1. Badger Mining Corp.
Berlin, Wis.
Mining and Quarrying
*2008 Revenue: Confidential
Badger Mining has withstood previous economic downturns—usually about every five years—and is handling this one differently. It also has been at the top before: This is its third appearance as the No. 1 Best Small Company to Work for in America.
“Business is slow, but we’re adjusting,” says HR leader Beth Nighbor, SPHR. In the previous slump, nine years ago, Badger had permanent layoffs, she says, and leaders decided they would never do that again as a first step—only as a last resort. The company, which mines silica sand mainly for the foundry, oil and gas industries, rebuilt its workforce to stay lean as a hedge against another cyclical decline, she says.
While there have been no permanent layoffs among the 185 associates during this downturn, there have been some temporary layoffs a few weeks at a time. However, the company always makes sure the reduction in hours does not jeopardize an employee’s eligibility for benefits. There have been no cuts in salaries, pay raises or benefits, although some business travel has been scaled back.
Health, safety and land-reclamation efforts continue, and cross-training programs have helped with staffing flexibility. In addition, veteran employees are bolstering the company’s family-centric culture, reassuring younger workers that downturns are survivable and that “we’ll get through it,” Nighbor says. Communication has helped, too, she says. Employees “respect us” for giving them the facts, “and that builds trust. If you take care of the people, the rest will take care of itself.”
Advertising and Marketing
2008 Revenue: $20 million
This advertising, marketing and public relations agency thrives on creativity and teamwork, and its colorful, open-door workplace shows it. Employee input is highly valued, so when the company was looking for ways to cut costs, it tapped its 75 employees, asking them for money-saving ideas. The winning teams came up with suggestions worth projected annual savings of more than $300,000. To help employees cope with personal financial challenges resulting from the economic downturn, the company set up meetings between employees and investment advisors to discuss strategies for protecting employees’ 401(k)s. No wonder 90 percent of its hires come from staff referrals.
3. SnagAJob.com
Glen Allen, Va.
Professional Services–
Staffing and Recruitment
2008 Revenue: Confidential
Growth remains strong for this company whose 135 workers find jobs for hourly workers in many industries. Calling themselves “Snaggers,” they espouse the mantra “Bust it and have fun.” Chief People Officer Greg Moyer explains the thinking behind the philosophy: “People who work the hardest and are the most effective at their jobs are those who enjoy what they’re doing.” A collaborative workplace represents a core value, so during staff meetings Snaggers are encouraged to commend colleagues by giving “shout-outs” for good work, Moyer says, adding that leaders now focus on offering employees leadership development and career opportunities.
4. Heinfeld, Meech & Co. PC
Tucson, Ariz.
Financial Services and Insurance –
Accounting
2008 Revenue: $8 million
No need for cutbacks at Heinfeld, Meech. The accounting firm is enjoying double-digit revenue growth, adding employees—now at 77—and grooming younger members for leadership. The firm boosted the bonus for earning a CPA certification to $2,500 from $1,000, says HR head Diane Bradley. Her promotion to partner made Heinfeld, Meech one of the few accounting firms of its size with a non-CPA partner. Communication and community service are threaded throughout the firm’s culture, she says, and so are lighter occasions, from tailgate parties to rubber band archery. “We work hard to obliterate the stereotype of a boring and stuffy accounting firm,” Bradley says.
Advertising and Marketing
2008 Revenue: $45 million
When this marketing and custom business publications firm closed a deal in April to acquire an interactive health services company, CEO Chris McMurry celebrated with a special announcement that the 171 employees would receive $100 each as a “thank you” for their parts in the company’s continued success. Despite the state of the economy, the company is still hiring and its HR team is always on the lookout for the best sales and client services staff, regardless of whether or not it has openings. New employees’ onboarding process includes two days of culture orientation and training in customer service and communication skills.
6. Johnson & Johnson (new)
Charleston, S.C.
Financial Services and Insurance
2008 Revenue: Confidential
Always on the hunt for top talent, this family-owned insurance agency with 117 employees targets its recruiting at regional colleges with strong risk management and insurance curriculums and has developed a stellar intern program. About 28 percent of its promotions are filled from within. To stay focused, every department works toward annual, quarterly and weekly goals. Employees are required to get at least 16 hours of industry education per year; most exceed that. “We recruit people with a true passion for the industry, invest in them by giving them the tools and training to get there, and by opening opportunities to our people when they become available,” says HR Manager Lisa Kluczinsky, PHR.
