72) Which of the following describes your HR team’s role in developing strategic planning:
Assist in the creation and development of the company strategic plan
Assist in all aspects leading up to strategic planning process through implementation
Develop HR Strategic Plan to implement
Assist in the implementation only of the strategic plan developed by others
42) Which of the following components are included in your organization’s on-boarding program? Mark all that apply.
Discussion about organization’s mission and values
Review of job responsibilities
Review of the organization’s mission, vision, and values
On-boarding checklist
Review of organizational policies and procedures
New employee tool kit
Social events for new employees to meet other organizational members
Assignment of a mentor or peer buddy
Organizational and departmental overview
Review of compensation and benefits plans
Review of performance standards and expectations
4) Which of the following best describes your organization’s industry?
(no response)
12) What was the average percent increase in base compensation for all employees last year, excluding officers and owners?
> 10%
58) What percentage of your work force is of minority status? (African American, Hispanic, Asian, American Indian, Asian Indian, Arabic, etc)
11 - 20 %
46) What percentage of vacant positions are filled by internal applicants/advancement?
0 - 10%
34) What percentage of revenue is spent on employee education and development?
5.1 - 6.0%
13) What percentage of base compensation is paid out in benefits to all employees excluding officers and owners?*
41 - 50%
67) What percent of sales is given back to the community or used for charitable donations?
1.1 - 2.0%
28) What is your organization’s average absenteeism rate?
0% – 1%
27) What is the average organizational tenure of your organization’s employees?
6 - 10 years
6) The previous year employees:
Full-time temporary: 0 - 49
Part-time: 0 - 49
Full-time regular: 0 - 49
8) The current year employees:
Percent workforce growth: 1 - 5%
Voluntary turnover rate* for last fiscal year: <1%
Percent workforce growth last fiscal year: 11 - 15%
7) The current year employees:
Full-time temporary: 0 - 49
Full-time regular: 0 - 49
Part-time: 0 - 49
3) Please select the Best and Brightest Program you are participating in:
National
19) Please complete the following:
Dental or Vision Coverage: Offered to all Employees
Medical Reimbursements Pre-Tax: Offered to all Employees
Paid/Discounted Parking: Offered To Some
Retention Pay/bonuses: Offered to all Employees
Extensive Travel Bonuses: Not Offered
On-site Daycare/Daycare Partnership: Not Offered
Fitness Center/Memberships: Not Offered
Outplacement Assistance: Not Offered
Employee incentives/bonuses: Offered to all Employees
Team incentives/bonuses: Offered to all Employees
Child Care Subsidy: Not Offered
Technology Purchase assistance: Offered To Some
Elder Care Subsidy: Not Offered
Credit Union/Banking Services: Not Offered
Early retirement provision: Not Offered
Discretionary bonuses: Offered to all Employees
Tuition Reimbursement: Not Offered
Employee Stock Ownership Plan: Not Offered
Child Care Pre-Tax: Not Offered
Disability Policies: Not Offered
15) Overall, at what interval are salary ranges for job classifications reviewed and upgraded?
6 - 12 months
32) On average, how many hours of soft skills training (leadership, teamwork, communication, etc.) are employees encouraged or required to participate in annually?
None
33) On average, how many hours of hard skills training (job related skills) are employees encouraged or required to participate in annually?
None
62) Mark the percentage of employees who use the following alternative work schedules:**
Seasonal employment: 0% - 5%
Compressed work week: 0% - 5%
Job sharing: 6% - 10%
Telecommuting: 11% - 15%
Flextime: > 25%
48) Mark how often each type of employee receives a performance review:
Mid-management: 6 - 12 months
New Hires: < 6 months
Hourly: 6 - 12 months
Senior Executive: 6 - 12 months
Entry Level: < 6 months
Salaried: 6 - 12 months
Executive: 6 - 12 months
29) Mark all the methods your organization uses to measure employee engagement.
