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Thursday, Mar 28, 2024

MEDIUM EMPLOYERS

1 – Fulcrum Microsystems Local Employees: 60 Robert R. Nunn, CEO By MARK R. MADLER Staff Reporter Fulcrum Microsystems Inc. was founded by a pair of Caltech students to design and develop Ethernet switches for the data center and service provider markets. The credit for the environment that makes the Calabasas-based firm the No. 1 medium-sized company to work for goes to CEO Bob Nunn who believes in getting a better performance out of employees by treating them well. It’s a management tactic also embraced by President and COO Mike Zeile, who handles more of the day-to-day operations while Nunn spends time with investors and lead customers. “He is an open door kind of guy,” said Gary Lee, director of product marketing, of Zeile. “If (employees) have any issues he is happy to discuss whatever they need.” Going to Zeile’s office isn’t the only avenue that Fulcrum employees have to make improvement to the workplace. Once a month the cafeteria/meeting room hosts “Grapes and Gripes,” a suggestion-box style of discussing whatever is on the minds of the workers, getting feedback and, hopefully, coming up with a resolution. Fulcrum employs 45 people at its Valley location, with additional sales people in San Francisco and the East Coast. Those working in Calabasas are in research and tend to want to be independent and not micro-managed. That is something management understands. “They recognize when they need to step in and give direction and when to step away and let (the engineers) do their own thing,” Lee said. The company does allow for its staff to work from home although this is not a perk the design engineers take advantage of because of their need for tighter communication. Flexible work hours are also allowed for those workers with longer commutes from Pasadena or Santa Monica. The company also stepped up efforts to recruit women engineers to bring a mix to what is an otherwise male-dominated staff. Fulcrum has increased its involvement in various women in engineering programs by establishing a relationship with local college organizations, attending conferences geared toward women in engineering and posting job opportunities on sites such as the Society of Women Engineers. One area of the office has been set aside with foosball and ping pong tables. Nearby is a small gym with a treadmill, elliptical, bike, multi-station gym, and free weights. Employees are also encouraged to use free time on nearby walking trails to get in shape and burn off stress. Bike racks are provided for those who want to ride to the office. Fulcrum even has one employee who has participated in the Boston Marathon. “You want to have a healthy workforce,” Lee said. “It makes for a better workforce.” Ongoing training and education is provided to address talent management, and employee engagement and retention. Fulcrum’s top managers will act as mentors to junior executives, who are also invited to on-site seminars. Nunn has led a series of lectures on a variety of management topics and employees lead and participate in Learn at Lunch roundtable discussions. Those taking a more formal approach to furthering their education Fulcrum offers up to $5,000 per year in tuition assistance. 4 – Ernst & Young LLP Local Employees: 56 Robert Grimes, Partner, Tax Services Ernst & Young is as synonymous with accounting as Arm & Hammer is with baking soda. But, according to at least one employee, E & Y; could also be shorthand for employee satisfaction. “I’ve always had this desire to do some kind of social work and help my community, but never got around to it,” said Kush Gupta, director of finance for insurance and advisory at the firm’s Westlake Village office. “E & Y; helps you do it. All you have to do is propose your idea and there’s a group that will look into it and help you make it happen.” Gupta has been at Ernst & Young for nine years, having come to the firm straight out of college from Cal State Northridge. “I started as an intern at the Woodland Hills office when that office was still open,” he told the Business Journal. “I think the fact that I’m still here nine years later says what an impressive environment it is.” Flexibility appears to be the watchword for many employees when considering what makes a great place to work in 2009. Ernst & Young’s Kush Gupta is no exception. “Even after nine years, I’m still impressed by the flexibility,’ he said. At E & Y;, flexibility means options for employees in the way they get to their jobs and do their work. “If I’m in a different city, I can go to any office in the world and work,” Gupta said. “I’ll take my computer and be able to access our system from there. I’ve done this in India and I’ll be doing it at our Times Square office when I’m in New York next week.” As important to Gupta as “hoteling” his office to any E & Y; office in the world, is being able to attend his kids’ athletic events even when they occur in the middle of the traditional nine-to-five workday. “You can attend a soccer game at two o’clock in the afternoon if you want to.” Any expectations about rich benefits one might have of a local office of an international accounting giant such Ernst & Young are far exceeded by the firm’s menu of selections for health care and all of the other staple offerings, according to Gupta. “Of course there’s the choice between PPOs and HMOs, but it doesn’t end there,” he said. “There are many different options, and what makes Ernst & Young different is the level of transparency about the various plans, which the company gives you when you’re making your choice.” Then there’s the company’s employee “concierge” service. “The other (benefit) that I was surprised by at first is EY Assist,” Gupta said. “You can call and seek professional help in any area on any issue you can think of.” According to him, the program is completely confidential and offers