7. AutomationDirect (new)
Cumming, GA
Industrial Services
2008 Revenue: Confidential
The distributor of high-tech gizmos like Ethernet products offers its 171 employees advice from an in-house chaplain, and its values statement espouses “submissiveness to authority” and “family values orientation.” Managers encourage collaboration by awarding team-based bonuses. And the same straightforward policies that keep attrition at 1 percent apply to any employee who wants to get ahead, says HR Director Kimberly Murphy: “no back-stabbing, butt-kissing or bureaucracy.” The company fares fine financially—freeing up cash for skills training and benefits that include six weeks of paid paternity leave.
8. Root Learning
Sylvania, Ohio
Professional Services–
Consulting, Management
2008 Revenue: $18 million
In tough economic times, senior leaders of this strategic-learning company gave up 2008 profits to avoid layoffs. The company’s 88 employees—known as “Rootizens”—are kept informed about its financial status through 30-minute interactive sessions. Each July, Root hosts Olympic-style competitive events at which employees show off business-related skills, including speedy suitcase-packing. Employees who exemplify any one of the company’s six values—leadership, creative excellence, engagement, fun, authenticity and giving—are nominated by co-workers for a chance to receive a company Oscar.
9. Professional Placement Resources LLC
Jacksonville Beach, Fla
Professional Services –
Staffing and Recruitment
2008 Revenue: $44 million
Even after laying off 20 employees this past year, morale remains high at this health care staffing company. CEO Dwight Cooper says the faltering economy strengthens employees’ passion and commitment to building trusting, caring relationships with peers. “We have incredible transparency at PPR, with lots of two-way communication,” he explains. Open communication with the remaining 57 employees boosts morale. Laid-off employees received severance with benefits and career counseling, while Cooper personally called business contacts to help ex-employees find jobs. PPR’s popular benefits include a fitness program that gives employees a chance to be together in healthy, stress-free situations.
Birmingham, Ala.Information Technology
2008 Revenue: $9 million
DAXKO remains in the enviable position of growing and hiring during tough economic times. The company’s business model depends on providing outstanding customer service for its financial, payroll and attendance-tracking software. Achieving that goal requires a commitment to career opportunities and an excellent work environment for its 82 employees. “Happy customers depend on the stability of our support services,” says David Gray, DAXKO president and CEO. “Leadership development and an emphasis on building the best work relationships possible with our people are the keys.”
11. Studer Group
Gulf Breeze, Fla.
Professional Services–Consulting
2008 Revenue: $44 million
Managers at this coaching firm for hospital executives follow the same advice the founder gives clients, says Operations Leader Debbie Ritchie. That means welcoming new hires with flowers or potted plants and sending handwritten thank-you notes to employees for a job well done. Some belt-tightening has occurred: The company laid off 14 employees during the past year. Still, staff development remains a priority—on average, Studer’s 114 employees spend two weeks each year in training. Community service is valued, and workers get paid time off to volunteer.
12. Navigator Management
Partners (new)
Columbus, Ohio
IT Consulting
2008 Revenue: $6 million
Navigator Management Partners lures 85 percent of its consultants from the Big Four consultancies by touting its unique business model. Each of Navigator’s four U.S. offices serves clients only within 35 miles, allowing consultants to get home every night for dinner. Employees also use paid time off to volunteer and take advantage of 100 percent tuition reimbursement. “One-quarter of our employees serve on the board of a local charity, and there is no limit to the paid time they can take to volunteer as long as the work is covered,” says Clare Vetrick, director of talent management. That might help explain a 96 percent employee retention rate.
13. ENGEO Inc. 
San Ramon, Calif.
Professional Services–
Consulting Engineering
2008 Revenue: $34 million
This employee-owned civil engineering firm makes the list for the third time. ENGEO, with clients ranging from state and local governments to housing developers, went green in 2009, earning kudos from a local environmental group. In flusher times, employees and families often gathered for company-sponsored bowling parties, barbecues and white-water rafting. Following the layoff of 10 workers late in 2008, the remaining 120 employees voted to scale back their traditional off-site holiday party and held a potluck luncheon instead, says HR Director Valerie Davis. But they turned out en masse in May for an annual talent show.