Employee focus groups
Employee interviews
26) Mark all of the following that are used by your organization to retain top talent:
Special assignments/job enrichment: Offered to all employees
Mentoring/coaching: Offered to all employees
Networking events: Offered to all employees
Job shadowing: Offered to some employees
Succession planning: Offered to some employees
Special developmental opportunities: Offered to some employees
57) Mark all of the following that apply to your organization’s diversity and inclusion initiatives:
Multi-cultural calendar (i.e., celebrating different cultural holidays/events)
Paid time off for multi-cultural holidays
Sexual harassment training
Recognize same sex / domestic partnerships
Cultural diversity and sensitivity training
66) Mark all of the following that apply to your organization’s community initiatives:
Green/sustainable employee programs
Paid day to be used for community involvement / charity
Active on Boards of local foundations or non-profits
Donations to local charities and/or charitable events
On-site activities such as blood drives and/or collection drives for food/clothing banks
Participation in co-op programs with local schools
Employee recognition program for community involvement
45) Mark all of the following recognition programs offered by your organization:
Team-based awards: Not offered
Service awards: Not offered
Team/Company Awareness of Individuals Achievements: Offered to all employees
Alumni Program (Retirement benefits, networking, etc): Not offered
Annual achievement/performance awards: Not offered
Process improvement/idea awards: Offered to all employees
Length-of-service awards: Not offered
Awards luncheon / dinner: Not offered
On-the-spot awards: Offered to all employees
Employee of the month awards: Not offered
61) Mark all of the following programs that your organization offers:
Telecommuting
Flexible scheduling (e.g., flex-time and/or compressed work week)
Job sharing
Summer hours
Family leave policy (beyond legal requirements)
Personal days
35) Mark all of the following opportunities and resources offered by your organization:
Conference attendance supported: Offered to all non-union employees
Full-time training manager and/or staff: Not offered
Apprenticeship program: Not offered
Educational resource center (books, videos, etc.): Offered to all non-union employees
Professional association membership: Offered to all non-union employees
External training classes: Offered to all non-union employees
Formal orientation for new hires: Offered to all non-union employees
Management development program: Not offered
On-line training / classes: Offered to all non-union employees
Executive coaching: Offered to some non-union employees
Cross training: Not offered
Formal mentoring program: Offered to all non-union employees
54) Mark all of the following methods through which employees can offer feedback to the organization:
Town hall meetings
360-degree feedback
Upward feedback in performance appraisals
Round table discussions / meetings
51) Mark all of the following methods that your organization uses to communicate to employees:
Mailings to employee residences
E-mail
Staff meetings
Employee handbook
Off-site employee meetings
Memos
Company website / intranet
52) Mark all of the following methods that senior leaders communicate strategy and vision to employees.
Senior Leader emails: Weekly
Senior Leader blogs: N/A
Other: N/A
Senior Leader individual meetings: Weekly
Senior Leader letters/mailings: N/A
70) How often does the HR team leaders meet with the CEO of the organization?
Biweekly (every other week or twice weekly)
Monthly
Quarterly
Weekly
Daily
Annually
71) How often does the HR team have engaged discussions with c-suite executives focused on company Overall performance.
Quarterly
Daily
Annually
Monthly
Weekly
Biweekly
47) How often are employees given encouragement and recognition for their achievements: (Mark those that apply)
On the spot
Weekly
Monthly
Quarterly
Annually
38) How frequently does your organization use the following recruitment methods?
Employee referrals: Always
State employment agencies: Never
Social Media Sites: Usually
Recruitment and search firms: Never
Temporary agencies: Never
Internships / co-op programs: Usually
On-campus recruiting: Sometimes
Job fairs: Sometimes
Trade / professional associations: Sometimes
Print media job postings: Seldom
Community Outreach (Churches, Organizations, etc.): Seldom
Internal job postings: Never
On-line job postings: Seldom
41) How frequently does your organization use the following processes for selecting employees?
