North Coast 99 - 2023

2023 WINNERS

THE NORTHCOAST 99 AWARDS

HONORING 99 GREAT NORTHEAST OHIO WORKPLACES FOR TOP TALENT

THE 2023 NORTHCOAST 99 AWARDS PROGRAM IS SPONSORED BY:

ANTHEM BLUE CROSS AND BLUE SHIELD

CLEVELAND MAGAZINE

ERCHEALTH

MALONEY + NOVOTNY

MEYERS, ROMAN, FRIEDBERG & LEWIS

OSWALD COMPANIES

STAFFING SOLUTIONS ENTERPRISES

BUILDING AN EMPLOYEE-FIRST CULTURE

At Bettcher, our mission is to not only manufacture the most innovative precision tools in the meat processing industry but continuously strive to build an employee- rst culture that results in healthier teams, safer work environments, top-notch customer service, and high-quality products.

For the sixth straight year, we have been named a NorthCoast 99 Award winner. We want to recognize and offer a special Thank You to all our talented employees, dedicated to providing exceptional products, and service to customers worldwide... and our communities here at home.

To learn about our company, including career opportunities, please visit www.bettcher.com/about or scan the QR code below.

Honoring 99 Great Northeast Ohio Workplaces for Top Talent

AS OUR TEAM REFLECTED on the past two decades of the NorthCoast 99 program, one reoccurring theme emerged — The Great Workplace Evolution. From technological advancements to cultural shifts, workplaces have experienced tremendous change since 1999.

In response to this change, top organizations have evolved and adapted to the times. They know that change is constant, and to remain competitive, they must attract and retain the best and brightest workers through thoughtful policies and practices and by offering exceptional rewards and benefits. As you’ll soon learn, leaders at the 2023 NorthCoast 99 winning organizations have adjusted and capitalized on shifting priorities and expectations, especially since the COVID-19 pandemic.

One of the cornerstones of NorthCoast 99 is that it is a data-driven recognition, which allows us to identify trends and themes each year. Here are four of the top transformative trends in recent years.

1. Telecommuting and remote work have emerged as powerful alternatives to traditional office setups. In response to this trend, 92% of the 2023 NorthCoast 99 winners have a documented policy on remote work.

2. The concept of leadership has also undergone a significant transformation. Leaders at the 2023 winning companies recognize that a healthy workforce is the bedrock of success. As a result, they are placing a greater emphasis on employee well-being. Roughly 85% of the winners have an established practice of checking in with employees on their mental health.

3. Diversity, equity and inclusion have rightly taken center stage, with organizations embracing the value of different perspectives and experiences. This year’s winning organizations use on average 11 recruitment strategies to attract a diverse applicant pool.

4. Lifelong learning and reskilling have also become imperative to keep pace with technological advances and a rapidly evolving job market. Ninety-eight percent (98%) of the winners have encouraged participation in learning and development activities.

Not only have award-winning organizations evolved since 1999, but so has the NorthCoast 99 program! The evaluation criteria has evolved to reflect the latest research, trends and workforce demands. However, the anonymity and objective scoring of applicant organizations has remained the same. Always being driven by data, NorthCoast 99 is not a popularity contest.

This year, over 6,000 high-performing employees were asked to rank which attributes of their jobs are most important to them. In line with last year, compensation won as the most sought-after job attribute, ranking No. 1 by 22.2% of top performers. Work-life benefits were not far behind and took the second most common slot at 18.6%. Challenging and meaningful work ranked third (14.5%) with autonomy (9.5%) and job security (9.2%) taking fourth and fifth place, respectively.

We at ERC commend these 99 companies for continuing to evolve as the needs and demands of today’s top talent shift. They listen to their employees and take action as a direct result of these findings.

Congratulations to the 2023 NorthCoast 99 winners, and thank you for continuing to push our region forward!

KELLY KEEFE PRESIDENT, ERC

HOW WE DO IT

EARNING THE TITLE of NorthCoast 99 winner is no easy task. The NorthCoast 99 isn’t just a list of great places to work — it’s a look at the Northeast Ohio organizations that are excelling in providing environments in which top performers can flourish. Each of the winners you’ll read about in these pages participated in a rigorous application process to help us find the best of the best in our 22-county region. To be eligible, all organizations must have a local workforce of at least 15 full-time equivalent employees and have had a Northeast Ohio presence (headquarters, satellite office, distribution center, etc.) for a minimum of three years. Here’s how we do it:

• APPLICATION

To apply, organizations were required to complete an application that asked for detailed information about how their organization addresses top-performer attraction, engagement and retention in six distinct areas. These areas included: Organizational Strategy, Policies & Benefits; Talent Attraction, Acquisition & Onboarding; Employee Well-Being; Employee Engagement & Talent Development; Total Rewards; and Diversity, Equity & Inclusion.

• NEW-HIRE SURVEY

MAKE YOUR WORKPLACE GREAT!

APPLICATIONS OPEN FEB 2024

FOR NEXT YEAR'S AWARDS. SUBSCRIBE TO NC99 UPDATES: NORTHCOAST99.ORG/ EMAIL

ERC offers an array of data-driven reports designed to provide Northeast Ohio organizations with ideas and benchmarks for continuous improvement, including:

• NorthCoast 99 Winner Practices Report

• ERC Employee Engagement Surveys

• ERC Compensation & Benefits Surveys

Contact us

At least three newly hired employees from each company — totaling 998 respondents from all applicants — completed a survey on the effectiveness of the employer’s recruiting, selection and onboarding process.

• TOP-PERFORMER SURVEY

Surveys were also distributed to at least 50% (or 200 total, whichever was smaller) of each organization’s top performers, defined as employees who earned an aboveaverage rating on their most recent performance review. This year, we collected 6,045 employee responses from applicants regarding what they value most in a workplace and how their employer meets their needs.

THE CAN-DO PEOPLE

THE CAN-DO PEOPLE

THE EXPERIENCE TO KNOW. THE COURAGE TO ACT.

We are so proud of our ATD team to be named NorthCoast 99 for our top talent and workplace. We firmly believe that happy people pave the way to the highest quality. Experience our wellness-conscious, upbeat, and modern workplace, where low turnover ensures exceptional continuity. Since 1974, Automation Tool & Die has been delivering top-quality custom tooling solutions. Join our winning team and be part of the Can-Do difference in manufacturing excellence. Visit our website to explore exciting career opportunities and take the next step towards a rewarding future with us!

automationtd.com

THE 2023 NORTHCOAST 99 AWARDS PROGRAM

PRESENTED BY

FOR MORE THAN 100 YEARS, ERC has been a trusted resource for organizations in Northeast Ohio and around the country. We help leaders build great workplaces through thought leadership, comprehensive data and HR solutions that include membership, training and professional development, consultative services and more. ERC is the founder and producer of NorthCoast 99.

PUBLICATION CREATED BY

2023 NORTHCOAST 99 SPONSORS

Honoring 99 Great Northeast Ohio Workplaces For Top Talent

Now that we’ve entered a new, post-pandemic era, it’s clear just how much the last few years have changed everything. Luckily, we’ve also seen just how adaptable Northeast Ohio workplaces can be.

Employees today recognize the importance of finding a company that shares their values and goals while fostering their growth. They won’t settle. It’s a competitive market, which means companies are getting even more creative in the ways they find and retain top talent.

NorthCoast 99 winning organizations are leading the way in their progressive HR practices and benefits. These dynamic organizations know that to be successful, they must innovate and adapt. As one NorthCoast 99 winner said, “We don’t think that just because something worked yesterday that it will work today or tomorrow.”

This “Great Workplace Evolution” is evident throughout the following pages. This year’s winners have made it their mission to create workplaces that thrive on not just customer satisfaction, but employee satisfaction, too.

Personal development is a big part of what these organizations are striving to achieve. They want their employees to thrive, and they offer ample opportunities for growth, from training and professional

CONTENTS

10 MEET THE WINNERS 12 PLATINUM AWARDS

development to encouraging volunteerism that promotes community engagement. But work-life balance is key, too. Organizations are amping up their efforts to create a balance that works for everyone. Think setting employees up in temporary offices to allow them to work closer to their homes, as one company did.

Throughout this publication, winning organizations share what they’re doing to enhance policies, benefits and rewards to foster employee growth, both professionally and personally. The end result is employees who feel fulfilled.

This year’s NorthCoast 99 include four Platinum Award winners and four Legacy Award winners who are celebrating their 20th and 10th years on the list, respectively. Also, hear from companies that exemplify best practices in diversity, equity and inclusion (DEI); employee wellbeing; talent attraction, acquisition and onboarding; and more, as well as people boasting their exceptional experiences working for the 12 first-time winning organizations.

These organizations are forward-thinking. They’re embracing change. They know it’s about creating an environment that forges employee satisfaction — because satisfied employees mean happy customers, and happy people are the backbone of any company’s success.

This year’s 20-time NorthCoast 99 winners showcase the qualities of a great workplace.

20 LEGACY AWARDS

This year’s 10-time NorthCoast 99 winners highlight the importance of ensuring employees feel valued and appreciated.

28 AWARDS OF EXCELLENCE

Stories of workplace success from winning organizations based on size or industry type.

38 SPECIAL CATEGORY AWARDS

Winners’ stories of unique practices in total rewards, organizational strategy, policies and benefits and more.

48 FIRST-TIME WINNERS

Meet employees from the 12 organizations that won NorthCoast 99 for the first time.

62 QUALITIES OF WINNING ORGANIZATIONS

Strategies and best practices of the NorthCoast 99, as well as data about the region’s top performers.

WHERE THE WINNERS WORK

Breaking Down the 2023 NorthCoast 99

FIRST-TIME WINNERS

Alloy Engineering Company

Bowen

C2P

Great Lakes Cheese

Humanetics Group

JL Smith | Wealth & Tax Planning

MIM Software Inc.

OhioGuidestone

Redmond Waltz

Redwood Apartment Neighborhoods

Riddell

Thomas Thor

2-TIME WINNERS

7 17 Credit Union

Automation Tool & Die

Good Place Holdings

mDesign

Midwest Industrial Supply, Inc.

NPL Home Medical

OneDigital

SEAM Group LLC

3-TIME WINNERS

BoxCast

GBX Group LLC

Good Nature Organic Lawn Care

Leppo, Inc.

Navigate360

4-TIME WINNERS

ChoiceLocal

Exsurco Medical

Fleet Response

Jergens, Inc.

SITE Centers

Westfield Bank

5-TIME WINNERS

Amsdell Companies

Core BTS

Corrigan Krause CPAs and Consultants

iDesign

Synthomer

Verantis Corporation

VividFront

6-TIME WINNERS

Airgas

Asurint

Bettcher Industries, Inc.

MarshBerry

Vitamix

World Synergy

7-TIME WINNERS

CrossCountry Mortgage

Greater Cleveland Food Bank

Northeast Ohio Regional Sewer District

The Commercial & Savings Bank

8-TIME WINNERS

Fire-Dex

Unity Health Network

9-TIME WINNERS

Avient

FIT Technologies

FrontLine Service

The Anderson-DuBose Company

Turner Construction Company Willory

10-TIME WINNERS

Akron-Canton Regional Foodbank

Equity Trust

VA Northeast Ohio Healthcare System

Western Reserve Hospital

11-TIME WINNERS

AMS

Earnest Machine

Embrace Pet Insurance

12-TIME WINNERS

Centric Consulting

Direct Recruiters, Inc.

Medical Service Company

National Interstate Insurance

ThenDesign Architecture (TDA)

13-TIME WINNERS

Barnes Wendling CPAs

CBIZ, Inc.

Cleveland Guardians Baseball

Oatey Co.

Swagelok Company

14-TIME WINNERS

Jennings

Park Place Technologies, LLC

Pease Bell CPAs

State Industrial Products

15-TIME WINNER

Gardiner

16-TIME WINNERS

Ciuni & Panichi, Inc.

MRI Software

17-TIME WINNERS

Cleveland Metroparks

Cuyahoga Community College

18-TIME WINNERS

Cleveland Clinic

Foundation Software

Pomerene Hospital

19-TIME WINNERS

HW&Co

KPMG LLP

The MetroHealth System

Vocon

20-TIME WINNERS

Flexjet, LLC

Summa Health

The Reserves Network

The Schroer Group

21-TIME WINNERS

Benesch

The Cleveland Foundation

22-TIME WINNER

FedEx Custom Critical

23-TIME WINNER

Avery Dennison

24-TIME WINNERS

Federal Reserve Bank of Cleveland

The Garland Company, Inc.

“Congratulations to these organizations on winning the 2023 NorthCoast 99 award!”