employees resources from health issues to personal finance; from travel assistance to finding good consumer-products deals. “It creates such a teaming environment, and makes people more pleasant to be around,” he said. “As an employer, they’re hitting all the right notes.” Thom Senzee 5 – Edward Jones Local Employees: 64 Chris Hardt, Regional Leader for San Fernando Valley A sense of partnership at financial services firm Edward Jones stems from the company’s ownership structure and permeates its culture and philosophy. Owned by 10,984 limited partners and 326 general partners, Edwards Jones is likely America’s largest operating partnership. “I feel the pride of ownership every day,” said Judy Hotwagner, a Branch Office Administrator for 12 years, who became a limited partner a few years back. All employees at the company are eligible to do so. Additionally the firm also has a profit-sharing plan that parcels out 24 percent of net profits. “We all feel responsible for the firms’ success,” said Chris Hardt, Regional Leader for the San Fernando Valley. The partnership creates buy-in to the firm’s goals and a sense of unity. Associates volunteer their time and energy to help the firm grow and stay financially healthy, and in an industry where cutthroat competition can be the norm, Edward Jones’ stands out for its collaborative culture. Mentorships are the prevalent training method. New financial advisors pair with successful veterans for their first year, during which time the mentor gives accounts away to the newest colleague and helps him excel at the job. The newbie later leaves to open a new branch with those clients. This model fuels growth and promotes a culture of helping hands where everyone looks out for the company’s interests. “We do things a little bit differently, we believe in paying it forward,” said Hardt. This sense of partnership and team work also creates a culture where equality rules. Associates call each other by their first names, and there is a lack of class distinction that fuels respect and camaraderie. “The atmosphere at Edward Jones is one that I think other companies aspire to, but they don’t all reach,” said Hotwagner. “Edward Jones has mastered an atmosphere of family, they have my back, they’re there to support me, we’re always there for each other,” she said. With a unique business model, where there’s usually one Branch Office Administrator and one financial advisor per office location, Edward Jones also excels at keeping all offices, including the more than 30 in the San Fernando Valley, connected and communicating. “There’s integration, there’s a lot of support, and we also get together outside the office. At least once every two months, I’ll meet with other BOAs, share stories, we’re there for each other, it’s like family. I love it, it’s the best job ever,” said Hotwagner. Edward Jones is the nation’s largest financial-services firm in terms of branch offices, with more than 9,900 U.S. locations. Andrea Alegria 6 – Chaminade College Preparatory Local Employees: 183 James V. Adams, President “No one hides behind doors or offices at Chaminade College Preparatory,” said Mark Evans, a 14-year employee of the Catholic School serving students in grades 6-12. “There’s a real open door policy,” he said. Evans, who has taught 8th grade religion for the past 10 years and also coaches girls varsity soccer at both Chaminade campuses in the San Fernando Valley, said open communication is promoted through frequent meetings, e-mails, and constant interaction. “The administration makes us feel that our input is not only important but necessary,” he said. There’s not much turnover of faculty at Chaminade which adds to the family environment that employees say characterizes the school. “We really do know each other. We know what’s going on in each other’s lives and we support each other in the good and bad times,” Evans said. “There’s a sense that you are not just here to better yourself, you are here to better others and you don’t feel like it’s a job when you work here. It feels like a home.” The organization takes care of its employees in more ways than one, he said. By offering large blocks of paid time off employees have more time to spend at home with their families. The majority of Chaminade’s employees only work 10 months a year, leaving them significant blocks of time to pursue other interests. A free employee assistance program is also available to assist when personal problems arise. When times get tough, an Employee Relief fund (funded by donations from employees), allows employees to apply for interest free loans. In the past, Chaminade Preparatory employees have rallied in support of each other, helping a family whose home was lost to fire and recycling uniforms for families who could not afford new ones. Chaminade also looks out for its employees’ health. “The wellness program is amazing,” said Evans. The program includes education and classes for movement and weight loss. “We also have a beautiful campus and the quality of the people that work here is wonderful.” Andrea Alegria 7 – Icon Media Direct Local Employees: 71 Nancy Lazkani, President/CEO Direct advertising firm Icon Media Direct creates television and print advertising that has a viewer or reader reaching for their phone to buy a particular product. To be successful and with $130 million in billings for 2008, Icon Media is certainly that takes a team that knows their individual task is important to what the whole is doing. This culture of teamwork is what Icon Media executives said makes the company unique. “We have instilled the value of cross-training and not making it a threat that someone else knows your job,” said President and CEO Nancy Lazkani. As the founder of Icon Media, Lazkani does much to set the tone for the environment and empowers managers below her to make that tone their own as well. She believes that recognition is what employees want more