Validation studies (analysis to determine the strength of the relationship between the selection tool/system and future performance): Never
Background / reference checks: Seldom
Personality tests: Sometimes
Interview with future manager: Always
Interviews with key stakeholders (e.g., direct reports, indirect managers): Always
Realistic job previews: Never
Individual assessment: Never
Assessment centers: Never
Cognitive ability tests: Never
Interview with HR department: Always
Personal history / biodata inventories: Never
Job knowledge/skills tests: Never
Drug and alcohol screening: Never
Detailed job analysis (used for developing selection tools/systems): Never
23) How does your organization utilize compensation management software? Mark all that apply.
Track cost of benefits
Evaluate pay-for-performance systems
Allocate budgets
Track salary history
Forecast compensation and benefits needs
Allocate merit increases
Allocate bonuses
16) How do the pay ranges of your organization compare to the regional marketplace for the employee types below?
Entry Level: At Market
Hourly: At Market
Mid-Management: At Market
Salaried: At Market
Executive: At Market
39) Does your organization use an applicant tracking system?
No
21) CREATIVE EMPLOYEE SOLUTIONS:
Concierge Services: Not Offered
Onsite Fitness classes: Offered to all Employees
Gym/equipment reimbursement: Not Offered
Massage Therapy: Not Offered
Vehicle Purchase/Lease Program: Offered To Some
Onsite games and activities: Not Offered
Employer Assisted Housing: Not Offered
Weight Management: Not Offered
Adoption reimbursement: Not Offered
Employee Assistance Services/Hotline: Not Offered
Relaxation/Meditation area: Not Offered
Smoking Cessation: Not Offered
Holistic Health Activities: Not Offered
Employee discounts with vendors: Offered to all Employees
Dry cleaning services: Not Offered
17) As a Best and Brightest Company to Work For the assumption is that you offer the following employee benefits listed below as a minimum criteria. Please check off all of the offerings that you currently offer:
Profit Sharing/401K or Retirement Plan
Life and AD&D coverage
Medical Insurance
Maternity Pay
Severance Pay
Paid Employee Vacation time
Employee performance/merit salary increases
Paid Holidays
Travel Reimbursement
49) What creative methods does your organization employ to recognize employee achievement? This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
We acknowledge achievement on a weekly basis at our Monday Morning Meeting which is mandatory for the entire team. We express congratulations for things such as successful projects, working through challenging situations, leading a team to greatness or simply kicking ass. We also have put a "kudos" box in the office...in this box, people put a quick kudos to someone for something that the rest of the office may not have seen. These kudos could be for someone stepping up at the last hour to get out a deadline or cleaning the conference room after someone else's meeting. We end our Monday Morning Meetings with these so that we start the week on a good note!
53) What creative methods does your organization employ that senior leaders use to communicate strategy and vision to employees? This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
We are very open with our team. Our partners are constantly communicating with every in the office in person, through email and via phone. We send out office emails as soon as we have something exciting to share so that everyone can share in good news.In addition the office works together to establish firm goals in 3 months intervals led by the partners. These goals are revisited every couple of weeks and discussed Monday Morning Meetings so that we all understand where we are going and what we are trying to do. Buy in by the whole team is critical!
76) What best practice would you like to share that is unique to your organization?
(This may be used during the awards ceremony and/or media publications)
We believe in strong mental and physical health at our office. Each Tuesday and Thursday at 4:30 or so, people got out running, walking or just to work out together. We were just featured in Washingtonian Magazine for this slightly off-beat agenda item that not only encourages wellness, but brings people together away from desks, phones and email.Every 2 weeks, a different person leads a continuing education session called "Do Cool Sh!t". The session is an open forum with agenda established by the leader with topics ranging from Proposal Writing to Bar Design [with Scotch history lesson and tasting]. These sessions help people practice speaking but also allow team members to get to know each other a bit more.