KELLY KEEFE PRESIDENT, ERC

of the NorthCoast 99 Award

FLYING HIGH

Flexjet

FLEXJET PROVIDES OPPORTUNITIES TO SOAR ON ALL FRONTS.

WHEN MANY EMPLOYERS MADE THE DECISION to lay off workers during the onset of COVID, Bob Sullivan, chief administrative officer of Flexjet, and his team banded together to offer a solution so they wouldn’t have to: Employees were asked if they’d be willing to take a voluntary pay reduction. A resounding 86% said yes. When the initiative concluded six weeks later, the company paid it back and everyone who participated received a bonus.

“That’s a true commitment,” Sullivan says, “to who we are as an organization.” It’s

also, he adds, a testament to the corporate culture that Flexjet chairman Kenn Ricci adheres to, which focuses on trusting your employees and hiring happy people.

“If you trust your employees, they’ll deliver great things,” Sullivan says. “And, since we’re a 24/7, 365-day business, you want to see people working together with smiles, not frowns.”

“Happiness,” he adds, “is infectious.”

To enhance that ambiance, Flexjet meticulously stays top of industry when it comes to compensation and benefits.

“What’s right for a single person in their 20s might be different than what’s right for me in my 50s,” Sullivan explains. “Because we want a long-term commitment from our employees and consider ourselves a career-destination employer, we center our programs around choice.”

The array of options featured includes pet insurance, adoption assistance and a tuition reimbursement plan that includes flight lessons for employees wishing to take them. Generous 401(k) matching and deferred compensation offerings are also available.

LOCATION: Richmond Heights

EMPLOYEES:

1,500 in Richmond Heights; 2,500 worldwide

WHAT THE COMPANY DOES:

The luxury private jet firm offers private aviation services, including fractional ownership and leasing.

WHY IT’S A GREAT PLACE TO WORK: Employees are united in their shared passion for aviation.

“We haven’t raised the cost of health insurance in over 15 years,” Sullivan adds, “and that’s a heck of a benefit.”

The pledge to corporate culture also comes into play when selecting candidates for hire.

“We’re proud to say that 98% of our leadership roles come from internal promotions,” Sullivan says. “Northeast Ohio is a hub for talent and, being one of the premier employers in private aviation, we’re excited to tap into it.”

Last year, Flexjet received 12,000 resumes and nearly half of them were then screened by phone. From those calls, approximately 1,000 applicants were hired.

“We really focus on the technical competencies, but the cultural fit is just as important,” Sullivan says. We ask potential hires, ‘Can you fit into our family? Can you work in this environment? Can you stand up for what’s right?’”

“This is a busy, busy operation,” he adds, “and we need people who can run incredibly fast.”

— Linda Feagler

“We believe very confidently that our employees are the differentiator that has made us take the lead in the marketplace. We treat each other like family.”

BOB SULLIVAN CHIEF ADMINISTRATIVE OFFICER

BOB SULLIVAN

Flexible HR Support When You Need It.

Service & expertise you can count on.

Our team of credentialed professionals deliver tailored Fractional HR support to help you scale effortlessly, address challenges efficiently, and focus on what matters most – growing your business.

• Built-in HR audit services

• Expert recommendations & strategies

• Comprehensive employee relations support

HOMETOWN PRIDE

Summa Health

SUMMA HEALTH EMPLOYEES FEEL LIKE FAMILY WHILE TENDING TO THOSE LIVING IN THE COMMUNITY.

LOCATION: Akron

EMPLOYEES: 8,300

WHAT THE COMPANY DOES:

The largest employer in Summit County, the integrated health care delivery system includes hospitals, a medical group with 600 providers, an insurance company, 15 ambulatory sites and home care and hospice services.

WHY IT’S A GREAT PLACE TO WORK: Summa Health offers a variety of innovative employee programs designed to foster the sense of hometown purpose and pride staff feels while caring for patients who live in their own communities.

AS DR. CLIFF DEVENY, president and CEO of Summa Health, describes a recent employee recognition program, the pride he exudes is unmistakable.

“We honored three employees who have worked here for 50 years, and 10 employees who’ve been here for 40 years,” says the board-certified obstetrician and gynecologist, who delivered 3,500 babies during the time he practiced. “There were also people in attendance who’ve been with us since high school. We’re truly a place of longevity.”

Formed in 1989 with the merger of Akron City Hospital and St. Thomas Hospital but in existence for over 100 years, Summa Health has never wavered from its commitment to serving the needs of the community and recruiting and retaining employees who reside there.

A partnership with Akron Public Schools, the John R. Buchtel Community Learning Center includes a variety of job-shadowing experiences. Last year, employees gave 3,000 hours of mentoring time to Buchtel students, providing instructional support and real-world learning opportunities.

Summa Health has also partnered with Aultman College in Canton and Stark State College to create the Summa Health Smart Start Program. In addition to receiving tuition reimbursement, participants are eligible for paid on-the-job training and financial help with living expenses.

“Students who’ve joined the program have earned LPN [certification], as well as degrees in respiratory therapy, medical assistance and surgical technology,” Deveny says.

Once on board, employees can take advantage of a variety of employee resource groups, including those for the LGBTQ+ community, veterans, women and young professionals.

“We want our staff to not only identify with members of their department, but also have the opportunity to get to know

staff in other areas of the health care system who have the same interests and life experiences,” Deveny says.

Other employee-appreciated offerings include an assistance program that provides solutions to transportation challenges, financial help in times of crisis and bereavement and mental health counseling. A DailyPay system also gives employees the flexibility to access their earned wages before pay day.

“In the end, success really centers on the culture of an organization,” Deveny reflects. “People really need to feel like they’re cared for — and we’re dedicated to communicating that message to them.”

“You can’t do what you do unless you take care of your employees. So we make sure we hold ourselves accountable in meeting their needs.”

DR. CLIFF DEVENY PRESIDENT AND CEO

DR. CLIFF DEVENY

20 Years of Recognition. 50 Years of Excellence.

The Schroer Group is honored to be a recipient of the NorthCoast 99 award for 20 years. This recognition is a reflection of the character and commitment of team members within all of our service lines. Thank you, Schroer Group family.

Absolute Pharmacy

Delivering pharmaceuticals and med-pass delivery systems to skilled nursing facilities.

Absolute Rehabilitation

Providing physical, speech and occupational therapy services to patients and residents of skilled nursing facilities.

Absolute Home Health & Hospice

Helping people recover and remain independent at home and serving families at the end of life.

Altercare Integrated Health Services

Providing families with high-quality short-term rehabilitation, long-term nursing care, memory care and senior living with compassion and respect.

Avalon Foodservice

Delivering ingredients and supplies to restaurants and kitchens, including chains and independent operations.

Leverage Purchasing Group

Helping skilled nursing facilities save money on commonly used items through the power of group purchasing.

Valor Health Plan

Delivering added medical resources and services specifically to long-term care residents through a well-designed Medicare Advantage health plan.

IT TAKES TEAMWORK

The Reserves Network

LOCATION: Fairview Park

EMPLOYEES: 40 in Fairview Park; 262 nationwide

WHAT THE COMPANY DOES: The firm is a leading provider of total staffing solutions, including temporary positions, temp-to-hire and direct full-time placements.

WHY IT’S A GREAT PLACE TO WORK: Employees are treated with respect and know they’re changing lives by helping people find new jobs.

FOR NEIL STALLARD, CEO of The Reserves Network, treating employees like family is personal. When his father, Don Stallard, founded the business in 1984, he brought quality, reliability and integrity to the table. They’re the trio of core values his son and the family members who work with him continue to revere and expound on.

“We don’t consider them buzzwords,” says the CEO. “Those concepts mean something to us, and we bring them to life around here. Don treated everyone like family and was a father figure to many employees. We continue to honor his memory by doing the same.”

As companies adapt to new workplace ideals that evolved from COVID, Stallard relies on the age-old lessons he learned from his dad that still resonate today: Be transparent; share financial information with everyone, so employees know how the company is doing and how they’re contributing; be accessible with an

open-door policy; and treat everyone like individuals and know what makes them tick.

“We take a lot of time,” Stallard says, “thinking about putting the right people in the right seats.”

What has changed this year: The Reserves Network’s policy on PTO.

It’s now unlimited as long as the job gets done.

“We’ve never been strict about PTO, but we decided to make the policy a formal one this year — which was a really big change for us.” Stallard says, “Our employees deserve it. This is not a 9-to-5 job, and nobody here punches a time clock.”

Since many of the companies The Reserves Network works with are open around-the-clock and run three shifts, employees often take calls at 10 p.m. from clients asking for help. They also counsel jobseekers who can only make appointments on off-hours because they can’t take time off from their current position.

“We appreciate and recognize the fact that our employees have a passion for what they do,” Stallard reflects. “We close our meetings by saying, ‘We love staffing’ in a rousing way. Our employees realize we change lives. Even if we don’t find someone a job, we can talk to them and offer suggestions. And when we do find them a job, it’s the most rewarding thing ever. We care and that matters and comes through.”

“Everyone,’’ he adds, “deserves worklife balance.”

“Integrity is doing the right thing when no one’s watching.”

NEIL STALLARD CEO

THE RESERVES NETWORK MAKES THE WORKPLACE A WELCOMING ONE.

IT’S ALL RELATIVE

The Schroer Group

THE SCHROER GROUP TREATS EMPLOYEES LIKE PART OF THE FAMILY.

WHEN JERRY SCHROER JR. IS ASKED reveal the secret to The Schroer Group’s success, he doesn’t miss a beat. The CEO credits his father, Jerry Schroer Sr., and his mother, Sue, for instilling the philosophy their son reveres and never wavers from.

“My parents risked everything to start their business in 1973, and they were determined to make it work,” he says. “Money was tight. One year, our home furnace stopped working in March, and months went by before we had the money to fix it. But we’ve always been a devout Catholic family who adhered to a firm foundation of taking care of the elderly and providing service to others.”

And that includes employees.

In Jerry’s footsteps, the foundation that the Schroer family created in 2016 to honor Jerry Sr. is dedicated to helping colleagues when they have no other place to turn. It’s funded by employees through voluntary payroll deductions and contributions made by vendor partners, and those needing assistance are invited to apply confidentially and anonymously. The maximum amount awarded to an individual is $4,000. To date,

“We all have to make tough business decisions, and many are financially difficult. But with every decision we make, we think about how it’s going to affect our employees. We’re nothing without our employees.”

JERRY SCHROER JR. CEO

JERRY SCHROER JR.

Delivering what's next

FedEx Custom Critical is proud to be recognized as a top Northeast Ohio workplace by NorthCoast 99 for the 22nd time. Thank you to our team members for contributing to this win each year with their dedication to our company, community, and customers.

RECIPE FOR RETENTION

Akron-Canton Regional Foodbank

AKRON-CANTON REGIONAL FOODBANK IS STEADFASTLY ATTUNED TO EMPLOYEE NEEDS AND MORALE.

SINCE OPENING IN 1982, the AkronCanton Regional Foodbank has been at the helm of providing nutritional sustenance to people in need. But that purpose skyrocketed at the onset of COVID-19 — and continues to do so in its wake.

“We were a pretty simple, basic foodbank operation before the pandemic,” says the Foodbank’s CEO Dan Flowers, “but when it came, we stood up, pivoted and created additional outreach services. In 2020 alone, we held more than 1,000 parking lot food giveaways with the National Guard and started making and delivering food boxes to people’s homes. We were never in that business before.”

Although Flowers and his staff take their work seriously, they do create enjoyable experiences designed to keep the culture fun and the staff connected. Employees can borrow one of the share bikes in the lobby and take a spin, while others opt to engage in periodic walks during the day. Birthdays are celebrated with a praise circle in which colleagues are invited to share what they enjoy most about the person being honored.

“We don’t take ourselves too seriously, and I think that makes us special,” Flowers says. “That said, we firmly believe that having a top level, engaged, tenured staff is one of the most important factors in mission excellence.”

The CEO credits a pair of key principles he adheres to that make his organization a magnet for top talent.

The first, he explains, is a fervent commitment to top-notch work.

“We’re only interested in hiring people we think share our commitment to delivering the best possible work — and that’s a pretty high price of admission. We hire for it, train for it, develop compensation plans around it — and move quickly to make changes when it’s not being delivered.

“I’ve never been good at being patient,” Flowers adds, “there is too much on the line.”

The second tenet, “In this house we do second chances,” is inscribed on the wall of

“You can have the best benefits and salary program out there and still have a reputation as a bad place to work. Here at the Foodbank, we know it takes more than what you put on paper. Reputations are built on what people say about an organization and its leaders when they’re not in the room.”