than anything and she does that with gifts on their birthdays; awards for reaching their fifth anniversary; and a “charm” program where each employee has a key chain and are rewarded charms to add to their keychain. Lazkani also does not want to lose sight of where she once was when starting her career and so makes herself visible and accessible to the staff. She calls it being as real as she can be to create a sense of community in the Icon office. “I have a tendency to try not to isolate myself,” Lazkani said. Encouragement of outside group activities led to some employees starting a basketball team. A company picnic takes place every summer on a Friday, and potlucks take place every other month. Icon pays 100 percent for its employee’s medical, prescription and vision coverage and splits the cost of dental coverage. Job development for management is done through seminars, classes and conferences. Media buyers and account executives are sent to seminars to follow industry trends and outlooks. Proceeds from recycling paper, bottles, cans and toner cartridges are donated to Eyes for Africa, a program providing glasses to the needy in Africa. Mark R. Madler 8 – Good Swartz Brown & Berns A Division of J.H. Cohn LLP Local Employees: 52 Scott M. Sachs CPA, Regional Managing Partner – Greater Los Angeles Good Swartz Brown & Berns, A Division of J.H. Cohn LLP, strives to be a place where employees feel what they do is challenging, exciting, and rewarding, said Regional Managing Partner Scott Sachs. Through an environment that fosters team building, mentorship and continual learning, employees can expand their professional horizons and work toward achieving career goals. “It’s not just another paycheck,” he said. At the accounting and consulting firm, extensive training programs including web casts, mentoring, courses offered in classroom settings, seminars and lecture series, keep employees engaged and stimulated. For instance, New Manager seminars are held annually for newly promoted managers and include specific workshops on goal setting, feedback, coaching, and creating a positive work environment. Similarly, the firm’s Professional Women’s Program is a unique, multifaceted program that addresses women’s personal and career objectives with a wide range of training and development opportunities. The firm’s leadership recognizes that happy employees are better performers and also rewards and appreciates employees’ efforts profusely. Bonuses are based on merit, dedication to work, new client generation, recruiting referrals, and completion of special projects. Upon completion of the CPA exam, the Firm awards a gift of $1,000. But it’s the people themselves that make the firm such a great place to work, said Sachs. “If you don’t look forward to coming to work, then it’s just work. But if you get along well with people you work with, it enhances your overall day. There’s that enjoyment factor.” With 52 employees in the region, Good Swartz Brown & Berns, A Division of J.H. Cohn LLP, is among the top 15 accounting and consulting firms in the United States. The firm specializes in audit, accounting, tax, and business consulting services for public, private, middle-market, and entrepreneurial companies; individuals; and not-for-profit groups. Andrea Alegria 9 – Midnight Oil Creative Local Employees: 52 Dan Stillwell, CEO Midnight Oil was started in 2003 as the creative side of sister company LAgraphico. Between the two companies, graphics and displays for the film, television and video game industries can be done from the conception stage through to the printing and assembly. The employees are valued when they are producing, thinking and innovating, said Michael Griffin, the marketing director. It is really a fun place to be,” Griffin said. “It is fun to see the kind work we are doing all the time for video and retail clients.” Management at Midnight Oil makes sure that each person is right for the position they are in. Talent is monitored to give employees the opportunity to grow and to match them with future needs of the company. Long-time employees are presented with years of service awards and gifts. The company also rewards excellence by the staff with tickets to see Los Angeles professional sports teams. Much of what Midnight Oil provides in the way of benefits and perks mirrors that offered by LAgraphico such as comprehensive insurance coverage, paying 100 percent of all insurance with the exception of long-term care coverage. Employees can build their own healthcare plan from a variety of options. Certain positions allow for working from home. Flexible schedules allow for 10 hours over four days, or 12 hours over three days. Low cost snacks and drinks are available in the lunchroom and managers provide breakfasts and lunches within their departments. Company-wide lunches are provided free of charge four to five times a year. Midnight Oil takes sustainability seriously through recycling of vinyl, foamcore and waste paper; installing low flow toilets; being certified by the Forest Stewardship Council; and promoting the use of recycled material to its clients. Through its efforts the company has reduced Volatile Organic Compound emissions in the pressroom by 89 percent, exceeding current regulatory requirements. Midnight Oil is also looking at the use of facility-wide solar power, as well as propane/hydrogen fuel for company vehicles and trucks. Mark R. Madler 11 – LAgraphico Local Employees: 249 Dan Stillwell, CEO With a client base in the entertainment and video gaming industries, LAgraphico makes for a creative and visually stimulating atmosphere for the more than 200 employees working at its Burbank location. The company specializes in multi-tier marketing and branding campaigns. Marketing director Michael Griffin called the company’s facility an amazing place that places value on the high end banners, displays, billboards, and other signage the employees