a lot of dedicated training space, as they were very short of that type of space on the current site.”

The utility buildings will boast the look of the office building, for consistency, Dietrich says. “Sometimes on a campus like this, you’ll have a beautiful office building and the rest of the buildings will have been done cheaply and don’t match,” he says. “We wanted one continuous look that was still cost effective.”

Dietrich says the scale of the project alone makes it unique for the region, along with its 646-well geothermal system. In addition to the facilities, which total about 29.5 acres, the site will have an 11.3-acre secure storage area. An additional 13.1 acres are available to expand the storage yard in the future.

Footings and foundations have been erected for the large equipment and maintenance building, warehouse and electrical operations facility. All of the utilities are also in the ground and protected for winter. Precast will start at the end of January. PB Kayla Prasek Staff Writer, Prairie Business 701.780.1187 kprasek@prairiebusinessmagazine.com

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|BY THE NUMBERS|

| SPONSORED BY

|

Oil Producing

Wells

Oct ‘15

+1,271

Oct ‘14

Average Daily

Production (barrels)

13,174 11,903

Permits

1,168,950 Oct ‘14 1,187,206

-18,256

Average Rig

Total

Oct ‘15

153 Oct ‘14 329

-176

All time monthly high:

All time monthly high:

All time monthly high:

13,031, Oct. 2015

1,227,483, Dec. 2014

370, Oct. 2012

Price

Gas

Oct ‘15

per barrel

-$34.57

Oct ‘15

(MCF/day)

$34.37 Oct ‘14 $68.94

+215,435

Gas

1,645,594 Oct ‘14 1,430,159

(% Flared)

- 11%

Count

Oct ‘15

All time monthly high: 218, May 2012

Coal

(Thousand Short Tons)

14% Oct ‘14 25%

All time monthly high:

All time monthly high:

$136.29, July 2008

1,660,184, July 2015

36%, Sept. 2011

65 Oct ‘14 191

-126

Oct ‘15

All time monthly high:

Oct ‘15

-440

Oct ‘15

2,252 Oct ‘14 2,692

All time monthly high: 2,924, March 2004 *EIA Original Estimate data (data since 2002)

Employment

Interest Rates Effective federal funds rate 10-year treasury constant maturity rate

5

Percent

4 3 2 1 0

2006

2008

2010

Gas Captured/Sold October 2015

Gas captured and sold

Flared due to challenges or constraints on existing gathering systems Flared due to lack of pipeline connection

2012

2014

2016

Unemployment Rate Oct-15 Oct-14

Employment Oct-15 Oct-14

North Dakota

2.8

2.8

398516

Bismarck MSA

1.8

2.1

65159

64796

Fargo MSA

1.8

2.1

126798

127978

Grand Forks MSA

2.0

2.3

54317

54112

Dickinson MiSA

2.2

1.3

22456

21891

Jamestown MiSA

2.0

2.0

9506

10240

Minot MiSA

2.7

2.2

36671

38802

Wahpeton MiSA

2.1

2.3

11724

12049

Williston MiSA

1.9

1.0

33300

32965

South Dakota

3.2

3.3

439453

433987

Rapid City MSA

2.6

2.9

70176

69654

Sioux Falls MSA

2.0

2.4

143164

139278

Aberdeen MiSA

2.1

2.3

22848

22795

Brookings MiSA

2.2

2.6

18293

18245

Huron MiSA

2.1

2.5

9247

9195

Mitchell MiSA

2.0

2.3

13063

12906

Pierre MiSA

1.9

2.2

12547

12531

Spearfish MiSA

2.7

3.0

12646

12320

Vermillion MiSA

2.4

2.9

7153

7229

Watertown MiSA

2.3

2.6

15073

14979

Yankton MiSA

2.1

2.6

11434

11029

Minnesota

3.7

3.7

2886829

2866121

Duluth MSA

4.3

3.7

136682

137014

Minneapolis-St. Paul MSA

2.9

3.0

1863227

1856396

Alexandria MiSA

2.4

2.5

19777

19564

Bemidji MiSA

3.7

3.5

23316

22845

Brainerd MiSA

4.1

4.0

43019

43251

Fergus Falls MiSA

2.8

2.8

31079

30124

Hutchinson MiSA

3.0

2.9

19871

19568

Marshall MiSA

2.2

2.4

15609

15267

Red Wing MiSA

2.7

2.7

26644

26376

Willmar MiSA

2.6

2.6

24607

23420

Winona MiSA

2.7

2.6

29559

28934

Worthington MiSA

2.6

2.7

11613

11113

SOURCE: N.D. PIPELINE AUTHORITY

Data provided by David Flynn, chair of the University of North Dakota Department of Economics. Reach him at david.flynn@business.und.edu.

