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|Articles - March 2010|
|Thursday, February 25, 2010|
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Only the software giant Microsoft (No. 1, Large) earned a higher score for benefits. Among the perks Northwest Newborn offers are fully paid medical, dental, and alternative care coverage; subsidized child care; 15% of salary contributed to a retirement plan regardless of employee contributions; and a whopping 27 paid days off after one year of service.
“Our work is emotionally draining and physically challenging but the payback is huge,” says Dr. Louise Baxter, who has worked for Northwest Newborn for 15 years and kept in touch with many of her patients as they have grown up to lead healthy lives. “We have just a great team, and we have the privilege of taking care of critically injured babies and helping families that are in crisis.”
When you visit with tightly knit companies such as Stamp-Connection and Northwest Newborn, you often hear people say they consider co-workers “like family.” At Oregon Cascade Plumbing & Heating in Salem (No. 1, Medium)many of the core employees aren’t just like family. They are family.
Majority owner and president Josh Welborn was 6 years old when he first started going out on plumbing jobs with his father John, who co-founded the business in 1969. He still works with his father today, along with his brother Jeremy. Foreman Wayne Miller, a 30-plus-year veteran, works with his two sons Kevin and Todd. Accounting assistant Julie Moore works with her father Jerry, a foreman, who worked with her grandfather Bill up until his retirement.
“We’re family and friends first and co-workers second,” says Julie Moore. “That means everybody helps each other out, no matter what the job is. Everybody’s got your back.”
It starts at the top. Bearded and slim, dressed in a black Nike baseball cap and an Oregon Cascade Plumbing & Heating T-shirt, Josh Welborn exudes understated confidence in a manner that brings to mind a good poker player. He says little in an interview and shows almost no emotion until he touches on the subject of family. “We’ve got two, three, even four generations, and those guys are proud to work here. They’re pushing their sons and grandsons to get a job here. That feeds into the stability we have here. We’re a big corporate company now I guess, but we still try to keep that down-home feel as much as we can. My dad’s been pretty darn successful and he still runs around in Levi’s. He’s not trying to prove he’s better than anybody else. He’s never forgotten where he came from.”
Conversations with employees in the modest offices and the fabrication shop out back turn up a consistent show of support for the relaxed, casual leadership style, the frequent barbecues and celebrations, and the company policy of covering chiropractic and acupuncture treatments for nagging injuries as well as traditional health care.
It helps that Oregon Cascade is doing better than many contractors in the recession. The company recently nabbed a $15 million job doing plumbing and heating for the new football arena at the University of Oregon, which brought a bit of a hiring spree. They had plenty of good candidates from which to choose.
“We have no trouble at all finding people when we need to bring people in,” says co-founder and vice president Walt Haskins. “We’ve got people beating our doors down even in good times. That tells you something.”
It also tells you something that Oregon Cascade scored extremely high for workplace satisfaction in spite of being a non-union shop, which is unusual for contractors of this size. Welborn says running an open shop enables the company to be more flexible and efficient, winning bids by trimming costs without cutting pay or benefits.
Oregon Cascade is 25% employee-owned, with Welborn holding the other 75%. Long-time employees say they appreciate holding a stake in the company’s fortunes, and find it motivating. “You produce for the company and the company gives back,” says Wayne Miller, who is about to retire after 38 years of service. “It’s pretty simple but not every company does that.”
May Trucking’s director of human resources, Scott Smith, says the company acted early to cut fuel costs by limiting idling time and investing in low-resistance tires, which helped management keep costs down without resorting to cutting pay or benefits. “A lot of our competitors cut back and this was a good thing for us,” says Smith. “There are a lot of drivers available and we’re interested in getting the best ones out there to work for us. That means increased safety and fewer mistakes that cost us money and customers.”
If there’s an industry that fared worse in 2009 than construction and trucking, it would have to be banking. Yet financial institutions such as Bay Bank (No. 4, Medium), Pacific Continental Bank (No. 18, Large), Umpqua Bank, (No. 23, Large), Chetco Federal Credit Union (No. 33 Medium), the Commerce Bank of Oregon (No. 14, Small) and Clatsop Community Bank (No. 25, Small) managed to keep workplace morale high.
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Wednesday, August 19, 2015
BY GINA BINOLE
Screening for “culture fit” has become an essential part of the hiring process. But do like-minded employees actually build strong companies — or merely breed consensus culture?
Friday, July 17, 2015
Photographer Jason Kaplan takes a look at Murray's Pharmacy in Heppner. The family owned business is run by John and Ann Murray, who were featured in our July/August cover story: 10 Innovators in Rural Health Care.
Wednesday, July 15, 2015
We asked readers to weigh in on the fossil fuel-green energy equation.
Wednesday, August 19, 2015
BY JACOB PALMER | DIGITAL NEWS EDITOR
One of the hottest new investment trends has proven quite lucrative for some companies.
Monday, July 13, 2015
BY KIM MOORE | PHOTOS BY JASON E. KAPLAN
A New York floral and gift business takes on the iconic Harry & David brand.
Wednesday, August 26, 2015
BY LINDA BAKER
A new co-working model disrupts office sharing, child care and work-life balance as we know it.
Wednesday, August 19, 2015
BY KIM MOORE
A conversation with Chris Maples, president of the Oregon Institute of Technology.
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Yesterday, a divided National Labor Relations Board dropped another hammer on the employer community. In a long-awaited and much debated move, the Board jettisoned the decades old standard for determining when two independent businesses should be considered joint employers of an individual worker for collective bargaining purposes.
Transforming the culture of Oregon’s educational leadership.
The Board dismissed a petition related to efforts to unionize the Northwestern University football team.
Oregon Sick Leave is here, and changes to the federal white-collar worker regulations are on the way. This workshop will prepare you for both. We invite you to participate in an interactive discussion on how to start planning now for the future impact on your operations and finances.
Presented by OEN + CENTRL + YESpdx.
This Roundtable will cover numerous issues under the employer "shared responsibility" rules of the Affordable Care Act, including how to track the "full-time" status of variable-hour employees, temporary or seasonal employees, and employees who experience a change in status or a break in service. Additionally, we will provide a brief overview of Code sections 6055 and 6056, which require most mid-sized and large employers to submit their first information reports to the IRS in early 2016 regarding the health insurance coverage being offered to employees. We invite you to participate in an interactive discussion on how to prepare for the future impact of the shared responsibility rules on your operations and finances.