14. Seventh Generation (new) 
Burlington, Vt.
Manufacturing and Production
2008 Revenue: Confidential
It’s easy being green at earth-friendly household products developer Seventh Generation, where employees receive $500 stipends to cover energy-saving purchases for their homes and those who pedal to work are reimbursed for bike maintenance costs. Lunch scraps don’t get thrown out; they get composted. “Everyone who works here is looking to make a difference in the world that’s bigger than what they are doing at work,” says Sarah Lord, a member of the five-person HR department. Unscathed by the recession, sales and headcount since 2007 are up 50 percent and 65 percent, respectively.
15. MFA-Moody, Famiglietti & Andronico, LLP
Tewksbury, Mass.
Professional Services–Accounting
2008 Revenue: $19 million
A major effort at Moody, Famiglietti & Andronico has been helping its staff “remain focused with the storm that has been going on outside,” says Donna DeRoche, PHR, HR director at the 90-member public accounting firm. The culture is “respectful, energized, committed.” The firm had to lay off four employees, but it did so “very strategically, with foresight,” DeRoche says, meaning early in the economic downturn. The firm worked its network, and the employees worked theirs, to help them “to re-employ quickly—which they did.” One left the workforce; the other three had new jobs before they left the firm.
16. MAYA Design Inc. (new)
Pittsburgh, PA
Professional Services–Design
2008 Revenue: $6 million
MAYA’s name is an acronym for “most advanced yet acceptable.” Its 47 employees are mostly 30-something creative types who design products and consult on usability for technology such as solar-powered crop monitoring systems. Helping employees maintain work/life balance remains a priority, says HR Director Terry Pronko. After returning from six weeks’ paid maternity or paternity leave, parents may bring infants to the office and keep them deskside for up to six months. Business is down recently, resulting in layoffs for six workers. But cutting costs by reducing health benefits or shifting insurance costs to staff wasn’t considered. “We take care of employees,” says Pronko, who spurns high-deductible plans.
17. TerpSys (new)
Rockville, MD.
Information Technology
2008 Revenue: $21 million
Despite experiencing rapid growth, this 9-year-old company strives to keep a personal touch to its HR strategy. “We try hard to know every person on our staff and support them with their administrative needs,” says HR VP Sandy Albers. The approach has resulted in intense employee loyalty: Half of the company’s original 54 founding employees are still with the company, and 47 of 230 current employees have been there six years or more. Employees and their families are encouraged to take part in community service events and often share in personal celebrations of weddings, adoptions and home purchases as well as professional milestones.
18. Landrum Human Resource Cos. Inc.
Pensacola, Fla.
Professional Services–Staffing
2008 Revenue: $389 million
A perennial on the 25 Best Small Companies to Work for in America list, Landrum continues looking for ways to engage its 123 employees, especially in tough economic times. Recent employee surveys showed broad interest in personal financial planning classes. An employee-led committee vetted four programs and chose one that cost $156 per person for 13 two-hour sessions. Landrum covers the full cost for each employee and one family member if they attend 11 of 13 sessions, or half the cost if they miss more than two sessions. One hour a week of paid time off is given for employees to attend. The cost of this program is more than $38,000, but the benefits are much higher.
19. InsureMe
Englewood, Colo.
Financial Services and Insurance –
General Insurance
2008 Revenue: Confidential
Adjusting to the recession, InsureMe now moves slowly in filling vacancies in its 60-member staff. But the major adjustment has been new ownership. The online insurance referral firm linking consumers and agents was acquired by Bankrate Inc., an online aggregator of financial rate information. “They’ve been very gentle” in folding InsureMe into Bankrate’s multifaceted enterprise, says Marketing Director Lori Reed. InsureMe operates largely on its own but taps corporate resources; three HR professionals at Bankrate, in North Palm Beach, Fla., handle administrative tasks for InsureMe. Back in Englewood, HR generalist Melissa Haley fosters the InsureMe culture through events such as small-group lunches with the CEO and webinars for employees’ professional growth.
20. Clark Nuber
Bellevue, Wash.