DAN FLOWERS CEO

the company’s conference room, along with the words Grace, Real, Mistakes, I’m Sorrys, Hugs, Family and Love.

“A top quality worker who can’t say, ‘I’m sorry’ is not likely to make it in the long run,”

LOCATIONS: Akron and Canton

EMPLOYEES: 100

Flowers says. “We’re looking for long-term relationships. We all have to do ‘I’m sorrys’ and understand grace to build a mutually redemptive space for us to grow in.”

WHAT THE COMPANY DOES: The Foodbank is a source of emergency food for 600 soup kitchens, homeless shelters and food pantries across eight counties in Northeast Ohio, serving more than 200,000 families a year.

WHY IT’S A GREAT PLACE TO WORK: Employees believe in the laser-focused mission of feeding people and fighting hunger.

A top place to . A top place to .

MAKING ADJUSTMENTS

Equity Trust

EQUITY TRUST APPRECIATES — AND FOLLOWS — EMPLOYEE SUGGESTIONS.

WHEN INFLATION WAS HITTING ITS HARDEST, Equity Trust management found a way to help their employees weather the storm: The firm adjusted its hybrid work policy, which helped reduce commuting expenses.

“One of our core values is to keep an opendoor policy with our employees,” says Beth Jerdonek, the company’s chief legal officer and chief administrative officer. “We make sure we meet with them to really discuss their needs — and, more importantly, follow through and deliver on what they’re asking for.”

Recently, Equity Trust enhanced benefit offerings to provide fully paid maternity leave and parental leave, which includes adoption.

Other appreciated advantages include incentive plans, which give the majority of employees the chance to triple the bonus opportunities they would have typically received, which is paid out monthly rather than annually; tickets to Lake Erie Crushers games; summer patio parties and ice cream socials.

In addition to a coveted Employee of the Month parking spot, the firm’s leadership team releases public shout-outs to the organization that celebrate successes.

Employee suggestions have also led to a variety of opportunities designed to help them give back to causes they believe

LOCATION: Westlake

EMPLOYEES: 369 in Westlake; 91 others nationwide

in, including the company-sponsored American Heart Association’s Greater Cleveland Heart Walk. Employees also spent several days helping Cleveland Public School and Junior Achievement students explore financial literacy and college goals, hosted a Boys and Girls Club holiday party complete with gifts and participated in the Pride in the CLE parade.

“Although we like to have fun, we also make it a point to give our employees the opportunity to develop their skills and grow within the organization,” Jerdonek says. “We partner with local universities

and ERC to provide leadership skills training and job-specific training for those who might need development or who’ve been identified within our organization as top talent.

“We have formal and informal mentoring programs, and we definitely favor promoting from within, and encourage upward and lateral movement,” she adds.

Like many organizations, Equity Trust hasn’t been immune to changes in the way the workforce wants to perform tasks.

“We’ve always valued efficient, highlyproductive people,” Jerdonek says. “COVID has demonstrated that we need to allow flexible work arrangements based on our needs as a business. But we also enjoy collaborating in person and feel there is value to that as well.”

WHAT THE COMPANY DOES: The financial services firm serves as a self-directed IRA custodian. Founded 50 years ago, it assists clients who want to use retirement funds to invest in alternative assets, including real estate, private equity, precious metals and cryptocurrencies.

WHY IT’S A GREAT PLACE TO WORK: The company prides itself on listening to the needs of employees and delivering on those needs.

An on-site gym, free fitness classes and massages, and mental-health programs continue to make the office a popular place to congregate.

“We’re dedicated,” Jerdonek says, “to focusing on the whole employee.”

“It’s fine to conduct an employee survey. But you also have to listen to your employees and talk to them.”

BETH JERDONEK CHIEF LEGAL OFFICER AND CHIEF ADMINISTRATIVE OFFICER

Together, We Are More Than Medicine

WE ARE A NORTHCOAST 99 TOP EMPLOYER 19 YEARS AND COUNTING

Top employer awards are about top employees. And at MetroHealth, our employees dedicate themselves to healthier outcomes for every person within our care. It’s personal for us, and our employees don’t have to pick up a stethoscope to create an optimal environment for healing.

We’re on a mission to eradicate health disparities and improve health equity, so we reach beyond the walls of our hospital to impact patient’s lives. Employee by employee and patient by patient, we create a healthier community by starting with people rst.

Join us. Scan the code or visit metrohealth.org/careers to nd your place at MetroHealth.

STORIED SERVICE

The VA Northeast Ohio Healthcare System

THE VA NORTHEAST OHIO HEALTHCARE SYSTEM TAKES GOOD CARE OF THE EMPLOYEES WHO TEND TO THOSE IN NEED.

STEVEN SAVINO, SENIOR STRATEGIC BUSINESS PARTNER for human resources at the VA Northeast Ohio Healthcare System (also known as Louis Stokes Cleveland VA Medical Center), knows his organization is located in one of the most challenging health care markets in the world.

“We’re surrounded by world-class organizations,” he says. “Down the street, we have Cleveland Clinic and University Hospitals, MetroHealth and Summa Health. If we’re going to compete, we have to make sure that we not only provide the highest quality of care, but also attract and retain top-notch employees.”

To make that objective a reality, the company’s career development opportunities include the First Leader Yourself (FLY) Program made up of personal development courses for frontline staff wanting to progress in their careers; CleLead, a beginning leadership development course designed to prepare employees for higher-level responsibilities and leadership positions; and the Cleveland Federal Community Leadership Institute, an intergovernmental, community-based leadership training program that educates employees about the challenges federal agencies face.

Staff are also encouraged to voice their opinions on all aspects of what the VA does — whether it’s something they’re especially proud of or challenges and concerns they have. Annual surveys, which can be submitted anonymously, and monthly town hall meetings hosted by senior leaders, ensure employees have opportunities to connect with everyone in the organization.

Employee recognition programs include the annual Shark Tank Competition, which spotlights staff who’ve gone above and beyond to help solve VA challenges.

“We never rest on our laurels,” Savino says. “For us, it’s always, ‘what can we do better as a team? What new initiative can we tackle? What is something we’re doing now that we can improve on?’ If there was

FOR

something that perhaps didn’t go as well as we thought it would, we don’t just discuss how we fix it and move forward, we sit down and really talk as a team about why something isn’t working.

“The fact that we don’t turn away from challenges, but turn toward them, is what makes us a desirable place to work,” he adds. “Our North Star is: How can we continue to get better every day?” — LF

LOCATION: Cleveland

EMPLOYEES: 6,000

WHAT THE COMPANY DOES: Provides care for veterans, their family members, their caregivers and their survivors.

WHY IT’S A GREAT PLACE TO WORK: Employees are encouraged to offer feedback in a variety of ways — including anonymously — and are invited to participate in career development opportunities tailor-made for their career goals.

“Excellence isn’t a destination. It’s a continuous journey that never ends.”

STEVEN SAVINO SENIOR STRATEGIC BUSINESS PARTNER

HUMAN RESOURCES

On the right path.

JL

Smith Wealth & Tax Planning is honored to join the list of Northeast Ohio’s top workplaces

Finding the path to success can be challenging, but when you surround yourself with the right people, with the right skills, anything is possible. The unwavering dedication of our exceptional team and the trust of our valued clients is a testament to that mindset.

We are proud to share share this NorthCoast 99 recognition with you.

As a holistic wealth management firm, we strongly believe in having the right people in place to address every aspect of your financial life. Our mission is to simplify and educate you on the integrated financial and tax planning strategies that will help you on your path to financial success.

We do this by walking every client through the Bucket Plan® Process. While we didn’t invent it, our founder did write the book on it, and The Bucket Plan® was recently recognized as a Top 10 Best Retirement Planning Book for 2023 by U.S. News.

PREPARED TO CARE

Western Reserve Hospital

WESTERN RESERVE HOSPITAL MAKES IT A MISSION TO ENSURE ALL EMPLOYEES ARE TREATED AS FAMILY.

A HOSPITAL ISN’T ALWAYS THE CHEERIEST place to be. But Heather L. Milicevic, vice president and chief human resources officer at Western Reserve Hospital, is dedicated to leading a team that makes staff members know they’re needed and appreciated.

“We’re truly 100% patient-centered, and our employees are the ones who make that possible,” she says. “Excellent patient care begins with them. Always. They’re the ones who live our mission every day and every shift.

“Our collaborative family-like culture is ingrained in our daily service approach,” Milicevic adds, “and it helps to foster our friendly environment.”

The hospital’s leadership team is dedicated to recognizing hard work and accomplishments in a variety of ways — including thank you notes, recognition in the weekly employee newsletter and featuring staff members in photo opportunities. The hospital’s Sweet 16 board is made up of the 16 staff members who’ve been there the longest. (New members are inducted only when a current member retires.)

Milicevic says she is particularly proud of the service awards given in five-year increments to employees who’ve been there 10 years and up. When a milestone is approaching, her team asks candidates for suggestions about a special gift they wish to receive. Through the years, the hospital has presented items that range from a kayak and autographed baseball jersey to concert tickets, Apple watches and four passes to Kings Island.

“Not everyone wants something with the company logo on it,” Milicevic says with a grin.

LOCATION: Cuyahoga Falls

EMPLOYEES: 995

That all-for-one ambiance also extends to employee retention practices.

The hospital’s employee voice committee, including representatives from every department, meets monthly to create new initiatives, which have included the New Employee Pledge that focuses on how new hires will be welcomed on board by existing

WHAT THE COMPANY DOES: The community-based hospital provides in-patient and outpatient services.

WHY IT’S A GREAT PLACE TO WORK: The hospital never tires of finding new ways to show appreciation for the staff.

staff. It says: I pledge to be courteous to you, to help you learn and not hold your mistakes against you. Each day is a new day, and I want to celebrate your successes and help you grow.

“No matter the company, you always have to recognize that your employees are your largest asset because they’re the ones who are on the front lines,” Milicevic reflects. “They need to have passion for what they’re doing, and have passion for the company and the mission and the values that you’ve set forth.

“When they do,” she adds, “it won’t be difficult for them to walk the walk because they’ll love to come to work every day and do what they enjoy.”

“Employers need to really listen to employees’ ideas and not automatically say ‘no,’ to them. Instead, review them to look at how you can make them work instead of automatically deciding they won’t work.”

HEATHER L. MILICEVIC VICE PRESIDENT AND CHIEF HUMAN RESOURCES OFFICER

Quality Health Insurance for Great Workplaces

AWARDS OF EXCELLENCE

These seven NorthCoast 99 winners demonstrate that companies of any size and industry can be standout employers. Discover how with stories from small, mid-size and large organizations, as well as industries that include manufacturing; health care and social assistance; finance and insurance; and professional, scientific and technical.

LOCATION: Cleveland

EMPLOYEES: 93

WHAT THE COMPANY DOES: Franchise marketing agency for franchisees and franchisors.

WHY IT’S

ChoiceLocal

“BY HIRING PEOPLE WHO BELIEVE what we believe in, we have built a culture where everyone has each others’ backs,” says Joe Soltis, CEO of ChoiceLocal, who founded the franchise marketing agency in 2014.

Soltis was the company’s first and only employee at the beginning, but he hung on to what he says is ChoiceLocal’s first core value: integrity in all things. Now, with close to 100 employees, ChoiceLocal is set to grow 300% over the next two years.

“We went from being relatively unknown to becoming known as the No. 1 player in our industry for franchised systems,” says Soltis.

Soltis was working 60 hours a week for a digital marketing firm when he and his wife suffered the loss of their unborn child in 2012. Vowing to find more time for his family and making a commitment to helping others, Soltis founded ChoiceLocal. The couple also created the Benjamin Isaac Foundation to help children in need. About 10% of the company’s profits are earmarked for the foundation.

“Our company is rooted in our desire to help others. We help our client partners’ dreams and aspirations become realities. A lot of franchisees put their whole savings into owning their own businesses, which we want to be wild successes for them,” says Soltis, who works with more than 35 industries across the franchise spectrum.

The company delivers new customers to clients and an impressive ROI, plus more. The franchise model is the most logical and profitable way to give small and mid-size companies Fortune 500 results, according to Soltis. ChoiceLocal supports those with 10 or more franchises.

The CEO listens to his employees. For example, regular anonymous company surveys indicated employees wanted to be offered pet insurance, which they now have. Also, 85% of employees currently work from home. Post COVID, employees expressed a desire to “come into the office whenever they wanted to, so that’s what we initiated,” Soltis says. On any given day, 7% to 10% of the company’s team goes into the office.

Company stats back up productivity and employee satisfaction claims. It’s a classic case of the Great Workplace Evolution.

