AND THE WINNERS ARE . . .
Best Practice Award/Occupational
Health, Safety & Security:
The Raymond Corporation
Raymond demonstrates its
commitment to employee safety through a robust safety program consisting of five key
areas: policies & procedures, training, problem identification & resolution,
communications, and rewards & recognition. Raymond has developed a full, online
safety manual and instituted a progressive reward program. These rewards are earned
as a team, which helps employees to coach others with safe behavior best practices.
Their efforts have paid off. There has been a 32% decrease in the number of
incidents plus a decrease of 73% in the number of lost time incidents between 2000 and
2005. During the same time frame, the total costs of claims have decreased by 82%.
Best Practice Award/Employee & Labor
Relations:
Crouse Hospital
Crouse has undertaken some
dramatic initiatives to become Simply the Best (STB). They have partnered with the
union by asking union leadership to attend various meetings to engage them in company
activities and to get their input and ideas. The union assisted with the development
of Crouse’s mission, vision and values statements. During the most recent
negotiations an overwhelming 97% of union members ratified the contract. Both sides
felt a genuine sense of accomplishment upon the realization that they achieved what was
important to everyone.
Best Practice Award/Compensation &
Benefits:
Arc of Onondaga
Arc of Onondaga strives to attain
a position of leadership in the areas of compensation and fringe benefits in the local
community. Its formal wage and salary program assures that it pays better than
competitive wages at all levels including entry, skilled, professional and executive.
At this time Arc pays in excess of 90% of the employee’s premium for group
health insurance. In addition, it pays in excess of two-thirds of the premium for
dependent and family coverage. Life, dental, vision and long-term disability are
offered free of charge, paid in full by Arc of Onondaga. Arc is also implementing a
new Career Advancement Program (CAP). CAP is a cooperative program between Arc and
any employee wishing to develop a career at Arc.
Best Practice Award/Human Resources
Development:
Pass & Seymour/Legrand
Pass & Seymour has a strong
commitment to the corporate goal, “Investing In Our People.” They have
implemented a “People Development System” (PDS). The PDS is a web based,
fully integrated performance management and development system. Modules of the
system include: My Goals, My Performance, My Development, My Contribution Reward,
Developing Leaders and My Career. The information is electronically stored and is
visible to the employee, the manager and additional reviewers. It can be updated as
necessary so the information is current.
Best Practice Award/Workforce Planning
& Development:
The Bank of New York
The judges liked the fact that
the Bank of New York had a varied approach to staffing. They projected growth and
turnover experience to effectively plan their resources including HR staff and advertising
dollars. The Bank of NY has also built relationships with the DOL, Chamber of
Commerce and other community groups such as the Displaced Homemakers to fill their
staffing needs. They also boast that at least 30% of hires are from employee
referrals, and they have a very successful college recruiting program including 23 interns
this past year.
Best Practice Award/Strategic Management:
King & King
Architects, LLP
The HR manager plays a
significant role in the strategic planning process at King & King providing
information for the organizational and budgeting process, defining, communicating and
maintaining organizational values and goals and establishing and maintaining alliances
with key individuals in the community to assist in meeting the organization’s
strategic needs. King & King focuses on six organizational goals; all workforce
activities are tied back to the “Big 6 Goals.”
Overall HR Excellence Award:
Crouse Hospital
Crouse’s total commitment to
overhauling the HR function was well thought out and executed. Some of the
initiatives implemented include: addressing the gap in leadership and management
development, a complete overhaul of the employment/hiring function, improving employee
satisfaction, implementation of a dashboard, including Union leadership in many of the
initiatives and a comprehensive approach to employee orientation. The judges were
also impressed with Crouse’s use of metrics to measure the success of each of their
initiatives. For example, in their employee satisfaction initiative, Crouse uses
survey results as a metric to gauge the success of the initiative. One item on the
survey asks employees to rate the statement, “Treated with respect/dignity by
hospital executives.” This caught the judges’ eye because it underscores
their goal to have all employees treated with respect and feel like a valued member of
Crouse’s team no matter what their role.
Donlon Award (for Family Friendly Workplace
Practices):
Syracuse Research
Corporation
Syracuse Research Corporation
understands that a strong balance between employees’ personal and work lives is
necessary for the success of employees and ultimately the company as a whole. The
Corporation has implemented policies and practices that foster this balance. SRC
supports flexible work arrangements to support the belief that employees who have been
permitted the tools and time necessary to manage their personal lives experience increased
productivity and job satisfaction. Their Employee Assistance Program provider
maintains office hours on-site at corporate facilities and is available for consultation
via e-mail and telephone. SRC also emphasizes the physical health of its employees
by including a fitness room at their main facility and by offering reduced cost
memberships to area health facilities to their other locations. A wellness committee
has also been established for employees at all locations to help organize various events
specific to employee health concerns.
Donlon Special Recognition Award:
The Raymond Corporation
Sometimes a company’s
actions go so far above and beyond the norm that it not only catches the judges but their
hearts as well. The Raymond Corporation’s culture has strong roots in the local
community, although a part of a multi-national group, the Company has maintained the
positive aspects of its small town, family owned origins. In 2005, Raymond provided
$650,000 to support the construction of the new fire station that celebrated its grand
opening in May of 2006, offering enhanced services to the facility, employees and the
community. In addition, a number of their employees suffered huge losses as a result
of the devastating flooding that took place in the southern tier. The Raymond
Corporation and its employees immediately sprung into action to assist affected employees.
As a result, the Company provided approximately $100,000 in direct financial
assistance to these employees to assist them with the rebuilding process. Clearly,
Raymond’s commitment to its employees does not stop at the end of their shift.
Well done! |