Professional Services – Accounting
2008 Revenue: $22 million
Early this year, managers at the Clark Nuber accounting firm pared $1 million from projected expenses, says Tracy White, senior HR director. Education costs were trimmed by bringing experts to the firm rather than sending employees out for training. Travel is limited, and furniture replacements are on hold. HR postponed a web-based succession planning tool and negotiated lower prices on coffee service, supplies and shredding. Yet the firm still celebrates (perhaps with fewer frills) events such as the end of tax season and still makes more than $2 million in donations yearly. There have been no layoffs among the 150 employees. Layoffs, says White, “are not our culture.”
21. Paramount Staffing (new)
Northbrook, Ill.
Professional Services–Staffing
2008 Revenue: $47 million
VP of HR Patricia McLean says Paramount began using survey results from its Best Place to Work entry after receiving them last year. “We identified 10 areas to improve managers’ skills and created interactive, informal training sessions,” she says. At each bimonthly managers meeting, McLean assigned managers a task to report back on at the next meeting. One assignment focused on spot recognition. “The managers who were least comfortable giving praise ended up spending the most money,” McLean notes. “They learned from the ones who wrote notes or gave praise during a meeting that you don’t need to spend money to make employees happy.” The group also worked on performance feedback and involving employees in decision-making, ingraining the low-cost training through practice.
22. Kahler Slater
Milwaukee, WI
Professional Services–
Architecture and Design
2008 Revenue: $25 million
Two-thirds of Kahler Slater’s employees own the company—and even owners got laid off when the architecture firm lost two projects in 2008. HR chief John Horky had the unenviable task of reducing headcount to 125 from 150, freezing most remaining employees’ salaries, reducing the 401(k) match and reining in transportation stipends. The company helped laid-off architects by letting them use its training materials to study for professional exams. Horky says leaders keep employees up-to-date on the company’s financial health via frequent meetings. Morale-building activities, such as displays of employees’ artwork, keep the mood upbeat. A wellness program added to the company’s health plan has resulted in lower premiums for some employees.
23. Bridge Worldwide
Cincinnati, OH
Advertising and Marketing
2008 Revenue: $22 million
Annual employee attitude surveys at Bridge have sparked changes ranging from insurance coverage for fertility drugs to a stress-reduction initiative. To address employee demand, Bridge hired a training manager and expanded in-house and online course offerings. Each of Bridge’s 215 employees, many of whom build Internet sites, “make a personal contribution to the work environment. Everyone is empowered to effect change,” says HR chief Brenda Walston. For example, to improve work/life balance, all employees have flexible schedules as a regular work arrangement. Business remains on track, Walston notes; the company continues to hire.
24. McDonough Bolyard Peck Inc.
Fairfax, Va.
Professional Services–
Consulting Engineering
2008 Revenue: $24 million
As it’s added employees and expanded to 11 offices in six states, this engineering consulting firm has strived to retain its “small-company, family-friendly feeling,” says HR Manager Julie Detwiler. The firm has placed HR generalists in its New York and Maryland offices and continues to entertain families at picnics and sports events. Each employee and a guest are bused or flown to an annual retreat for informational meetings, field trips, awards ceremonies and other activities. The company pays 100 percent of health care premiums for both employees and dependents, while still devoting 5 percent of its budget to training, including an extensive leadership development program.
25. RedBrick Health (new)
Minneapolis, MN
Health Care Consulting
2008 Revenue: Not applicable
RedBrick’s 70 employees use the company’s biometric tools to compare data measuring their personal health. Such competition isn’t surprising: RedBrick markets wellness programs. Launched three years ago by the creators of Definity Health, a consumer-driven health plan sold in its infancy to UnitedHealth, RedBrick is not yet in the black and recently laid off eight workers. But managers’ adherence to core values, including financial accountability and employee empowerment, keeps staff energized, according to Chief Talent Officer Sara Evans. Those values, she says—and employees’ candy-apple-red warm-up jackets—represent “our commitment to both healthy living as well as to our team.”
25 Best Medium Companies to Work for in America
Weston, FL
Information Technology–Software
2008 Revenue: $152 million
Ultimate Software’s Senior Vice President of People Vivian Maza credits employees for creating a family atmosphere on the modern lakeside campus of the company, named the No. 1 Best Medium Company to Work for in America for a second consecutive year. She says the 953 employees of the HR software developer support their peers on and off the job. They keep the publicly held company profitable—with 2009 first-quarter earnings 12 percent higher than in 2008. Its strong financial performance hashelped Ultimate avoid layoffs and cuts in major benefits, including tuition assistance and 401(k) matches. The company numbers among few that pay all health insurance premiums for employees and families. And recruiters continue to hire—with 40 new workers so far in 2009.