“We have a leading edge on freedom and autonomy, and we don’t have a human resource department,” says Soltis. “Instead, we have a director of teammate success. She lays out career paths for everyone concerned.”

Some current employees will lead ChoiceLocal someday, while others “will be the best in their own business,” Soltis predicts.

Because connectivity and camaraderie are important, ChoiceLocal holds monthly team updates to review the company’s health. Afterward, teams go bowling or see a Guardians game. Sometimes, Soltis fires up the grill for everyone. Special employee interest groups for those who enjoy activities including gardening, music or sports have also been successful.

“People like each other here,” Soltis adds. “These are good people who fit in.”

— Jill Sell

LEFT TO RIGHT BACK: GREG SOLTES, ISAAC KEBE, JOE SOLTIS, JOE KNEALE FRONT: AMANDA JERELE, ASHLEY HARASYN, BRITTANY PIPER

A GREAT PLACE TO WORK: The CEO wants employees to succeed as much as he wants clients to.

LOCATION: Oakwood Village

EMPLOYEES: 231 in Northeast Ohio; 600 total

WHAT THE COMPANY DOES: Provides post-acute health care, specializing in sleep disorder and chronic respiratory disease management.

WHY IT’S A GREAT PLACE TO WORK: Leaders listen to employees and take suggestions seriously.

Medical Service Company

Allowing employees to take responsibility helps this company grow.

ANNUALLY MORE THAN 160,000 patients are the benefactors of assistance from Medical Service Company (MSC). Headquartered in Oakwood Village, MSC is a third-generation, 73-year-old family business that provides home medical equipment and supplies.

Melissa Seitz, vice president, human resources, believes her company reflects “a tight-knit team,” despite an expanding service area across the Midwest and Northeast. Recent acquisitions have added value to employees in numerous ways, according to MSC.

“We pride ourselves in offering many perks, rewards and opportunities for employees to thrive and grow. The result is a forwardlooking organization,” Seitz says. “We can’t be successful without our employees. They are our biggest asset. We trust and respect them and give them opportunities for ownership. It’s also important to us that we are paying our people competitively. And we also value their work-life balance.”

MSC conducts numerous employee satisfaction and suggestion surveys

throughout the year, as do many companies. But Seitz says one of the things that sets MSC apart is that leadership sincerely listens to what workers have to say and takes action when appropriate. One example was the desire for some employees to have a fourday work week. Now some teams are doing just that — working 10-hour days but having one extra day off per week.

“We can offer a lot of flexibility because of the trust that is built with our leaders,” says Seitz. “If someone needs to leave early to get to a softball game, they can have that open dialogue with their manager without a lot of muss or fuss. There is not a lot of red tape here to get things to happen. We know they will get the work done. We want employees to be comfortable in meeting the needs of their families.”

The COVID-19 pandemic and the company’s successful remote work “opened up the opportunity to bring folks on who didn’t live near one of our locations,” according to Seitz.

“Our footprint got bigger because we were able to leverage our technology. We

are always looking for experts and for people who share our core values,” says Seitz, who identifies those values as “care,” “communicate,” “be an expert,” “drive change” and “embrace change.” She adds, “Everything else comes with training.”

Employment opportunities range from what Seitz calls “boots on the ground” positions, including respiratory therapists who serve patients in their homes and medical facilities, to back office personnel who work with health insurance companies to make sure patients get the care they need.

MSC also has a strong relationship with numerous hospitals and other medical facilities, including sleep disorder clinics, to ensure patients are set for services and equipment once they return home.

“The industry we are in is ever-changing,” Seitz notes. “So, getting together for certain on-site things is really important. It’s important and really cool to see the passion everyone has, and to see employees take ownership for their part of the company so we can be the best we can be for our patients.”

MELISSA SEITZ AND JOSH MARX

TAKING OWNERSHIP

LOCATION: Mentor

EMPLOYEES:

6,000 in the U.S.; 36,000 worldwide

WHAT THE COMPANY DOES:

Designs and manufactures a wide range of labeling and functional materials that enhance branded packaging, including pressure-sensitive materials and radiofrequency identification (RFID) inlays and tags.

WHY

Avery Dennison

This global company believes in teamwork, training and collaboration.

IT’S NO SECRET THAT THERE IS A great demand for high-quality talent in Northeast Ohio’s manufacturing arena.

“There is just not enough to go around. Historically, we have hired experienced manufacturing employees who come to us. But after the pandemic, we have seen less and less of that,” says Chassidy Rellinger, vice president, human resources, Materials Group - NA, Avery Dennison. “That has made a very big impact on our way of doing things. We have made huge investments in developing entry-level talent and bringing people in who don’t necessarily have experience in a manufacturing culture.”

Over the past three years, the company’s focus has shifted to new hiring, onboarding, training and emphasizing an environment where safety is paramount.

“And that’s great,” says Rellinger, who has been with Avery Dennison for 16 years. “We get to introduce people, and hopefully retain them, to a great career, which is manufacturing. We also show them what a career in manufacturing could look like specifically for them.”

That workplace evolution ties in nicely with Avery Dennison’s Frontline Leadership Academy. The program, in partnership with Kent State University, develops leadership capabilities, helping company leaders in their current roles as well as any future advanced positions.

“The Academy is a robust certification and a great example of how we help people grow, develop and stay with Avery Dennison,” says Rellinger. “We have a very high tenure here. The majority of our Northeast Ohio people have been with us 15 years or more.”

Avery Dennison, headquartered in Mentor since 2022, is a Fortune 500 corporation with reported sales in 2022 of $9 billion. But Rellinger believes the company (which invented the world’s first self-adhesive label) “operates and has the feel of a smaller company.”

“Even though the company is large, it maintains an intimate, approachable culture,” says Rellinger. “We practice creating connections. Employees connect with each other, including their leaders and employers. They connect to the business to

understand how they fit in and to know how the business is doing. And they connect to the community by supporting local concerns, particularly the United Way in Northeast Ohio.”

Rellinger says Avery Dennison, founded in 1935, is also especially responsive to ideas that concern today’s workforce. She believes company values reflect corporate responsibility for the environment and sustainability, as well as diversity, equity and inclusion among workers.

The “dynamic company,” as Rellinger describes it, also transitioned to a new president and CEO, Deon Stander, effective Sept. 1.

“Avery Dennison is about people. People drive the business, and we are a very collaborative organization with a high level of dedication,” Rellinger adds. “If you ask employees why they work and stay at Avery Dennison, nearly every time they will say it’s because of the people. We have strong values and a collaborative, teambased culture.”

CHASSIDY RELLINGER

IT’S A GREAT PLACE TO WORK:

Excellent opportunities for those looking for a career in manufacturing.

LOCATION: Cleveland

EMPLOYEES: 1,300

WHAT THE COMPANY DOES: Manufactures chemical and mechanical plumbing products sold to retailers and distributed in the commercial sector to plumbing contractors, construction firms and the hospitality industry.

WHY IT’S A GREAT PLACE TO WORK: Empathetic leadership; structured career development programs; a focus on inclusion with monthly forums; and a total rewards package with expanded, accessible mental health services.

EMBRACING DIFFERENCES

Oatey Co.

Dynamic leadership programming and career development initiatives paired with intentional inclusion conversations make Oatey Co. a safe space to learn, grow and succeed.

AT OATEY CO.’S MONTHLY inclusion forums, the company facilitates discussions on topics ranging from neurodiversity to the history of drag and the coming out journey. “It allows our associates to speak up on topics that might not be easy to talk about, and it allows them to ask questions,” says Dalithia Smith, senior vice president, chief human resources officer.

It’s a courageous message to employees that Oatey is a safe space that embraces differences. Rather than saying the company wants to build awareness, it shows team members that this dialogue can and should happen in the workplace.

A diversity, equity and inclusion (DEI) focus permeates every aspect of the organization, Smith says. “It allows us to really live by our values, because we embrace every associate for who they are and we promote psychological safety,” she says. “Because we all come from different backgrounds, we can bring that forward in the work we do and in day-to-day interactions we have as colleagues.”

Oatey’s values center on collaboration, integrity, respect, courage, leadership

and excellence. Meetings start with acknowledging these values. “Associates are encouraged to be themselves and we have an environment of respect they all feel,” Smith notes.

That’s what drew her to the company five years ago. As a practiced human resources professional, she immediately recognized “genuine kindness and passion” during the interview process. “There are so many opportunities here — a commitment to the community, the people, the growth,” Smith says.

And there are initiatives in place to help associates develop rewarding career pathways. One is a 10-month Leadership Development Program geared toward high-potential associates that includes self-assessment, coaching, mentoring and cross-functional collaborative experiences with company leaders.

A Frontline Leadership Program offers tools and resources for empathetic leadership. “Our leaders have the mindset that we have to know our teams and understand them, and that makes for a

better environment where employees are truly engaged,” Smith says.

A Manager Development Program is in the works and launching this year, too. Oatey also hosts an internship program that builds skillsets during summer experiences, creating a pipeline of talent.

Every year, Oatey participates in the charity bicycle ride, VeloSano, to raise money for cancer research. More than 100 volunteers from the company ride in person, virtually, serve at rest stops and help with logistics. “We get involved in every aspect of the event,” Smith says.

And while compensation is important, Smith acknowledges that “it’s not the only thing that makes an organization great.” The Total Rewards Package at Oatey includes contributing 90% of associates’ health care deductibles into their health savings accounts, a profit-sharing program and benefits like a dedicated therapist who team members can contact directly. All of this contributes to a culture where Oatey associates can feel safe and be successful.

—

Kristen Hampshire

DALITHIA SMITH

LOCATIONS: Brecksville, Chardon, Garfield Heights and Shaker Heights

EMPLOYEES: 404

WHAT THE COMPANY DOES: Offers choices in residences and services across the continuum of care for older adults.

WHY IT’S A GREAT PLACE TO WORK: Staff members wishing to make a difference can find opportunities here.

Jennings

Seniors benefit from this nonprofit’s mission of community care.

ALLISON SALOPECK, PRESIDENT and CEO of Jennings, grows pensive when she thinks about how the Great Workplace Evolution has affected Jennings. First, she gives a little history, saying Jennings was founded in 1942 by the Sisters of the Holy Spirit. Today, the nonprofit organization serves people of all faiths in four locations, including Brecksville, Chardon, Garfield Heights and Shaker Heights.

“There has always been a great focus on the individual here rather than on a mass of people,” Salopeck says. “That requires you to evolve, because every single person who comes to your doorstep has different wants, needs and desires, whether they are a resident or staff member. Of course, we evolve because the world is evolving, generations are evolving, technology is evolving. But our caring culture comes from evolution on an individual level.”

Being a nonprofit organization also allows the mission of Jennings to be carried out without some restrictions, according to Salopeck.

“We aren’t always front driven by what

would always be the most financially successful way. We are community need driven. That’s why nonprofits were started. We have good business practices and we are a well-oiled machine. And you need to do those things to exist and survive. But we never forgot our reason for existence, and that’s what makes us unique, not only in the services we provide, but where our spirit of innovation comes from,” she says. “We don’t think that just because something worked yesterday that it will work today or tomorrow.”

In hiring, Salopeck says her recruitment staff looks for competency, but also for people “who live with joy.” An individual can be taught skills, she says, but not a true “mission to serve.”

“Working here is where your role meets your soul,” says Salopeck. “Not every day is rainbows and unicorns … but you get a lot of personal satisfaction being able to serve people.”

Jennings strives to be “the best employer it can be every day,” according to Salopeck. Last year, several staff members benefited

from working with leadership coaches. Also, continuing education has allowed a variety of staff members to obtain their first health care certifications or advanced nursing degrees. Tuition aid and learnto-earn collaborations have provided staff members with the support and financial incentives to better themselves.

“The American dream is to live and die in your own home. Yet we know that during the pandemic, the number of calls about the neglect of the elderly was up four times in Cuyahoga County. Isolation and neglect is not the American dream,” Salopeck says. “Families get riddled with guilt about sending someone to a nursing home because of what they see in the media.

“I’m not going to say that people don’t die or their bodies don’t eventually become debilitated in senior living. But it means they are in a place where they are cared for and living the best life they can,” she says. “Working here is a real honor, and you have the opportunity to make a real impact on peoples’ lives.”