36

Prairie Business February 2016

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37

Year-over-year summary

1,500

New-well oil production per rig New-well oil production per rig

February-2015

New-well gas production per rig New-well gas production per rig

barrels/day cubic feet/day barrels/day cubic feet/day 1,250 |FEDERAL DRILLING DATAFebruary | Report Monthlythousandthousand Drilling 724 Productivity February 918 Oil February-2015 February-2015

February-2016 February-2016

+5 719 January New-well oil production per rig

1,500 1,500

724 February February-2015 February-2016 719 February 724

Oil month over month +5 1,000 1,000 Oil 1,250barrels/day 1,250barrels/day

barrels/day

February-2016

January 2016

drilling data through December projected production through February

Gas February-2015 February-2015 February-2016 February-2016 additions 1,000 9,000 9,000 +20 January 898 from one8,000New-well Monthly gas production per rig 8,000 750 thousand cubic feet/day February Gas thousand cubic feet/day thousand cubic918 feet/day average rig additions month over month 7,000 7,000 Monthly 898 918 898

+20 Gas +20

500 January January from one February-2015 February-2016 February 6,000 6,000 barrels/day thousand cubic feet/day 1,500 9,000 thousand cubic feet/day barrels/day Bakken Region average rig 5,000 5,000 month over month month over month 250 750 750 January January 8,000 New-well oil production per rig New-well gas production per rig Rig count 4,000 4,000 1,250 barrels/day thousand cubic feet/day rigs 7,0000 Bakken Region thousand cubic feet/day barrels/day thousand cubic feet/day barrels/day 500 month 500 over month 3,000 3,000 over month Bakken Eagle Ford Haynesville Marcellusmonth Niobrara Permian Utica Rig count rig 1,000 oil production per rig New-well gas production per4,800 250 800New-well 6,000 2,000 2,000 new-well oil production per rig new-well gas production per rig rigs thousand cubic feet/day barrels/day 4,200 700250 250 5,000 4,800 250 800 750Region 1,000 Legacy 1,000 Bakken QHZ ZHOO JDV SURGXFWLRQ SHU ULJ count gaschange oilrig production 200 new-well oil production per rig new-well production per rig 3,600 600 700 4,000 4,200 barrels/day New-well production per rig New-well gas production per rig Rig count 0 thousand 0 0 0 oil rig count 200 3,000 500 600 500BakkenQHZ ZHOO JDV SURGXFWLRQ SHU ULJ BakkenBakken Eagle Ford Marcellus Niobrara Permian Bakken EagleHaynesville Ford Haynesville Haynesville Marcellus Niobrara PermianUtica Utica Eagle Ford Marcellus Niobrara PermianPermian Utica EagleHaynesville Ford Haynesville Marcellus Niobrara Utica 3,000 3,600 150 rigs Eagle Ford Marcellus Niobrara Permian Utica thousand cubic feet/day barrels/day Bakken 0 3,000 500 400800 2,400 2,000 150 4,800 250 250 new-well oil production per rig 100 400Legacy 2,400 new-well gas production Legacy oil production change oil production change 300 1,800 Legacy gas production change Legacy gas production change per rig 1,000 4,200 700 thousand (25) feet/day 100 thousand barrels/day 300 barrels/day 1,800 million cubic million cubic feet/day QHZ ZHOO JDV SURGXFWLRQ SHU ULJ rig count 200 1,200 200 0 0 3,600 600 50 1,200 200 BakkenBakken Eagle Eagle Ford Marcellus Niobrara Permian Utica BakkenBakken Eagle Ford Marcellus Niobrara Permian Bakken EagleHaynesville Ford Haynesville Haynesville Marcellus Niobrara Permian Utica Bakken EagleHaynesville Ford Haynesville Haynesville Marcellus Niobrara PermianUtica Utica Eagle Ford Marcellus Niobrara Permian Ford Marcellus Niobrara Permian 50 Utica 1000 600 Utica (50) 0 0 0 3,000 500 100 600 150 00 0 0 0 0 400Legacy oil production change 2,400 (100) (100) (75) Legacy gas 20072007 20082008 2009 2007 2009 2010change 2011 2012 2012 2013 2013 2014 2014 2015 2015 2016 2016 (25) (25) 20092010 20102011 20112012 20122013 2013 2014 2014 2015 2015 2016 2016 2007 2008 2008production 2009 2010 2011 100 300thousand barrels/day million cubic feet/day 1,800 (200) (200) (100) Permian 1,200 Utica Bakken Eagle Ford Haynesville Marcellus Niobrara Permian Utica 200 (50) (50) Bakken Eagle Ford Haynesville Marcellus Niobrara Bakken Bakken Region 50 Bakken Region Bakken 0 Region 0 Region Legacy (300) Legacy oil production change (300) gas production change 100 600 Legacy Legacy oil production change (125) gas production change (75) (75) barrels/day million thousand (100)cubic feet/day 0 0 (25) 0 February-2015 February-2016 (400) million thousand (400) 0 cubic feet/day 0 barrels/day 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 0 (150) 0 (100)(10) (200) (100) (10) (500) (500) (50) (10) (20) (10) (20) (300) (125) (125) Indicated monthly change in oil production (Feb vs. Jan) (600) (600) Region (30) Bakken Bakken (20) (75)Region (20) (30) February-2015 February-2016 February-2016 February-2015 February-2016 February-2016 Legacy productionFebruary-2015 change Legacy oil productionFebruary-2015 change thousand barrels/day (40) gas (400) (30) (700) (700) (150)(40) (150) (30) (50) million cubic feet/day thousand barrels/day (100) (40) (500) February-2015 February-2016 0 (60) (40)0(50) (50) Indicated monthly change in oil production (Feb vs.