Nevertheless, the recession affects the personal burdens employees bring to work. As a trusted resource, Maza has done much to alleviate those woes. Midday classes educate employees about personal finance and dealing with tight budgets. One-on-one assistance is available for crises: One employee received an interest-free payroll advance to avoid losing her house because of unpaid property taxes. Another employee, among many whose spouses have lost jobs, asked for a 401(k) loan after a creditor took his car, leaving him no way to take his kids to school. Maza says employees often stop her and other executives to thank them for such individual support.
Exercising stock options or stock ownership and helping employees consolidate loans are among the tools Maza offers to help employees weather the recession. Company leaders deliver a consistent message to employees: “We tell them, ‘Just do your jobs, and you don’t have to worry,’ ” says Maza.
Sheboygan, WI
Financial Services and Insurance
2008 Revenue: $810 million
Eighty-four-year-old ACUITY’s consistent profitability and growth as a property and casualtyinsurer have helped it navigate the turbulent economy. So have strategic planning and strong committees of experienced decision-makers, says HR VP John Signer. It’s “steady as she goes.” Although revenues from payroll-dependent sources such as workers’ compensation premiums have slipped with the decline in construction, ACUITY, with 840 employees, has had no layoffs, foresees none, and is maintaining bonuses, merit increases, and substantial health and retirement benefits. Telling employees “how we’re doing, the challenges we face,” Signer says, helps give them “a feeling of stability—they know they have a job, they have a paycheck.”
3. Holder Construction Co.
Atlanta, GA
Construction and Real Estate–Contracting
2008 Revenue: $1.2 billion
The Atlanta-based builder has weathered the sharp decline in its industry by focusing on the three “Cs” of caring, commitment and communication. Chairman and CEO Tommy Holder urges associates to ask tough questions during meetings—and rewards those who do with prizes. In 2008, 35 employees were laid off. But managers seek to invigorate workers through leadership and skills training, with many classes led by top executives. Course work includes seminars to help the 550 employees secure financial health. “We see [the recession] as an opportunity to improve the knowledge and skills of our associates and make us a much stronger organization,” says Lee Johnston, executive vice president and head of human resources.
4. Integrity Applications Incorporated
Chantilly, Va.
Professional Services–Consulting
Engineering
2008 Revenue: $60 million
COO William S. Jugus, SPHR, sits on the executive team and regularly focuses leaders’ attention on giving the 315 employees—mostly engineers—the resources they need, ranging from flexible schedules to high-tech tools. For its 10th anniversary in May, the company hosted a four-day party for employees and guests in the Grand Caymans. Recruiting is almost entirely by word-of-mouth, with employees referring 87 percent of new hires. HR Director Robin DeMartino credits an attrition rate below 5 percent to a friendly atmosphere where professionals and support staff work together to provide quality services. Existing employees receive 96 percent of all promotions. And the company pays all employee and family health premiums.
5. Sage Products Inc.
Cary, Ill.
Health Care–Medical Sales and Distribution
2008 Revenue: $175 million
In spite of the current recession, this maker of hospital patient hygiene products with 543 employees closed fiscal 2008 with record profits. A 10-year-old employee profit-sharing program shows appreciation for employee contributions by paying employees a portion of the company’s profits twice a year based on length of service and salary. Other perks include special parking for perfect attendance, lunches to celebrate no “lost-time” accidents and free on-site mammograms that have helped eight women detect breast cancer at an early stage. Employees and their families have access to an on-site fitness center, as well as a full-size basketball court and softball field.
6. Development Dimensions International (new)
Pittsburgh, PA
Professional Services–
Consulting, Management
2008 Revenue: $193 million
As a management consulting firm that helps client companies become great places to work, Development Dimensions International (DDI) believes it should “walk the talk.” A culture of teamwork, integrity and quality of life drives employee engagement. “DDI walks the talk with its driving value of integrity by being honest and consistent in its actions, being transparent, and dealing with performance issues when they arise,” says Karen Colteryahn, director of knowledge management. “Associates work hard but make sure to maintain quality of life balance—a value DDI has encouraged for more than 20 years.”