LEFT TO RIGHT ALECIA WILLIAMS, ALLISON SALOPECK, JULIE WAGNER

MAKING AN IMPACT

COMMUNITY MATTERS

The Commercial & Savings Bank

LIKE MOST FINANCIAL INSTITUTIONS, The Commercial & Savings Bank (CSB) has formal mission statements and lofty goals. But a major part of its being a community bank since 1879 is this idea from the human resources department: “Whenever people in the community look around and ask, ‘Who can help us get across the finish line? Who can partner with us? Who can be a good corporate citizen?’ We want CSB’s name on top of that list.” That spirit permeates CSB’s 16 locations in four counties, including Holmes, Stark, Wayne and Tuscarawas.

“We believe that a healthy community bank is a key part of healthy communities,” says Eddie Steiner, CSB’s president and CEO, a position he’s held since 2006.

LEFT TO RIGHT BUD STEBBINS, ANDREA MILEY, EDDIE STEINER, PAULA MEILER, BRETT GALLION

The philosophy isn’t counterfeit. Last year, CSB community volunteers invested more than 2,000 hours in a variety of organizations from local service and educational groups to social and charitable nonprofits. About 33% of CSB bank officers serve on boards of area nonprofits, with 16% in leadership roles. Those opportunities — from running concession stands at high school football games to making policy that influences economic growth and communities’ futures — strengthens communities and enhances CSB’s reputation. But the challenges also help employees find their passions and direction.

“CSB is well-known for being a strong partner in the communities it serves,” says Steiner, also a director for the Federal Reserve Bank of Cleveland. “Now, CSB is gaining a reputation for being an employer of choice for top talent in Northeast Ohio.”

CSB boasts of a customized leadership development plan (which includes one-onone coaching), as well as a customized career development program for employees. Three full-time staff members are dedicated to

training and professional development, which, according to CSB, is “unusual for a community bank its size.”

“Whether it is understanding the fundamentals of the banking industry, or sharpening one’s communications skills, the bank offers a wide range of personal and professional growth opportunities,” according to Steiner. “The bank also supports a collaborative culture of continuous improvement where team members are often asked to provide insights from their diverse perspectives. It is this culture of continuous improvement for the bank, and each team member, that continues to push CSB forward.”

The bank certainly embraces changing and innovative technology to enhance both customers’ and employees’ lives. But there are additional signs that CSB values the work-life balance that is so needed in today’s Great Workplace Evolution.

Even before, and then during the COVID-19 pandemic, CSB recognized the benefits of employees working closer to or in the communities in which they lived. For example, temporary offices were

LOCATION: Millersburg (headquarters)

EMPLOYEES: 180

WHAT THE COMPANY DOES: Personal and business financial services plus wealth management.

WHY IT’S A GREAT PLACE TO WORK: Employees contribute meaningful help to local causes while gaining personal and professional advantages.

established in banking center locations for employees who wanted to work closer to their homes. Those adjustments have been made permanently for some employees.

By embracing geographical disbursement, CSB also provides the opportunity for team members to work with others with whom they might not have before.

“We realize our work is not done, but it is truly an honor to be recognized,” says Steiner. — JS

Centric Consulting

Community and camaraderie guide career paths at Centric Consulting, where outcomes matter more than metrics.

UNMATCHED EXPERIENCES (UMX; i.e., putting in the extra effort, going the extra step) at Centric Consulting is about delivering unmatched client and employee experiences — and the UMX way is rooted in treating clients’ businesses as their own, and rallying behind team members as a family. “That manifests itself in many ways, from providing meals to a client whose family is going through a hardship to a high level of attention to detail and concern to everything we do,” says Matt Dierker, vice president and partner.

When a child of one of Dierker’s clients was hospitalized long-term, the client was

MATT DIERKER

managing kids at home while his wife stayed bedside. “We put together a food drive and stocked his fridge for almost a month with meals to get him through,” Dierker shares.

That’s UMX.

At the annual holiday party, Centric sends all employees and their plus-ones to a destination for an extended weekend. “It’s nothing but a reward for being part of the team,” Dierker says. Following Hurricane Katrina, the firm shifted its focus, spending a day at a parish community center. They cleaned up debris and buildings that had flooded, rebuilt some infrastructure like seating in an auditorium and painted the insides and outsides of properties.

“When we came back to the hotel after a day of working, we got off the buses and walked into the lobby, and the entire staff formed tow lines and applauded us,” Dierker says. “It was an experience I will never forget and made me realize that the community aspect of Centric is so core to who we are, and that’s recognized.”

Also, a focus on innovating, adapting and overcoming is integral to the firm’s success,

and amid the Great Workplace Evolution, Dierker says Centric is “doubling down on work-life balance.” The company has always promoted remote work, and now it redirects funds previously spent on office space to salaries and reimbursements for home offices.

Employees aren’t on the clock. “They can manage their own time off without concern for how many PTO days they have left,” he says. “We want people to manage their schedules in a way that allows them to complete their work and participate in events that are important to them.”

Associates are not required to meet quotas, which is common in the consulting space.

“We don’t focus on metrics that appear to be heavy-handed and may not be in the best interest of developing our people so they can be profitable [and] grow,” Dierker says.

To fulfill those goals, Centric provides various career development outlets and pairs associates with clients who suit their strengths. Then, the firm offers programs that hone consultants’ skills. Centric Leadership Program is a structured effort

LOCATION: Cleveland

EMPLOYEES: 30 locally; 1,500 globally

WHAT THE COMPANY DOES: Provides digital, technology and business consulting to clients across the globe.

WHY IT’S A GREAT PLACE TO WORK:

A community focus, flexible workplace and structured leadership and training programs give associates opportunities to excel and do more for clients and themselves.

offered at all levels of the organization, not just for managers and partners. Twiceannual training meetings include the entire staff. A program called Degreed is self-guided training.

“The work is compelling, and we’re making a positive impact for clients’ businesses,” Dierker says. “Being genuine and the way we do our work results in long-term relationships that allow our people to have more interesting, broader opportunities.” — JS

SPECIAL CATEGORY AWARDS

These six companies exemplify the best of the best when it comes to creating great workplaces, earning them special awards in the categories of employee well-being; organizational strategy, policies and benefits; talent attraction, acquisition and onboarding; diversity, equity and inclusion (DEI); total rewards; and employee engagement and talent development.

Empowering Employees

Turner Construction Company puts employees’ needs first.

“I AM PROOF OF THE OPPORTUNITY you can have at Turner,” says Taurean Spratt, vice president and general manager, Ohio Region, who started at the business 19 years ago as an intern.

From the start, he was assigned to a $1 billion schools renovation project in the Cincinnati area. The company positions its people to learn and grow, and Spratt says that supervisors and upper management have provided support along the way. “They don’t just throw you out to the wolves; it was the support that helped me succeed when I got those opportunities.”

During the last several years, Turner Construction Company has enhanced its employee evaluation process to open even more roadways for personal and professional improvement. “In addition to our normal evaluation process with a direct supervisor and performance reviews, we now assign each employee to a development partner as they start with Turner,” Spratt explains.

This partner is a consistent source of feedback and coaching as associates serve on projects that likely are supervised by different people. “That senior leader is a constant voice that can help guide your career and mentor you,” he says.

It’s all about putting employees’ needs first, and in spite of the company’s national reach and $15 billion annual construction revenue — Turner completes 1,500 projects every year on average. “We are

What The Winners Do:

consistently trying to show employees how much we value them and show them the possibilities for growth here,” Spratt says.

From a benefits perspective, Spratt says the company offers industryleading compensation. “We keep our eye on the market and make adjustments. If it’s moving faster than our annual pay increases, we accommodate that. We know everyone works hard for Turner, and we want to make sure they feel rewarded.”

And from a career pathway standpoint, the company has an established training program called Turner School of Construction Management, a 12-week course free for community members that is geared toward small, minority- and

LOCATION: Cleveland (headquarters)

EMPLOYEES: 180 in Cleveland; 10,000 overall

WHAT THE COMPANY DOES: Provides construction services for projects of all sizes, including schools and hospitals, stadiums and museums, airports, offices and data centers.

WHY IT’S A GREAT PLACE TO WORK: Climbing the ranks is the Turner way, and structured career programs along with engaging mentoring initiatives give employees support to grow.

women-owned businesses to take their operations to the next level. For 50 years, Turner has partnered with the City of Cleveland to deliver this program, along with replicating it across the country.

“It’s a good way for us to give back and support local subcontractors that will end up working on our jobs and giving them real opportunities for growth,” Spratt says.

Turner is the No. 1 general contractor in the country, he adds. It’s a “lead-by-example” culture that shows employees at any age and rank, they can rise up. “Our people see individuals succeeding here and where they could be in five, 10, 15 years in different stages throughout their career,” Spratt says. “Employees definitely look for that in a company. Here, they see there is opportunity for growth.”

They see leaders like Spratt, who says, “I think we won this award because we do the right things when no one else is looking.”

— Kristen Hampshire

Formal mentorship programs for either new or existing employees are offered by 78% of this year’s winners. In addition, NorthCoast 99 winners contributed an average of 782 hours of community service to the community last year.

Taurean Spratt

VOCON

A Family Vibe

WHAT’S HOT?

It’s the name of Vocon’s regular luncheon presentations, where employees share a passion and guest speakers stoke creativity and a sense of wonder by introducing a mishmash of topics. Associates share a struggle, a pastime or an experience.

“For Asian Pacific Islander month, two employees talked about their lives, and we assembled a cookbook of recipes,” says Susan Austin, chief human resources officer at Vocon, a full-service architecture firm.

“We celebrate a lot here,” says Austin, who joined the firm 12 years ago as its first human resources director. Now it’s a department of four as Vocon expands. “From marriages to new babies, we are genuinely thrilled for our colleagues, and we are there for the sad events, as well.”

Every year at the company holiday party, a slideshow reels through photos of the Vocon babies wearing a logoed onesie and other milestones, such as being certified

What The Winners Do:

in a new credential — a reflection of the family vibe that is Vocon’s legacy.

“Our work-life balance has always been strong,” Austin says, relating that the firm closes during Christmas and the New Year to allow families to share in the season. It recently enacted an increased shortterm disability benefit with 100% compensation up to 12 weeks for all employees, and additional care and bonding time for those welcoming a child into their lives that is four paid weeks available for both parents.

Associates can work two days from home, but with an inspiring workplace equipped with a nine-hole putt-putt course, no one drags their feet when they come into the office. “Every time I walk in the door, I’m just charged from the way a concierge greets you to the energy you feel — it’s warm, sincere,” Austin says.

During Vender Blenders, Vocon associates learn about new materials and products. A Culture Club marries

LOCATIONS: Cleveland, New York City

EMPLOYEES: 146 locally; 234 overall

WHAT THE COMPANY DOES: Vocon is a strategy, architecture and design firm.

WHY IT’S A GREAT PLACE TO WORK: Culture-focused events and programming ignite creativity, while benefits that promote work-life balance and career development initiatives help associates fulfill personal and professional aspirations.

presentations with its core values. Those are relationships, passion, team, excellence and leadership. “We have grown in the way in which we talk about them and work them into the organization,” Austin says.

Aside from the team focus that seeps over into Vocon’s client-centric approach, the firm prioritizes career development. A dedicated coach from John Carroll University conducts quarterly training at Vocon’s Cleveland and New York City offices. And there’s a swap where two employees from Cleveland attend the Big Apple session, and vice versa. “It’s all about you, what is holding you back, or what we can do to help, and discovering how people can work collaboratively and bring out their best self,” Austin explains.

The Associates Program provides training for future leaders. The firm rolled out this initiative two years ago, with principles selecting the first class of associates. The structured program includes 22 criteria that associates fulfill during the experience. This inquisitive nature translates into Vocon’s client approach.

“We are a design firm, but we lead with strategy and relationships — that is our special sauce,” Austin relates. “So, when we meet with clients, there is a lot of conversation around their wants and needs, we do focus groups and conduct interviews. We really get to know them on a very different level.”

— KH

Paid time off policies are the same for managers and non-managers at 88% of this year’s NorthCoast 99 winning organizations. In addition, 92% of the 2023 NorthCoast 99 winners have a documented policy on remote work.

Creativity, relationships and listening are the basis for a family of colleagues who share a passion for their work and its impact.

Susan Austin

Nurturing Success

MRI Software puts the power of connection to work to find top-notch talent.

FOUNDED IN 1971, MRI Software has earned accolades for ways in which it attracts talent, welcomes employees into the fold and nurtures success.

“Here at MRI, our employees are affectionately called ‘the pride’ because they really are the heartbeat of our company,” says Sarah Schedler, senior vice president of North American talent management. “It’s important to us that they know we care about them as individuals. It’s not just about the work that they do; it’s about who they are as individuals.”

At quarterly town hall meetings presided over by CEO Patrick Ghilani and in skiplevel meetings, employees are encouraged to share open and honest feedback about policies and procedures. MRI’s HR department also provides a trusted environment for team members to share their concerns.