produce there. “People are aware they are producing this gorgeous thing for a big movie coming out,” Griffin said. LAgraphico creates loyalty in its workforce enough to make some stay for 15 or 20 years or more. That loyalty is created through such programs as offering comprehensive insurance coverage, paying 100 percent of all insurance with the exception of long-term care coverage. Employees can build their own healthcare plan from a variety of options. Certain positions allow for working from home. Flexible schedules allow for 10 hours over four days, or 12 hours over three days. Low cost snacks and drinks are available in the lunchroom and managers provide breakfasts and lunches within their departments. Company-wide lunches are provided free of charge four to five times a year. LAgraphico takes sustainability seriously through recycling of vinyl, foamcore and waste paper; installing low flow toilets; being certified by the Forest Stewardship Council; and promoting the use of recycled material to its clients. Through its efforts the company has reduced Volatile Organic Compound emissions in the pressroom by 89 percent, exceeding current regulatory requirements. LAgraphico is also looking at the use of facility-wide solar power, as well as propane/hydrogen fuel for company vehicles and trucks. Mark R. Madler 12 – CPI Solutions Local Employees: 51 Arnie Friedman, CEO There are no doors at the offices of the technology consulting and services company CPI Solutions, with the exception of the front entrance and bathrooms. CEO Arnie Friedman’s office does have a glass door but it’s never been closed- not even once, he says- in five years. By design, there are no real offices in the traditional sense, either. What Chris Brahmer- Vice President of Application Development, describes as half sized cubed walls, are meant to encourage communication and collaboration among employees, and foster a culture of partnership which sets the company apart and drives its success. “The key is that you really feel part of the company and you really feel part of what’s going on,” said Brahmer. To make sure everyone is on the same page and aligned with the goals of the business, CPI Solutions shares financial information with all employees during regular meetings, openly disclosing revenue wins and losses. “Everyone understands they have responsibility for the success of the business,” he said. And performance is recognized profusely, building a healthy sense of pride in its employees, keeping everyone motivated, engaged and liking their work. “For me, it’s a great combination of challenge and opportunity,” said Brahmer, describing what he likes best about working at the company. “I came over four years ago and started working in project management and web development but they never tried to put me into a box,” he said. Instead, management allowed him to grow and branch out into other areas, take on more responsibilities, constantly challenge himself, and climb fast to the position of vice president. “Management wants to find out the strengths of the employees, they listen and then help you get from point A to point B,” he said. To further recognize and underline the fact that employees are responsible for the company’s success, the end of the year bonus divides a percentage of profit equally among all employees. Everyone, from secretary to Vice President, gets the same bonus. “They make you feel valued and want to work hard and be good employee. I just love it here, it’s a great place,” said Finance Manager, Aimee Zermeno. To add to a fun work environment, pizza is ordered in every Wednesday at CPI Solutions. Andrea Alegria 14 – Cydcor Inc. Local Employees: 62 Gary Polson, CEO Founded in 1994, Cydcor provides outsourced, face-to-face sales teams to companies in industries such as telecommunications, office products, retail, energy and financial services. The Westlake Village-based firm employs 80 team members locally, and has upward of 200 independent sales offices and 3,000 sales representatives. This network allows clients to access sales professionals throughout the U.S. and Canada. Cydcor’s culture centers on what’s known as the “Behaviors We Value,” which include: service, integrity, development, collaboration, execution, open communication, and respect. “Before we hire somebody, we talk with them about who we are,” said Vera Quinn, senior vice president of operations. “Some people aren’t into it and say ‘no thanks,’ but for people who are into it, this is a common language for how we interact.” The company has monthly and annual recognition programs to honor team members who exemplify these traits. It promotes giving back to the community by encouraging team members to support charitable organizations and events around the country, and providing employees with an annual time off benefit to volunteer with a cause of their choice. Team members can participate in the 401k plan immediately upon hire and the company match begins after reaching six months of employment. It matches 50 percent of up to 8 percent of salary, and the plan has a 5 year vesting schedule. Cydcor pays 100 percent of medical and dental insurance benefits for HMO, which is available on the first of the month following date of hire. Its Employee Assistance Program, covers everything from prenatal and child care, to depression, drug and alcohol dependency and even workplace stress. Cydcor also tries to promote healthy habits in the workplace by distributing fruit bowls across the office weekly, offering free lunch and breakfast once a week, and providing remote employees a weekly free lunch program via monthly Starbucks cards. “It’s vitally important for companies to realize that the amount of time and energy you put into employees is returned,” said Quinn. “It’s vital to the success of our company and every brain here is energized.” Eric Billingsley

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