7. Freese and Nichols Inc. (new)
Fort Worth, Texas
Professional Services – Consulting Engineering
2008 Revenue: $62 million
Large engineering projects come and go. But this growing civil engineering company hires for the long haul by offering pay and benefits that encourage longevity. Nearly half of the company’s 415 employees, many hired out of college, have been on board for six years or longer. Freese and Nichols engineers begin managing projects earlier than at larger firms—a selling point for young professionals. But the company seals the deal by paying tuition for those pursuing an engineering master’s degree. Employees hone business and leadership skills through classes, often taught by senior staff, at an on-site training center. Teamwork remains a priority, says HR Manager Peggy Freeby.
8. Hoar Construction, LLC
Birmingham, Ala.
Construction and Real Estate–Contracting
2008 Revenue: $632 million
Downturn in the construction industry has not dampened leaders’ resolve to provide the best work environment possible. During 2008, Hoar was forced to lay off nearly 20 percent of its workers, reducing the number of full-time employees to 500. Hoar offered laid-off employees job placement and found jobs for many with competitors. A renewed focus on core values improves morale and makes the workforce a stronger-knit group, according to VP and head of HR Doug Eckert. “We’ve been focusing on our ‘stewardship’ value,” he says. “We are seeking employee input on how to work better and smarter and, of course, reduce costs.” Employees have formed an informal Stewardship Committee to promote thrift and discuss ways to help Hoar and its workforce thrive.
9. The Integer Group
Lakewood, Colo.
Advertising and Marketing
2008 Revenue: Confidential
To keep creativity flowing, this marketing agency offers employees fun activities such as ski and golf trips, sports teams, awards—and generous time off beginning, after one year, with 31 annual paid days off. Happy employees keep clients happy, explains HR head Nancy Svoboda. Staffing has fluctuated throughout the recession at offices in Lakewood, Colo., Dallas and Des Moines. Even with some layoffs, headcount increased from 815 in 2008 to 842. The economy raises employees’ anxiety, Svoboda says. Leaders strive to generate calm through “communication and transparency” during monthly town meetings and forums where executives discuss clients’ financial health—and the effects on Integer.
10. 4imprint Inc.
Oshkosh, Wis.
Advertising and Marketing–Direct Marketing
2008 Revenue: $145 million
The services of an on-site nurse, a wellness coordinator and a raffle for a desirable parking spot are just a few of the perks of working at promotional product company 4imprint Inc. But VP of Administration Mary Curtin says it is the culture of doing the right thing for fellow co-workers and customers, not the perks, that makes the workplace special. The company’s 405 employees receive eight hours of paid time off each year to volunteer. Through a 5-year-old charitable giving program, the company donates $500 in promotional products each day to one nonprofit charity organization, religious institution or accredited school.
11. Triage Consulting Group
San Francisco, Calif
Professional Services–
Consulting, Management
2008 Revenue: $50 million
Despite the intense scrutiny many outside consultants came under last year, health care consulting firm Triage is thriving. The firm added 14 new hospital clients in 2008, with eight more, so far, in 2009. Last year, Triage revised its employee evaluation process based on feedback obtained in multiple focus groups and collaborative sessions. The new process improved completion rates, consistency and efficiency. Employee feedback was so positive that the process was repeated for senior-level employees. Triage nurtures a green reputation by granting $1,000 subsidies to employees who purchase or lease
fuel-efficient cars, and its San Francisco office is green-certified. Every year on the firm’s birthday, employees participate in hands-on volunteer projects.
12. EILEEN FISHER Inc.
Irvington, N.Y.
Retail Clothing
2008 Revenue: $254 million
A perennial on the 50 Best Small & Medium Companies to Work for in America list, this women’s clothing designer advances sartorial splendor, not to mention brand loyalty, through deep employee discounts and clothing stipends. Employees also can receive up to $1,000 a year to spend on wellness and personal education. Pay for individual performance runs counter to the team-minded corporate culture, says HR Director Shari Simberkoff; most of the 807 employees receive annual bonuses equal to four weeks of pay. A downturn in retail sales caused the company to offer unpaid leaves or buyouts to employees at all levels. Nevertheless, at press time, it appeared that some additional involuntary staff cuts still would be necessary.