“Keeping the lines of communication open,” Schedler says, “is an important part of our success.”

When it comes to attracting and retaining top talent, MRI’s dedicated acquisition team meticulously networks throughout the industry, as well as internally. The firm’s popular employee referral program offers bonuses to those who refer candidates who are ultimately hired.

“There’s no limit to the number of candidates employees can refer and be eligible to receive a bonus for,” Schedler says. “We get a lot of really great candidates through the program, which also speaks to our culture — people want to refer their friends and family to come and work for us.”

What The Winners Do:

In 2022, MRI increased its presence on LinkedIn by designing templates for new employees to post on the site to announce they’d accepted a position at the company. It’s a strategy, Schedler explains, that’s become invaluable for employer branding and recruitment.

“LinkedIn has always been an important tool for us,” she says. “The [templates] allow existing employees to connect with new employees before their first day on the job, and helps us get additional candidates interested in looking at job opportunities at MRI.”

Once on board, new hires spend three days with the company’s internal education services team to gain an understanding of what MRI does, the industry it serves and products offered. The company’s mission — to transform the way communities live, work and play and be the industry’s most comprehensive, flexible and open technology platform; and values — Make the Pride Proud, Get it Done, Strive to Amaze, Be Fearless and Enjoy the Ride — are explored.

When it comes to “enjoying the ride,” MRI offers ways for employees to do so with activities ranging from family Halloween parties to team painting activities.

The company’s annual Circle of Excellence employee recognition nomination program offers employees the chance to receive an all-expenses-paid, four-day excursion for themselves and a guest. Last year, the group enjoyed a trip to Saint Martin.

“Like other companies, we have employees who choose to leave, but we also have a number of employees who ask to come back to us,” Schedler says. “We

always ask the boomerangers what made them decide to return, and the answer is always the same — they missed the culture and the people.”

“That,” she adds, “really says a lot.”

—Linda Feagler

LOCATION: Solon

EMPLOYEES: 550 in Solon; 3,500 worldwide

WHAT THE COMPANY DOES: MRI Software provides real estate and investment management software to real estate owners, corporations, investors and operators.

WHY IT’S A GREAT PLACE TO WORK: The company is dedicated to nurturing a vibrant culture where employees feel appreciated and supported personally and professionally.

The 2023 NorthCoast 99 winners use a wide variety of recruitment sources (just over 17 on average). The most common among this year’s winners were employee referrals (100%) and social media (99%). Educational institutions and online job boards/websites were also very popular at 98% usage.

Sarah Schedler

A Place for Everyone

Federal Reserve Bank of Cleveland makes employees feel at home.

IT’S A COMPANY WHERE first-day-onthe-job jitters are virtually nonexistent, and everyone — no matter their interests or background — finds and holds a place at the table.

Talia Seals, diversity and inclusion manager for the Federal Reserve Bank of Cleveland, wouldn’t have it any other way.

“Diversity and inclusion is not just a department here,” she says. “We’ve embedded that [perspective] into the entire organization. Employees see it and feel it. We’re embracing the uniqueness of every individual at every level — diverse people from diverse backgrounds from different walks of life and educational backgrounds. There’s a place for everyone here.”

That sense of camaraderie begins at job fairs, where recruitment teams made up of members of the bank’s diversity councils chat with potential candidates about why they should join the team.

“This is one of the best practices the Federal Reserve Bank of Cleveland has,” Seals says. “Connections are created before someone becomes an employee.”

Once on board, new hires are invited to join any of the bank’s 11 resource network groups that interest them. Examples include 4VETS, a network that allows employees and family members with shared military backgrounds and interests to connect with colleagues; The CollaborAsians Resource Network Group, designed to share knowledge and perspectives about

Asian culture; COOL (Communities for Overcoming the Obstacles in Life), which provides support for workers with disabilities by breaking down stereotypes and biases and building understanding in the community; The Green Team, which serves as a resource to develop, lead and maintain a culture of sustainability within the bank; The Lesbian, Gay, Bisexual, Transgender,

Queer and Ally (LGBTA) Resource Network Group, which exists to support the LGBT community at the bank and help it become an employer of choice for the LGBT community; and STAAR (Strengthening Talented African American Resources), designed to support a culture that values differences and advocates awareness through open minds and inclusive attitudes.

“During the COVID shutdown, many organizations pivoted to virtual meetings, which gave us the opportunity to peek into each other’s lives like we’ve never done before,” Seals reflects. “We saw each other’s

What The Winners Do:

EQUITY & INCLUSION

living rooms and bedrooms, met family members and bonded with each other in ways not tied to our work. Today’s workforce doesn’t want to flip the needle back to pre-COVID. Employers need to give their employees permission to bring all those pieces into the workplace and embrace workers as whole individuals.

“Our affinity and special interest groups make sure our employees don’t have to leave pieces of themselves at home,” she adds. “You can bring your whole self here. You belong here, you’re included here — and your voice is valued here.” — LF

LOCATION: Cleveland

EMPLOYEES: 1,100

WHAT THE COMPANY DOES: One of 12 reserve banks in the United States, the Federal Reserve Bank of Cleveland works to strengthen the economic performance of the nation and region and inform the community about the economic status of the country.

WHY IT’S A GREAT PLACE TO WORK: Employees quickly embrace the sense of belonging created by the bank’s networking groups, which focus on personal and professional goals and interests.

This year’s winners use an average of approximately 11 recruitment strategies to attract a diverse, equitable and inclusive applicant pool. In addition, 70% of the 2023 NorthCoast 99 winners have moved to the more gender-neutral offering of “parental” leave instead of “maternity” or “paternity” leaves.

Proud

www.hwco.cpa/careers

We extend our heartfelt gratitude to our extraordinary employees.

This achievement would not be possible without the relentless dedication and passion of our exceptional people.

19-time NC99 Winner!

Talia Seals

FOUNDATION SOFTWARE

On Track

Foundation Software helps employees live a well-rounded life.

A FULL-BLOWN WORKOUT FACILITY that rivals Gold’s Gym; a gameroom with ping-pong and pool tables; a half-mile walking track and a personal trainer on staff that employees can meet with during work hours — these are just a few of the perks for employees at Foundation Software.

“Since our company launched in 1985, we’ve always been built around familyfriendly, work-life balance,” says Mike Ode, CEO of Foundation Software. “We put in the time, we put in the effort, we try to take care of our employees. People used to come to work here because they knew it was a great place to be, and everyone raved about the perks.”

The onset and aftermath of COVID-19 threw a monkey wrench into the mix, as

many employees discovered they preferred working from home rather than making the daily commute.

“When employees are working 100% remote, ‘culture’ becomes an odd word,” Ode reflects. “We have lots of what we call ‘family trees’ here — mothers and sons and daughters and brothers and husbands and wives and kids working together.”

“I’m an elbow guy,” Ode admits. “I like to rub elbows with people, and I feel that’s how I’ve become successful. But I also realize not everyone is successful in the same way. Without putting a fist down and saying, ‘You must come back,’ we want them to come back on their terms.”

To entice his employees to return to the office, Ode and his team added to the

LOCATION: Strongsville EMPLOYEES: 350

WHAT THE COMPANY DOES: The firm sells accounting software for the construction industry, and it’s a payroll service exclusive to the commercial, government and industrial construction industries.

WHY IT’S A GREAT PLACE TO WORK: The company embraces the philosophy that if employees feel good about themselves and are healthy, they’re going to perform better, and offers a variety of ways to help them achieve that goal.

company’s hefty slate of perks. Those who work from the office three days or more a week receive free 30-minute massages, manicures and pedicures. Happy Hours have also been added to the mix.

“To me, a perfect world would be one in which everyone would get ‘x’ amount of days to work from home — say 15 or 20 each

year — which should be enough to do the things you need to do. But I also know that not everyone looks at it that way. As we started to work people back, our main focus was to get back to the culture that we were before COVID. We knew we couldn’t do it exactly the same way, so we developed a different strategy.”

The response to the company’s innovative flexible work schedule has been overwhelmingly positive: Currently, 78% of the staff have opted to do the drive.

Mike Ode

“Returning to the office for the first time after being away can be challenging

What The Winners Do:

for employees,” Ode says. “But when they come back, it’s like, ‘I don’t know why I didn’t do this sooner. I like the people, the social aspect; my friends are here.’ Employees really appreciate being engaged and bonding with everyone again.”

Ode admits he misses the pre-COVID way of business-as-usual. He’s quick to add that the concept of working from home is a privilege that centers on compromise and mutual respect.

“After some give and take, everyone on board feels that we’ve created an extremely fair situation,” he says. “Nobody

can say that every single person is happy, but our employee retention rate is working its way back to the digits it had before COVID. For us, that’s a good indicator that the strategies we put in place are working.”

When employees act and contribute in a way that aligns with the mission and/or values of the organization, 62% of winning organizations provide these employees with personalized recognition of their choosing from leadership. In addition, 96% of NorthCoast 99 winners provided a performance-based (merit) increase in 2022.

A Sense of Order

iDesign helps employees thrive professionally and personally.

ASK JULIE K. SMITH, senior vice president, people operations at iDesign, what the secret is to attracting and retaining top talent; her answer is succinct: “We really believe that providing our employees with an exceptional work experience and environment is the key.”

That perspective, which began in earnest when company President and CEO Chris Quinn took the helm in 2017, was strengthened in 2021 when iDesign conducted its first employee engagement survey.

“As part of its polling process, Gallup

promotes the idea of creating action plans on their platform,” Smith says. “We all know that if you ask employees to take a survey and nothing comes of it, you might as well not have done the survey. So we decided we were going to embrace the action plan idea wholeheartedly.”

Based on employee responses to the engagement survey questions, action plans were created over the following year, along with a six-part leadership series that would target areas for growth opportunities.

“My team focused on team training

and ways our employees could better understand the organization and the talent challenges we were facing,” Smith says. “We created a business boot camp, and each member of my team focused on and researched different topics, ranging from finance to the supply chain, customer operations and technology.”

Other teams sharpened strategies for effective communication and coaching, and suggested ways to administer disciplinary action, as well as how to communicate with empathy and inclusion in the workplace.

The final installment of the series focused on corporate values, or what iDesign identifies as iDNA (honesty, gratitude, courage, respect and resilience).

These practices are exemplified in myriad ways throughout the company. Employee-Led Teams, which iDesign calls ELTs, are continuously being launched in response to employees’ needs and desires.

They include the High Fivers onboarding committee that welcomes and develops one-on-one relationships with new hires to ease their transition into the company;

We are so grateful to our incredible employees, clients, and friends for helping us to be recognized as a NorthCoast 99 winner for the 14th time!

Julie Smith

iDESIGN

SPECIAL CATEGORY AWARDS

EMPLOYEE ENGAGEMENT & TALENT DEVELOPMENT

WomenLead, which initiated a speaker series and held a summit at Corporate College East last fall to address trials and tribulations faced by women in the workplace (men are welcome, too); and

iD Cares, which offers paid time off to employees wishing to give back to their communities through volunteering.

There’s also a social committee that hosts Trivia Nights and hikes, an ELT Wellness Group and lunch-and-learn ELT, in which any employee who’d like to can present a topic of interest that’s workrelated or otherwise.

We’re always open to considering new teams,” Smith says. “At the heart of the whole program are our organization’s Culture Champions. Nominated by employees, they exemplify what our culture is all about.”

Smith adds iDesign’s workplace routine is evolving in the aftermath of COVID-19.

“At the beginning, we went remote for two weeks to help flatten the curve,” she

says. “During the height of the virus and shortly after, we realized that working from home is a competitive advantage [to attract job candidates].” — LF

LOCATION: Solon

EMPLOYEES: 240

WHAT THE COMPANY DOES: The company designs, then outsources, the manufacture of organizational, aesthetically pleasing, sustainable products that help simplify life.

WHY IT’S A GREAT PLACE TO WORK: Employees are given clear direction and autonomy about the company’s goals and receive the support they need to achieve them.

What The Winners Do:

In their efforts to improve retention, 98% of the 2023 NorthCoast 99 winners used each of the following mechanisms or strategies: increased base pay, encouraged participation in learning and development activities and regularly asked for employee feedback/input.

At Swagelok, our people-focused culture and no-layoff philosophy have created a sense of stability, connectivity, and pride for over 75 years.

FIRST-TIME WINNERS

Hear from employees of 12 first-time NorthCoast 99 winners about what makes their workplaces great. They tell their stories of organizations that encourage flexibility, foster communication, provide meaningful work and offer opportunities to learn and grow.