Jan) Indicated monthly change in gas production (Feb vs.

Indicated monthly change in oil production (Feb vs.

Jan) Indicated monthly change in gas production (FebJan) vs. Jan) (60) (125) (70) (10) (600) 150 feet/day (50)(10) thousand barrels/day million cubic thousand barrels/day million cubic feet/day (60) February-2015 February-2016 February-2015 February-2016 (70) (80) (20) (700)2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 (60)(20) (150) (70) 100 February-2015 February-2015February-2016 February-2016 (30) February-2015 February-2015February-2016 February-2016

719

+5

additions from one average rig

(70)(30) Bakken Region Indicated in oil 2012 production Jan) 2016 2007 2008monthly 2009 change 2010 2011 2013 (Feb 2014vs.2015 150 (40)150 change in oil production (Feb vs. Jan) Indicated

thousand barrels/day thousand (50)100 barrels/day 100 Bakken Region 100 (60)

+40

-64

-24

(80)

(40) 250 Bakken 250 Indicated monthly gas production vs. Jan) 2007 2008 2009change 2010 in2011 2012 2013(Feb 2014 2015 50 Region Indicated change in natural gas production (Feb vs. Jan) 200 200 (50) million cubic feet/day million 150 150 0cubic feet/day (60)

+51

-75

-24

+51

-75

-24

2016

Bakken February-2015 February-2016 100 100Region 100 Indicated Indicated change in oil production (Feb vs. Jan) 50(70) 50 change in natural gas production (Feb vs. Jan) -50 50 50 250 50cubic million feet/day 50 0(80) 0 thousand barrels/day 150 (70) 200 -50 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 -50 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 -100 0 0 150 100 0 100 100 0 Bakken Eagle Ford Haynesville Marcellus Niobrara Permian Utica -100 -100 100 -150 -150 -50 -50 -50 Bakken Bakken Region 5050production 50 -5050 Region -200 Oil -200 Jan Production Legacy Net Feb Jan Legacy Net Feb 0 Indicated change inProduction natural gasproduction production (Feb vs. Jan) Indicated change in oil production (Feb vs.

