TM - May 2008 - (Page 50) In the absence of internal outreach, employees may not be aware how their performance affects their ESOP account, or how the company values input and participation that contributes to its ability to exceed customer expectations. This latter point is particularly important because for an ESOP to be successful it must ensure employees are treated as employee-owners. As employee-owners, they have a role in shaping how the quality of service ranked as the most important criterion among factors customers evaluated during their contractor-selection process. Although interesting, this finding was hardly surprising. The finding that was unexpected, though, showed almost 50 percent of respondents believed employeeowned companies provide higher quality services than do their non-employee-owned competitors. American Systems always has viewed employee-ownership as a significant differentiator for the company in the war for talent in a shrinking labor pool. Prospective employees are drawn to a company that recognizes their role as contributors to the company’s overall value proposition by offering a stake in the success they help to create. Moreover, by virtue of its ESOP status, American Systems has created a culture of ownership that makes employees less likely to jump ship to another company or industry during challenging times. Employee-owners are incentivized to do their best to see the company succeed. They recognize, in a very concrete way, pulling through to come out on top directly impacts their retirement dreams and other financial goals. The 2006 survey indicates employeeownership is a distinguishing characteristic for the company with current and prospective customers, as well, which ultimately impacts the financial well-being of both American Systems and its employees. Independent research confirms giving workers a significant stake in their companies increases dedication, improves work ethic and reduces rates of absenteeism and turnover. business operates, how it is portrayed and how it prepares for the future. This relationship is beneficial to employees and management, as it fosters an environment in which each party is privy to the experiences and ideas of the other and can use that knowledge as a competitive advantage in the business world. For instance, management may share with employee-owners its strategic business development goals and priorities, which, in turn, are influenced by employee-owners’ own intimate experiences meeting project deadlines, interfacing with customers and securing repeat business. Work Is Much More Than a Job In 2006, American Systems commissioned a blind survey of 125 of its customers. The results confirmed At American Systems, employees recognize that work is more than just a job. Employee ownership encourages each American Systems employee to put the customer first and deliver solutions that exceed expectations. It has become a cornerstone of the company’s corporate culture, a discriminating factor in bids for customer work and a lure for top-tier technical and consulting talent. The company is dedicated to its customers’ missions, as well as to its own, and employees are motivated to exceed their requirements in every task, be committed to maintaining the highest levels of service possible and do business as a team with a common goal and purpose. Over the years, the company has continued to demonstrate its commitment to employee ownership, a value embodied by the corporate slogan: “I can do that. I own the company.” Teresa “TJ” Baskerville is vice president of human resources at American Systems. She can be reached at editor@TalentMgt.com. 50 May 2008 talent management magazine www.TalentMgt.com http://www.TalentMgt.com
Table of Contents Feed for the Digital Edition of TM - May 2008 Talent Management - May 2008 Editor's Letter Contents Human Performance Leading Edge Learning Connections Make the Connection: Effective Employee Evaluations Vacation: The Benefit Many Employees Don't Take The Four Pillars of Managing Performance Transform Talent With Deeper Skill Specialization Mentoring's Role in Succession Planning Graybar: Supporting a Long-Term View of Talent Management American Diabetes Association: On a Mission to Improve Employee Health Taking the Talent Pulse: What Drives High Potentials? American Systems Employees Earn a Piece of the Pie Advertisers’ Index Editorial Resources Full Potential TM - May 2008 TM - May 2008 - (Page Intro) TM - May 2008 - Talent Management - May 2008 (Page Cover1) TM - May 2008 - Talent Management - May 2008 (Page Cover2) TM - May 2008 - Talent Management - May 2008 (Page 1) TM - May 2008 - Talent Management - May 2008 (Page 2) TM - May 2008 - Talent Management - May 2008 (Page 3) TM - May 2008 - Editor's Letter (Page 4) TM - May 2008 - Editor's Letter (Page 5) TM - May 2008 - Contents (Page 6) TM - May 2008 - Contents (Page 7) TM - May 2008 - Contents (Page 8) TM - May 2008 - Contents (Page 9) TM - May 2008 - Human Performance (Page 10) TM - May 2008 - Human Performance (Page 11) TM - May 2008 - Leading Edge (Page 12) TM - May 2008 - Leading Edge (Page 13) TM - May 2008 - Learning Connections (Page 14) TM - May 2008 - Learning Connections (Page 15) TM - May 2008 - Learning Connections (Page 16) TM - May 2008 - Learning Connections (Page 17) TM - May 2008 - Learning Connections (Page 18) TM - May 2008 - Learning Connections (Page 19) TM - May 2008 - Learning Connections (Page 20) TM - May 2008 - Learning Connections (Page 21) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 22) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 23) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 24) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 25) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 26) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 27) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 28) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 29) TM - May 2008 - The Four Pillars of Managing Performance (Page 30) TM - May 2008 - The Four Pillars of Managing Performance (Page 31) TM - May 2008 - The Four Pillars of Managing Performance (Page 32) TM - May 2008 - The Four Pillars of Managing Performance (Page 33) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 34) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 35) TM - May 2008 - Mentoring's Role in Succession Planning (Page 36) TM - May 2008 - Mentoring's Role in Succession Planning (Page 37) TM - May 2008 - Mentoring's Role in Succession Planning (Page 38) TM - May 2008 - Mentoring's Role in Succession Planning (Page 39) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 40) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 41) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 42) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 43) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 44) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 45) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 46) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 47) TM - May 2008 - American Systems Employees Earn a Piece of the Pie (Page 48) TM - May 2008 - Editorial Resources (Page 49) TM - May 2008 - Editorial Resources (Page 50) TM - May 2008 - Editorial Resources (Page 51) TM - May 2008 - Editorial Resources (Page 52) TM - May 2008 - Editorial Resources (Page Cover3) TM - May 2008 - Editorial Resources (Page Cover4)
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