Electronics
2008 Revenue: Confidential
Open spaces and few walls represent the communication and trust managers strive for, says HR Director David A. Henigan. His team focuses on maintaining open communication in the midst of restructuring, worldwide acquisitions and a rapidly evolving line of electronics running the gamut from touch panels to network integrators. Despite layoffs this year, the company still shows marked growth: Headcount has increased by 25 slots, to 467, since 2007. HR team members voice pride in the treatment of laid-off colleagues: The company provided generous severance, benefits and outplacement services. Job candidates go through lengthy and multiple interviews during which they are encouraged to share their goals and to learn about the company before they accept job offers.
14. Bowen Engineering Corp.
Fishers, Ind.
Construction and Real Estate–Contracting
2008 Revenue: $290 million
Despite growing staff and profits during the recession, executives of this public works and utility construction firm took 5 percent salary cuts last year to protect cash and help retain staff. With projects in 17 states, opportunities abound for training and development—43 percent of jobs were filled internally in the past year. HR VP Linda Hunter worked for 14 years on operations project teams, resulting in HR’s focus on understanding the business and its customers. “Why does a customer choose Bowen? If we know that in HR, then we can focus all of our energies on helping deliver that” through rewards, recognition, coaching and training procedures, she says.
15. Hilcorp Energy Co.
Houston, TX
Manufacturing and Production–
Energy Distribution
2008 Revenue: $923 million
This energy company sources almost a quarter of its hires from employee referrals. “Our employees know what it takes to be successful at Hilcorp,” says HR VP Toni Ganzenmuller, SPHR. “And when they make a referral, they’re putting their own reputation on the line.” Employees often become informal mentors to hires they’ve referred. To increase its production of oil and gas, the company plans to make 20 new hires this year. It also will have 15 paid summer interns, many of whom will receive employment offers after they graduate. The company encourages a culture of giving by matching up to $1,000 a year for any charitable donations made by its 568 employees. To date, 641 organizations have received grants through the Hilcorp Giving Program.
16. Ehrhardt Keefe Steiner & Hottman PC (new)
Denver, CO
Professional Services–
Accounting and Business Advisory
2008 Revenue: $53 million
HR head Lori D. Nelson, PHR, who has been with the company for 22 years, speaks for many of her 382 colleagues when she explains why this accounting firm is a great place to work: “l love helping people. People in this firm have a true passion for helping our clients solve their business issues, helping them with solutions, and helping fellow co-workers—sometimes through personal concerns and issues or helping them grow to the next level of work responsibilities.” To cut costs, senior employees now teach some of the classes their colleagues need to retain their professional certification.
17. Robins & Morton
Birmingham, Ala.
Construction and Real Estate–Contracting
2008 Revenue: $908 million
Although home and office construction tanked in 2008, companies building health care facilities, such as Robins & Morton (R&M), held steady. When R&M executives froze salaries in May, to their amazement most of the 781 employees viewed it as a proactive step to keep them working. Says HR head Aimee Comer: “We’re doing our best to retain our people.” To that end, managers shuffle workers around if projects stall as a result of funding problems. Despite the state of the economy, employees continue to support R&M’s philanthropies—from fundraisers for a cancer society to remodeling homes for people with disabilities. The company donated $2.64 million in cash and contributions to charities in 2008, as well as thousands of staff hours.
Financial Services and Insurance
2008 Revenue: $140 million
In better times, City Bank, with 45 locations, would staff for its “wants,” says Norval Pollard, VP for business development; now it’s “staffing for needs.” Retirements and attrition have pared the headcount by nearly 20 to 663, and raises are on hold, but there have been no layoffs. “Employees feel we’re going to weather this storm, not reinvent ourselves,” Pollard says. Employees help co-workers in financial straits with a program of anonymous donations matched by the bank.
19. Advanced Financial
Services Inc.
Newport, R.I.