Alloy Engineering Company

ALL IN, EVERYONE. “We are 100% owned by 100% of our employees,” company President Lee Watson says of the Employee Stock Ownership Plan (ESOP) structure where everyone has a true, vested interest. The longer employees stay on board, the more shares they gain and the higher their compensation. ESOP is also the company’s selling proposition for attracting and retaining talent, he says.

PREMIER BENEFITS. Team members pay no more than 15% of their premiums, and the company contributes 6% to 10% of employees’ W-2 wages every year into the ESOP company-funded retirement plan, with an additional 401(k) match.

LOCATION: Berea

EMPLOYEES: 190

WHAT THE COMPANY DOES: AEC designs and manufactures alloy equipment for high-temperature and corrosive industries like aerospace and energy.

WHY IT’S A GREAT PLACE TO WORK: Rich benefits, an employee-owned culture and straightforward communication empower people to give their all.

— Kristen Hampshire

DRAMA-FREE WORK ZONE. “Focus on the facts,” Watson says, noting the core value of having a “drama-free workplace.” It’s about owning mistakes, finding solutions, then moving on. Worklife balance is also a priority. Monthly, Watson attends a CEO peer advisory group, where he gathers ideas. “The employees of any company’s work-life balance will never be better than the CEOs, so if I’m emailing at 3 a.m., they assume that’s the expectation,” Watson says. After a workshop on Empowered Productivity, AE set some boundaries like communication hours (between 7 a.m. and 6 p.m. for emails and calls for non-urgent matters). “Effective communication has made our business stronger.”

LEE WATSON PRESIDENT

YEARS IN CURRENT POSITION: 4 YEARS WITH THE COMPANY: 30

IMPACTFUL PROJECTS. The team takes pride in Bowen’s portfolio of high-profile projects that are community pillars and important public venues, from police stations and courts to schools and multi-family housing. “We have an opportunity to work on projects that are not only meaningful to our team’s careers, but also the communities they serve,” says Allan Renzi, Bowen president. “We are truly committed to good design and a thoughtful approach of meeting clients’ needs. By listening to them, every project takes on its own direction.”

ACHIEVING HIGH STANDARDS. The company’s mentorship program delves into community involvement, shaping career-life balance and developing as a professional and a person. As for the technical side, the bowen development program covers topics like meeting building codes and working with municipalities.

A COLLABORATIVE ENVIRONMENT. Bowen moved its offices to a city-view space on the Superior Viaduct that serves as an inspiring studio, creative hub and event space the firm shares with industry and city organizations. “You can see people taking the time to work together and discuss different ideas to make designs better,” Renzi says. “We’re teaching them to think like owners. Everything they do has an effect on the bottom line.”

— KH

LOCATION: Cleveland

EMPLOYEES: 58

WHAT THE COMPANY DOES: Bowen delivers integrated architecture, planning, engineering and construction management services with a client-centric approach.

WHY IT’S A GREAT PLACE TO WORK: A passion for architecture, collaborative environment and projects that improve communities.

ALLAN RENZI PRESIDENT

C2P

NOW, SOON AND LATER. C2P Founder and CEO Jason Smith’s book, The Bucket Plan, identifies three categories: now, soon and later. The company borrows these buckets to shape quarterly themes that focus on wellness, career development and camaraderie. “We have friendly competitions like earning points for activities like spending time outdoors or taking a break during the day to clear your mind,” says Pablo Terra, founding partner and chief people officer. “When we get better in those different capacities, that brings the team together.”

BUSINESS CASUAL. At first, C2P was a buttoned-up culture — think suits and ties. “We were very proper, and we realized that our advisors wanted us to be casual,” Terra says. So rather than a formal dinner, they organized a dive bar crawl with three different tracks (and shuttles for safe transportation). “We loosened our ties. It’s most important for us to be there for clients, provide them with innovation, bring in solutions and get to know them like family,” Terra says.

LOCATION: Westlake

EMPLOYEES: 60

WHAT THE COMPANY DOES: C2P’s clients are holistic financial planners, and it provides training and support — along with planning and investment solutions.

YEARS IN CURRENT POSITION: 4 YEARS WITH THE COMPANY: 12.5

THE AMERICAN DREAM. “Our purpose is greater than us,” Terra notes. “We are educating, training and growing holistic financial advisers as a conduit so they can deliver financial planning and education to their clients — American families — so they can achieve prosperity.”

— KH

WHY IT’S A GREAT PLACE TO WORK: A flexible environment with an open-book culture gives team members the reigns to innovate and a formula for helping clients achieve their goals.

PABLO TERRA FOUNDING PARTNER & CHIEF PEOPLE OFFICER

Great Lakes Cheese

A FAMILY FEEL. The company culture is what drew Kylie Brooks, key account manager, to Great Lakes Cheese. “I could feel it during the interview, and you see the family working in the business every single day,” she says. The third generation is involved, and “you can feel how passionate they are about what they do.” That carries on to giving team members creative leeway to contribute in various ways, such as Brooks’ creation of a program called Core Promise Champions. A team of 10 people plans events centered on the themes of “protect,” “care,” “create,” “grow” and “partner.” For instance, the company partnered with the Greater Cleveland Food Bank, organized a drive, then added a competitive element. Teams built structures out of the donated items. “It was based on the care promise,” Brooks says.

THE RIGHT THING TO DO. A company mantra: “Do the right thing because it’s the right thing to do.” Everyone pulls their weight and pitches in, Brooks says.

LOCATION: Hiram

EMPLOYEES:

1,200 in Northeast Ohio; 4,000 overall

WHAT THE COMPANY DOES: Great Lakes Cheese is the nation’s largest natural cheese packager and manufacturer of bulk, shredded and sliced cheese.

YEARS IN CURRENT POSITION: 8 MO. YEARS WITH THE COMPANY: 5.5

Your Problem Solvers

— KH

SAY CHEESE! “We work in a dynamic business — and it’s just really cool to sell cheese,” Brooks says. “You don’t find a lot of people who don’t like cheese, and we get to see the physical product of our work on the shelves. You launch a new product and everyone plays a part, then you can go to the store, buy it and eat it. We get to see our products everywhere.”

WHY IT’S A GREAT PLACE TO WORK: From supporting continuing education with full tuition reimbursement to employee ownership through an ESOP and culture-building events, Great Lakes Cheese initiatives help the team live its mission.

KYLIE BROOKS

KEY ACCOUNT MANAGER

Humanetics Group

HUMANS ARE THE HEART. Every vehicle on the road has been tested by a Humanetics system. “So just knowing that we are here to save lives is our passion and why we love what we do,” says Heather Aschemeier, senior human resources manager. Three key words that drive the company’s culture and operations are passion, purpose and mission. “We are proud to protect lives every day, and our purpose is to protect humans in the center of industrial design. People’s lives are being saved when we innovate.”

QR CODE IDEAS. Throughout the office are signs with QR codes that say: Continuous improvement — we need your continuous insights, ideas and inspiration to innovate. We can always get better. Submit your idea and win a gift card. During monthly meetings, submissions are reviewed. “You can choose, ‘make me famous,’ and we’ll acknowledge you, or ‘keep me anonymous’ and we’ll reward the team,” Aschemeier says.

HEATHER ASCHEMEIER

SENIOR HUMAN RESOURCES MANAGER

YEARS IN CURRENT POSITION: 1 YEARS WITH THE COMPANY: 7.5

PEOPLE FIRST. “The people here are like no group I’ve ever worked for,” Aschemeier says, relating that regular employee surveys ask what matters most. It’s people first every time. “People support each other through good times and bad times.”

— KH

LOCATION: Huron

EMPLOYEES: 110 in Huron; 900 overall

WHAT THE COMPANY DOES: Humanetics is the pioneer of crash dummies and a leading provider of simulation software, crash test systems, sensors and fiber optics that protect and save lives.

WHY IT’S A GREAT PLACE TO WORK: The life-saving products Humanetics delivers give employees a great sense of pride, and a culture that invites ideas from all encourages continuous innovation.

JL Smith | Wealth & Tax Planning

OPEN BOOK. Sharing promotes buy-in and stokes goal-setting. Monthly meetings to discuss financials help associates “feel part of the team, knowing they can make a difference in outcomes,” says Bryan Bibbo, partner and lead advisor. “Employees know how they can affect the numbers and make a difference to the business.”

CARING IN THE COMMUNITY. Two clients serve on the board of Super Heroes to Kids In Ohio, so the firm got involved and has raised over $10,000 for the nonprofit that makes costumed visits to children’s hospitals, special needs centers and other charitable events. JL Smith gave one of its Crusher’s baseball suites to a family dealing with adversity. And, the firm chairs Cleveland’s Arthritis Foundation and speaks at various events. “We take employees away from the day-to-day job and get them into environments where they can give back and have that good feeling of making change in their communities,” Bibbo says.

BRYAN

A CLEAR PATHWAY. “We have a career path from the day you walk into the door to the day you become a partner,” says Bibbo. A plan tailored to employees’ goals details the achievements necessary and years it will take to meet expectations. “I knew what I had to do to hit each point in my career to get to the next step,” Bibbo adds. “We lay it out like that for everyone here.” — KH

LOCATION: Avon

EMPLOYEES: 17

WHAT THE COMPANY DOES: The financial planning firm takes an integrated approach to coordinating investments, insurance, tax, estate planning, Social Security and Medicare.

WHY IT’S A GREAT PLACE TO WORK: From a culture of helping each other to a structured career development track, JL Smith is growing while maintaining the important small things.

MIM Software Inc.

MEANINGFUL MISSION. “Our goal is to improve patient survival and quality of life, and the whole reason we exist is because the founder saw physicians struggling to interpret scans from different machines,” explains Em Warren, director of engineering. So in 2000, Dennis Nelson, PhD, developed Medical Image Merge (MIM) that fuses shared images so doctors gain more clarity for directing patient diagnosis and care.

INSPIRING SPACES. Throughout the MIM Software headquarters are meeting rooms named after pioneers in their fields — Marie Curie (physicist discovering radioactivity), Jackie Robinson (first African American baseball player in the MLB), Wilhelm Röntgen (discovered X-rays) and George Nakashima (architect and woodworker). Decor reflects the theme. Not to mention, the office has a pinball machine, coffee area and promotes collaboration.

EM WARREN

DIRECTOR OF ENGINEERING

YEARS IN CURRENT POSITION: 1

YEARS WITH THE COMPANY: 16

LOCATION: Beachwood

EMPLOYEES: 339

WHAT THE COMPANY DOES: MIM develops software for the radiation oncology, nuclear medicine, radiation, cardiac imaging and molecular spaces.

WHY IT’S A GREAT PLACE TO WORK: A courageous cause and compassionate employees inspire team members to innovate while supporting each other.

— KH

PEOPLE FIRST. “We want each other to succeed and reach out to each other, and that makes you feel comfortable being yourself at work,” Warren says. “I feel proud when [colleagues] succeed or when someone gets a promotion. Policy-wise, the people-first environment is reflected through flexible work schedules with hybrid opportunities, vacation time that starts at 20 days upon hiring and grows from there, and compassion. “We go out of our way to make people feel welcome.”

OhioGuidestone

IMPROVING LIVES. “We are all working toward a common goal, and that is to serve those who are most vulnerable and in need, and we have the opportunity to make clients’ lives better,” says Brant Russell, OhioGuidestone president and CEO. “That is rewarding for all of us — meaningful work and the support we provide is why people want to be here.” Specifically, Russell points to the Pathways Program that includes employees who are working toward caregiving licensure. “They really come together as a family while they work to get their licensure,” he says.

CLINICAL INNOVATION. OhioGuidestone’s Institute of Family & Community Impact conducts research, along with providing training and advocacy, with a goal to advance the behavioral health field. “We are doing our own research, creating our own best practices and solving problems,” Russell says.

LOCATION: Berea (headquarters); locations across 40 Ohio counties

EMPLOYEES: 1,355

WHAT THE COMPANY DOES: Focuses on the needs of the whole person by providing prevention services, as well as mental health and substance use treatment.

YEARS IN CURRENT POSITION: 1.5

YEARS WITH THE COMPANY: 1.5

IN THEIR SHOES. Some of the behavioral health specialists and therapists on staff have personal experience managing the same issues clients are dealing with and can offer perspective that inspires positive change. “The fact that we have people who have gone through these struggles so they can lend the experience to help care for each of their clients is a little different,” Russell says of the culture where “every single person and the work they do matters here.”

WHY IT’S A GREAT PLACE TO WORK: Offers a supportive experience and provides opportunities to learn, grow and belong in a community with shared values.

