Loading
People remember how they are treated in both the good and the bad times, according to Ryan Toth, Beck Construction's regional director of Florida. The 67-employee company has been through both.
The Tampa office of Beck Construction was hit hard by the economic downturn — the company went from 110 employees to 35. “People responded to us being honest with them,” Toth says. “We don't have secrets.”
When they knew times were going to be tough, they let employees know in advance. For example, when leaders sensed the business was going to take a dip, they warned people that they might be receiving their last bonus.
“We said, 'Make sure you save this one because it will be a tough roller coaster ride,'” Toth recalls.
Beck works hard to have two-sided conversations, making sure the company is straightforward, open and clear about what's happening, Toth says. You can't wait to start those conversations until they are forced.
The company also tried to provide a soft landing for those let go. It had pre-printed resumes, letters of recommendation and benefits information prepared, along with as big of a severance package as possible during its layoffs. Toth says there weren't any burned bridges. “We treated people fairly,” he says.
Now the tough part is keeping employees engaged as more opportunities become available in the marketplace.
“People respond to a flexible place to work and a sense of autonomy,” Toth says. That includes letting people make decisions about space. When one team knew it had a budget to buy a new conference table, it decided to buy a ping-pong table to serve a dual purpose as a meeting place and an area to relax. Another group decided to convert its space into a site for bikes, and hosts a weekly bike ride. A third group decided to use its budget to buy grills.
It's important to keep close tabs on employee engagement, Toth says. A recent survey showed Beck employees wanted more recognition and engagement from senior managers. The company made a plan to address the issue by encouraging leaders to visit job sites and providing thank-you gift cards to reward good work.
The final key is monitoring salary to make sure the company is paying at or above market. “Our goal internally is to shoot to pay 65% to market,” Toth says.
— Traci McMillan Beach
Your free article limit has been reached this month.
Subscribe now for unlimited digital access to our award-winning business news.
Join thousands of executives who rely on us for insights spanning Tampa Bay to Naples.