Financial Services and Insurance–
Banking and Credit Services
2008 Revenue: $61 million
This residential mortgage lender is adding 15 or more employees a month—it now has more than 330—and is planning two more divisions. About
80 percent of new hires are referred by employees—largely out of confidence in the company attributable to ongoing communication, says VP Deanna Roy. She and VP Derek Lombard are co-leaders of the six-member HR staff. To protect its financial position, the firm cut expenses by $250,000 a month, and managers gave up salary increases so their staffs could receive pay raises. When sales declined, the company started paying sales professionals against metrics designed to mitigate their declining earnings, says Kurt Noyce, president.
20. Pinnacol Assurance
Denver, CO
Nonprofit/Quasi-Government Agency
2008 Revenue: $567 million
“We believe when we treat employees well, they in turn treat customers well,” says HR Director Cecelia Muir, citing high correlations between satisfaction surveys of employees and customers—the 60,000 Colorado businesses that buy workers’ compensation insurance from Pinnacol. Employees appreciate that it’s a “very social culture from top to bottom.” The average tenure is seven years, and 40 percent of the past year’s hires were employee referrals. One popular benefit is 12 hours of paid time off annually for volunteer service with any of seven nonprofit partners. In 2008, 80 percent of employees participated, volunteering more than 5,100 hours.
21. Nevada Federal Credit Union
Las Vegas, NV
Financial Services and Insurance
2008 Revenue: $62 million
Las Vegas-based Nevada Federal “didn’t engage in any kind of exotic type of lending,” says Michael Traficanti, senior VP for HR, but it has been hit by the area’s high foreclosure rates—even solid borrowers lose jobs. Yet membership and revenues are rising, and Nevada Federal is hiring, particularly for jobs in mortgage lending, as buyers snap up bargain-priced properties. The company has not had layoffs among its 300-plus employees, though it did freeze salaries, delay bonuses and scale back employee parties. But there are low-cost ways to “promote fun,” says Beth Galofaro, assistant VP for HR. Think “Hawaiian Shirt Day.” More important, she says, employees “definitely appreciate that job preservation is at the top of our list.”
22. Noblis (new)
Falls Church, Va.
Professional Services
2008 Revenue: $136 million
Forget the revolving-door image of government contractors. This research and development firm wants its employees to stay until they retire. In fact, more than half of the company’s 674 employees—mostly scientists, engineers and other techies—have been with the firm for six years or more. Professional networking—on and off the job—is a big part of the culture, and employee-run committees organize frequent social events, public service activities and coaching opportunities.
23. Rothstein Kass (new)
Roseland, N.J.
Professional Services – Accounting
2008 Revenue: $165 million
Specializing in serving financial services companies and faced with a shrinking workload for the first time in 10 years, this accounting firm briefly considered rescinding 60 job offers to recent college graduates. But doing so would have gone against company tradition, according to HR head Andrew S. Botwin, SPHR. Providing newcomers with opportunities for development fosters long-term loyalty—and keeps the turnover rate at 12 percent, low for the industry, he maintains. The company kept its commitments to graduates, despite first-ever layoffs in April that brought the headcount from 927 to 850 nationwide.
24. Parkway Properties Inc.
Jackson, Miss.
Construction and Real Estate–
Property Management
2008 Revenue: $248 million
Before becoming vice president of people at Parkway Properties in 2005, Warren Speed served as an employee advocate for seven years. It’s a critical role for this property management firm with 65 properties scattered across the Southeast. The advocate travels to each site, meets with employees and asks for feedback, then creates a report and sends it back to employees for their approval. Senior management reviews the report and responds. “The purpose is to find and share a best practice or to resolve an issue, and we find face-to-face communication is best,” says Speed. “People want to be heard and be appreciated, and the employee advocate role accomplishes those things.”
25. Minitab Inc. (new) 
State College, Pa.
Information Technology–Software
2008 Revenue: Confidential
Minitab designs statistical software for schools and businesses. But company leaders don’t treat the 267 employees like numbers; they abandoned the statistics-driven approach to employee ratings years ago. “We don’t believe it helps improve performance,” says HR chief Todd Herschbine. “We think it creates conflict.” Judging by the 3 percent turnover rate, workers agree. More than half have been around six years or longer. Recent belt-tightening included a pay freeze and a cut in 401(k) contributions. A skills audit led to the elimination of 13 jobs. Yet employees can still work off job angst at the company’s indoor pool, where an instructor provides swimming lessons and helps kayakers perfect their Eskimo rolls.
Financial data for all companies as of survey completion date.