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|Articles - March 2010|
|Thursday, February 25, 2010|
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Clatsop Community Bank is a fairly new institution, just opened in the spring of 2008, and as a result it has far fewer troubled loans on its books than others in the industry. But executive vice president Joe Schulte says workplace culture has been as crucial as timing in enabling the bank to succeed. “We don’t hire for experience first,” he says. “We hire for culture first, capacity to learn second, and experience third.”
A similar ethic prevails at Ruby Receptionist (No. 21, Small), the fast-growing Portland business that added eight jobs in 2009 and expanded its benefits package. CEO Jill Nelson created the new position “culture czar” last August to coordinate team events and welcome new hires.
Of course, the majority of Oregon businesses were in no position to hire anyone last year. Even some of the 100 Best had to make cuts in 2009.
Beaverton-based Axium, a software development company specializing in software for the architectural and engineering industry, laid off 13 people in February 2009 yet still scored high enough later in the year to place No. 24 among medium-sized companies in Oregon. The layoffs caused “a lot of anguish for all of us,” says chief marketing officer Cathy Mills. “We had no experience with layoffs. We researched how to do it and how not to do it and we just tried to be completely open and honest with everyone.”
Even after the layoffs, part owners Cathy Mills and Alan Mills found the numbers still weren’t adding up. They had to make further cuts, so they decreased salaries from the top down. They cut pay 20% for themselves and 10% for managers but kept pay steady for all non-management workers.
Then when it turned out they had done better than expected, they rewarded the entire Axium team with bonuses.
What do these small stories tell us about the larger story of maintaining a healthy workplace culture when times get tough?
The answer varies from business to business, but one trait the top performers clearly share is leadership. It would be hard to find three leaders more different in style than John Clark of Stamp-Connection, Cheryl Hughes Gaulke of Northwest Newborn Specialists and Josh Welborn of Oregon Cascade Plumbing & Heating. What they share is an ability to motivate employees and keep them happy. Whether it’s charisma or a commitment to quietly leading by example, the intangible qualities that add up to leadership produce measurable results in workplace satisfaction.
This year’s 100 Best results bear that out. Of the six categories that contribute to a company’s score, the category that held up strongest this year, bucking a strong downward trend, was decision-making and trust. That’s a direct vote of confidence in an organization’s leaders, and the ethic it represents is the polar opposite of Wall Street fat cats rewarding themselves with bonuses while unemployment soars.
It’s challenging enough to achieve mutual trust in the workplace during the best of times. To gain it in the worst of times takes commitment.
Thursday, April 23, 2015
BY JASON NORRIS | GUEST BLOGGER
There are winners and losers with a strengthening U.S. dollar.
Friday, February 27, 2015
BY OB STAFF
The 100 Best list recognizes large, medium and small companies for excellence in work environment, management and communications, decision-making and trust, career development and learning, and benefits and compensation.
Friday, April 24, 2015
BY BEN DEJARNETTE | INVESTIGATEWEST
Timber companies and environmental groups take a stab at collaboration to boost logging and restoration in Oregon fires.
Friday, March 27, 2015
BY OB STAFF
New events series brings magazine to life.
Friday, March 27, 2015
BY AMY MILSHTEIN
As baby boomers sell their businesses, too many forget the all-important succession plan.
Thursday, March 26, 2015
BY LINDA BAKER
Everyone knows cell phones and driving are a lethal combination. The risk is especially high for teenage drivers, whose delusions of immortality pose such a threat to us all. Enforcement alas, remains feeble; more promising are pedagogical approaches aimed at getting people to focus on the road, not their devices.
Friday, April 17, 2015
PHOTOS BY JASON E. KAPLAN
The 32nd annual CBC attracted a record number of attendees (11,000) to the Oregon Convention Center.
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A new report highlights how Oregon bankers are giving back to their communities.
Since 1932 Tidewater Transportation & Terminals (operating as Tidewater Barge Lines and Tidewater Terminal Company) has operated a multicommodity transportation and terminal company based in Vancouver, Washington. The friendly expression on the company’s shipping containers reflects the attitude of about 330 safety and community-conscious employees but belies how complicated the barge business really is.
The Port of The Dalles has run marine facilities since the 1930s, but they are part of a larger mission to strengthen the local economy. They focus on regional economic development with a strong bent toward adding good-paying jobs in high tech, manufacturing and other industries.
Thinking about an MBA? Join us for our upcoming Wine & Cheese Information Session to learn more about Concordia University's MBA program.
Providing attendees with unique taste of the Northwest Reception.
CFM Strategic Communications turns 25 this year and is celebrating with a revamped website, special events for firm alumni and clients, a special-label wine and a list of 25 stories about its client work over the past quarter century.