— KH

BRANT RUSSELL PRESIDENT AND CEO

Redmond Waltz

A SHOW OF SUPPORT. CEO Jennifer Ake-Marriott entered the business after the owner passed away suddenly, knowing the operation was under duress and employees were facing a great deal of uncertainty. “Even though there was no boss there, everyone kept showing up to work and supporting each other,” she says. “A full-time job is 2,080 hours, and that’s a large chunk of time. It can’t be drudgery. We make sure that everyone’s efforts are honored, and you can’t fake that feeling.” From free-lunch Fridays to celebrating birthdays and “providing people grace if they need it” when personal emergencies arise, “we want to make coming to work really easy,” she says.

SAFE SPACE. Redmond Waltz is a safe place where employees can make mistakes, fail, learn and grow. “You don’t need to stand over people’s shoulders policing them. If you establish trust, there is an open dialogue — then get out of the way. Then, people are willing to try all kinds of things and have tons of ideas.”

JENNIFER AKE-MARRIOTT

CEO

YEARS IN CURRENT POSITION: 6 YEARS WITH THE COMPANY: 6

SUSTAINING CLEVELAND MANUFACTURING. “The work we do is critical, and industries from aerospace to steel production depend on us,” Ake-Marriott says. “The repair services we supply help run giant presses and fans and any number of manufacturing processes with electronic motors,” she adds. “We support manufacturing in Cleveland.” — KH

LOCATION: Cleveland

EMPLOYEES: 17

WHAT THE COMPANY DOES: Redmond Waltz supplies rotating equipment repair services that are critical to manufacturing processes.

WHY IT’S A GREAT PLACE TO WORK: Redmond Waltz rewards its people with intangibles like room to fail and grow, above-bar compensation and space to bring new ideas to the table.

health and a top workplace because of our employees. It’s not work—it’s a mission.

people is what we do... ...and we have the best people doing it.

FIRST-TIME WINNERS REDWOOD APARTMENT NEIGHBORHOODS

Redwood Apartment Neighborhoods

GROWING UP. “Because we are scaling and growing, there are opportunities for promotion,” says Steve Kimmelman, Redwood Apartment Neighborhoods founder and CEO. “Our vision is to have a Redwood neighborhood in every suburb in the country, and we’re doing that by using the manufacturing concepts of redundancy and repetition — we want to duplicate, not complicate,” he says of the formula. Because of the simple process, the company has tradespeople who have worked alongside Kimmelman since he started in the housing industry in 1991.

INVESTED IN TECH. “We want to make things easier for our employees,” Kimmelman says. Self-guided online tours allow potential tenants to make housing decisions even when a property manager is off duty. From online chat boxes to electronic lease agreements, “we use technology to benefit residents and reduce stress for our neighborhood managers,” Kimmelman says.

CELEBRATING SUCCESS. The Redwood team rocks — literally. An employee band called Redwood Rock Band performs at the company’s annual summer party, and Redwood holds an awards ceremony at the Rock & Roll Hall of Fame. Weekly, a massage therapist visits the office for complimentary massages. “We listen to what our employees want so we can provide a place where people can have fun, learn and improve,” says Kimmelman. — KH

LOCATION: Independence

EMPLOYEES: 650

WHAT THE COMPANY DOES: Redwood builds and manages single-story apartment homes.

WHY IT’S A GREAT PLACE TO WORK:

The fast-growing business gives employees a promising career track for rising up in the organization with people-focused perks like hybrid work, team-building events and wellness activities on site.

Scan to learn more about our career opportunities

Healthcare is evolving, and Cleveland Clinic is transforming it – pushing the limits and paving the way to establish new practices and set new standards.

Discover your next career oppor tunity at Cleveland Clinic. clevelandclinic.jobs

STEVE KIMMELMAN

AND CEO

YEARS IN CURRENT POSITION: 2

YEARS WITH THE COMPANY: 6

A FAN. Leigh Cullen, director of human resources, is a selfdescribed “huge sports fan.” When job hunting, “I promised myself I wouldn’t run away from something — I’d run to something,” she says. She landed at Riddell. “Our executives are out on the [manufacturing] floor, they know the names of employees. And not many people can watch a football game and say, ‘I put a decal on that helmet,’ or ‘I built and painted that helmet.’”

BACKING TEAMMATES. Every year, Riddell’s Christmas campaign allows team members to adopt families within the company. They help up to 180 children and about 100 families annually. “We literally give back to our people,” Cullen says. During an attendance challenge last year, employees who showed up for every shift were entered into a raffle for a $10,000 prize. Managers presented a check to the winner, and the department cheered. “He took that money and was able to move out on his own with his wife and buy their first home together,” Cullen says.

LOCATION: North Ridgeville

EMPLOYEES: 675

WHAT THE COMPANY DOES: The designer and developer of football helmets, protective sports equipment and accessories outfits 76% of NFL players and athletes from Little League and beyond.

WHY IT’S A GREAT PLACE TO WORK: There are opportunities to present ideas to the executive team no matter your role, elevated compensation and tangible work you can see on an NFL field.

— KH

REWARDING HARD WORK. Recruiting and retaining great people is a challenge anytime, and especially in a tight labor market. Riddell recognized boosting compensation with more competitive wages was a game-changer. “We want employees to know we are invested in them,” Cullen says. “They are our No. 1 priority, and we want to make sure they are being paid correctly.”

LEIGH CULLEN

DIRECTOR OF HUMAN RESOURCES

Thomas Thor

SHOWING UP. Thomas Thor is charged with finding talented experts to fill lead seats for industry employers. An example of the company’s core value of collaboration is its work fulfilling a razor tight deadline for Ontario Power’s headquarters in Toronto. The ask? Hire about 40 people within 18 days. “We needed a plan and specific tracking,” says Beth Park, director of permanent and executive search for North America. “This happened at a time when we were all preparing to go overseas for a company event.” But that didn’t derail the plan. With an all-in mentality, they hit the target and “it energized everyone,” Park relates.

PUSHING BOUNDARIES. As a global business with about 80 associates across seven countries, Thomas Thor holds global team meetings every few years — the last one in Rome. “It is truly a diverse organization, and we span college graduates to those getting ready to go on to the next graduation of retirement,” Park says. “Every person we hire brings different ideas to the table, and that is only making us better.”

YEARS IN CURRENT POSITION: 6 YEARS WITH THE COMPANY: 9

INVESTED IN PEOPLE. With a fully funded employee medical benefit, there’s no cost to access care. Plus, the company deposits funds into Health Savings Accounts monthly and provides a 401(k) with an equal match up to 4%. Employees each get $1,200 per year toward wellness-focused expenses, too.

— KH

BETH PARK

DIRECTOR OF PERMANENT AND EXECUTIVE SEARCH FOR NORTH AMERICA

“We are truly committed to good design and a thoughtful approach of meeting clients’ needs. By listening to them, every project takes on its own direction.”

ALLAN RENZI BOWEN

“We are all working to serve customers and willing to drop what we are doing to collectively problem-solve.”

KYLIE BROOKS GREAT LAKES CHEESE

“We are all working toward a common goal, and that is to serve those who are most vulnerable and in need, and we have the opportunity to make clients’ lives better.”

BRANT RUSSELL OHIOGUIDESTONE

“We take employees away from the day-to-day job and get them into environments where they can give back and have that good feeling of making change in their communities.”

BRYAN BIBBO

“

“When we make placements, we celebrate that. We are a people business, and we walk the talk in terms of supporting employees and each other as we grow.”

“We listen to what our employees want so we can provide a place where people can have fun, learn and improve.”

“Our executives are out on the [manufacturing] floor; they know the names of employees.”

LEIGH CULLEN RIDDELL

“We enable our employees to retire with an equal or higher standard of living.”

LEE

WATSON

ALLOY ENGINEERING COMPANY

“We want each other to succeed and reach out to each other, and that makes you feel comfortable being yourself at work.”

EM WARREN MIM SOFTWARE INC.

“A fulltime job is 2,080 hours, and that’s a large chunk of time. It can’t be drudgery. We make sure that everyone’s efforts are honored, and you can’t fake that feeling.”

JENNIFER AKE-MARRIOTT REDMOND WALTZ

“Our purpose is greater than us. We are educating, training and growing holistic financial advisers as a conduit so they can deliver planning and education to their clients — American families — so they can achieve prosperity.”

PABLO TERRA C2P

“We are proud to protect lives every day, and our purpose is to protect humans in the center of industrial design. People’s lives are being saved when we innovate.”

HEATHER ASCHEMEIER HUMANETICS GROUP

BETH PARK THOMAS THOR

STEVE KIMMELMAN REDWOOD APARTMENT NEIGHBORHOODS

JL SMITH | WEALTH & TAX PLANNING

TOP-PERFORMER TRENDS EMPLOYER DATA

ORGANIZATIONAL STRATEGY, POLICIES & BENEFITS

100% have a set of core values and/or a guiding principles statement

84% have a succession plan in place

88% offer paid time off policies that are the same for managers and non-managers

92% have a documented policy on remote work

99% provide vision, dental and life insurance in addition to standard health insurance

TALENT ATTRACTION, ACQUISITION & ONBOARDING

100% use employee referrals as a recruitment source

88% include details about their organization’s culture in job postings

80% contact all job applicants to let them know once they are no longer under consideration for employment with the organization

44% take 90 days for the onboarding process

EMPLOYEE WELL-BEING

93% provide employees with financial planning workshops or advisory services

85% have an established practice of checking in with employees on their mental health

60% provide full pay with no deduction of PTO when employees choose to pursue their own community service efforts during normal working hours

EMPLOYEE ENGAGEMENT & TALENT DEVELOPMENT

100% took one or more actions as a direct result of their employee engagement survey findings

77% use social media to promote the positive customer feedback they receive about their employees

98% used each of the following mechanisms or strategies to improve retention: increased base pay, encouraged participation in learning and development activities and regularly asked for employee feedback/input

100% give regular financial updates to their executive suite

83% give some type of financial update to employees through to the non-exempt, individual contributor level

TOTAL REWARDS

96% provided a performance-based (merit) increase in 2022

86% increased pay for hard-to-fill or business-critical roles

75% have a practice in place to manage internal wage compression

36% have geographic pay policies in place

62% provide employees with personalized recognition of their choosing from leadership when employees act and contribute in a way that aligns with the mission and/or values of the organization

DIVERSITY, EQUITY & INCLUSION (DEI)

75% have one or more roles on staff with job duties that include implementing DEI-related programs and initiatives

31% have one or more roles on staff dedicated solely to implementing DEI-related programs and initiatives

44% conducted working group sessions to encourage active allyship between minority and non-minority employees

45% conduct diversity, equity & inclusion (DEI)-related training with their employees on an annual basis

38% require DEI training upon hire for new employees

70% have moved to the more gender-neutral offering of “parental” leave instead of “maternity” or “paternity” leave

% OF TOP PERFORMERS RANKING

JOB ATTRIBUTES AS #1

MALE & FEMALE TOP PERFORMERS BY YEAR

Data note: This gender question in this year’s Top-Performer Survey was restructured to include additional answer choices. As a result, the percentages in the graph above do not sum to 100%. The percentages for the expanded gender answer choices are noted below. Prefer to self-describe as: 0.1% | Prefer not to answer: 6.2%

GENERATIONS OF TOP PERFORMERS BY YEAR

Last and most certainly leased.

At SITE Centers, we recognize that our greatest asset is not our portfolio of 100+ premium open-air shopping centers, but our people. From our 160+ Cleveland employees to our 70+ leasing and property management professionals strategically located across the country, we have our sights set on the future of retail real estate. Congratulations to our dedicated SITE Centers team for a well-deserved inclusion in this year’s NorthCoast 99.

SITE Centers is a self-administered and self-managed REIT operating as a fully integrated real estate company, publiclytraded on the New York Stock Exchange under the ticker symbol SITC and proudly headquartered in Beachwood, Ohio.

WHO WE ARE.

The Federal Reserve Bank of Cleveland continues to commit to creating a diverse and inclusive workforce by measuring and assessing our diversity and inclusion progress. As one of our core values, inclusion means fostering an environment in which diverse talents and perspectives are embraced and employees feel empowered to bring their whole selves to work. We embrace diverse talents and perspectives, support collaboration, and encourage the open exchange of ideas.

INCLUSION AT THE CORE OF WHAT WE DO.

Our diversity, equity, and inclusion efforts center around workforce development, supplier diversity, financial literacy and career readiness programming, and partnerships within our community. We also foster inclusion through our 11 employee-led resource network groups, a robust offering of training and development opportunities, and special programs where leaders and participants recommend actions to change behaviors and systems to ensure an equitable work environment.