Jan) thousand barrels/day 1,122 from production change 1,098 1,580 from change 1,556 -250 -250 -100 -100 0 Mbbl/d new wellsHaynesville change Mbbl/d MMcf/d new wells change MMcf/d Bakken Eagle Ford Haynesville Marcellus Niobrara PermianPermian Utica Utica Bakken Eagle Ford Haynesville Marcellus Niobrara 0Bakken million0-50cubic feet/day Eagle Ford Haynesville Marcellus Niobrara PermianPermian Utica Utica thousand barrels/day Bakken Eagle Ford Marcellus Niobrara -100 February-2015 February-2016 100 -150 100 -50 Region -50Bakken -50 Natural gas production Natural gas production Oil production Oil production Bakken Region 2,800 -200 Jan Production Legacy Net Feb Jan Legacy Net Feb million cubic gas feet/day million cubic feet/day Production thousand barrels/day barrels/day Natural production Oilthousand production thousand barrels/day million cubic feet/day 1,556 1,122 from production change 1,098 1,580 from production change -250 50 2,400 50 -100 million cubic feet/day thousand barrels/day over month month over month Bakken Eagle Ford Haynesville Marcellus Niobrara Permian Utica Bakken new Eaglewells Ford Haynesville Niobrara Permian Utica Mbbl/d changeMarcellus month Mbbl/d MMcf/d new wells change February-2015 February-2016 February-2015 February-2016 MMcf/d February-2015 February-2015 February-2016 February-2016 1,400 2,000 8,000 0 0 18,00018,000 1,200 2,800 2,800 1,600 gas production Natural Oil production 7,000 Bakken Region Bakken Region million thousand barrels/day 1,000 6,000 15,000 15,000cubic feet/day -50 -50 2,400 2,400 1,200 Natural gas production Oil production 5,000 800 Jan Production Legacy thousand Net barrels/day Feb Jan Production Legacy millionNet Feb cubic feet/day 2,000 2,000 800 February-2016 12,000 12,000 million cubic feet/day February-2015 February-2016 4,000 thousand barrels/day 1,122 from production change 1,098 1,580 from February-2015 production month change 1,556 month over month over month 600 18,000 MMcf/d 3,000 new wells change Mbbl/d new wells change MMcf/d 1,6002,800 1,600 Mbbl/d 1,400 400 400 9,000 9,000 8,000 2,000 1,200 1,200 1,200 200 15,000 0 2,400 7,000 1,000 6,000 6,000 Bakken Eagle Ford Haynesville Marcellus Niobrara Permian Utica Bakken Region Bakken 8002,000 0 Region 0800 1,000 6,000 12,000 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Natural gas production Oil production 3,000 5,0003,000 4001,600 400 thousand barrels/day million cubic feet/day 800 9,000 million cubicU.feet/day thousand barrels/day month over month month over month 4,000 U. S. Energy Information Administration | Drilling Productivity Report S. Energy Information Administration | Drilling Productivity Report3 0 0 60001,2000 1,400 BakkenBakken Eagle Ford Marcellus Niobrara PermianPermian Utica Utica BakkenBakken Eagle Ford Marcellus Niobrara PermianPermian Utica Utica EagleHaynesville Ford Haynesville Marcellus Niobrara EagleHaynesville Ford Haynesville Marcellus Niobrara 3,000 6,000 8,000 400 800 2,000 February-2015

+40

+40

-64

-64

February-2016

-24

+51

-24

Oil -24

Oil -24

Oil -24

1,200 200 400 1,000 U. S. Energy Information Administration | Drilling Productivity ReportReport U. S. Energy Information Administration | Drilling Productivity 0 0 800 Bakken2009 Eagle2010 Ford Haynesville Marcellus2013 Niobrara Utica 2007 2008 2011 2012 2014 Permian 2015 2016 600

38

U. S. Energy Information Administration | Drilling Productivity Report 400 U. S. Energy Information Prairie Business February 2016Administration | Drilling Productivity Report

200

0

-75

9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0

Legac million 0 (100) (200) (300) (400) (500) (600) (700)

Indica

million c

250 200 150 100 50 0 -50 -100 -150 -200 -250

Natura

million c

-24

Gas -24

Gas -24

Gas -24

7,000 3,000 1,000 6,000 2 2 0 5,000 0 2007 Bakken 2008 2009 2010 2011 Marcellus 2012 2013 2014 Permian 2015 2016 Eagle Ford Haynesville Niobrara Utica 4,000 3,000 3 SOURCE: U.S. DOE ENERGY INFORMATION ADMINISTRATION2 2,000 1,000 0

18,000 15,000 12,000 9,000 6,000 3,000 0

39

Prairie Business February 2016

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