75) Provide a specific example of a Best Practice your company has implemented and it’s direct result to company culture, ROI, employee engagement, retention, etc.
We have implemented a system called "Rolling 3 Month Goals" for the firm and each employee. With this system we establish goals for the next three months and work to attain them in lieu of creating annual goals, waiting 11 months and then cramming to try to meet the goals. In this situation, goals are on the more immediate radar and small adjustments can be made to work towards completion. If something comes up and a goal cannot be attained, it simply slides to the next month. When an annual goal is missed, it is either completely forgotten or moved out another year.With Rolling 3 Month Goals, people find immediate success in their endeavors and work hard to take off bite sized pieces. In other words, a goal could be "pass 1 of the 5 architectural exams in the next 3 months" versus "complete all 5 exams in the next year". Both can be completed, but smaller, more immediate goals allow for people to adjust schedule, work load and time dedication for completion rather than feeling like a failure if the big, annual goal is missed.
10) Please provide in the space below your organization’s mission statement or statement of business purpose. This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
//3877 is a boutique design firm focused on high-end residential, multi-family, restaurant and hospitality projects. To deliver //3877 begins with a very simple process: ask questions and listen carefully to the answers. We want to understand the needs, wishes and desires of each client in order to impactfully use architecture and design to address each aspiration. Our passion is minimizing our impact on the natural environment while maximizing the impact on our clients’ built environment.The concepts of partnership and team are very important to us at //3877. Architecture, design and fabrication are processes. While at many times these processes are uneventful and predictable, there are unfortunately other times when the processes can be erratic and unknown. Through both smooth and rough times, we continue to focus on the team and the end goal of making both a dynamic project and a long term relationship.Very simply, //3877 is committed to providing innovative and creative designs to enhance and enrich the lives of our clients, partners and communities.
30) Please provide additional details regarding your organization’s initiatives to build a more engaged workforce and how your company demonstrates employee enrichment by treating them as a whole person (not just within their job functions). This narrative content may be shared publicly during the award
We are nothing without our team. We work hard to big a strong culture focused around the people, not the product. We meet formally and informally with employees to discuss the business, their role in the firm and where we are all going. We pay for professional licensure exams, professional association memberships and continuing education.In 7 years, we have had 3 employees to go back to grad school [we hired them with the understanding that it was in their best interest to stay for only 2 years and go to complete their professional degrees], 2 people move out of the area to be closer to family and 2 go to other firms. We are very proud of this incredibly low turnover as it shows the strength in our team.We also have beer on tap in the office. Just sayin'.
68) Please provide additional details regarding your organization’s community initiatives. This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
We are all very fortunate in what we have. Often times, people do not appreciate the all of the richness and spoils of their labor. Our entire group understand how incredible fortunate that we are and have committed to making the world around us better. We donate time, money and energy to local charities. We go to schools [we have even taught a program at a local youth prison] and speak to young architects and designers so that they understand the wonder of our profession. We are very proud of what we do and feel that we need to be the best stewards of a gifted life.
43) Please provide additional detail regarding your organization’s recruitment, selection and orientation practices. This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
We have found that our best people come as contacts from those who are already on the team. These individuals know about our culture and ethos and know what they are getting into. We have had no success with recruiters or recruiting websites as they may bring us people that have the technical skills but do not have our same philosophy on teamwork.Our orientation has evolved and changed all based on feedback from current employees. What do you wish we covered? What would have been more useful? What do you wish you knew 6 months ago that you know now?
36) Please provide additional detail regarding your organization’s educational and development initiatives. This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
We have never turned down a continuing education request. In other words, we do not formally state that people MUST participate in a program, lecture, conference or publication but we do encourage people to find things that interest them and come to us. We have happily paid for books, magazines, computer training, conference attendance and work related travel excursions.
55) Please provide additional detail regarding your organization’s communication and shared vision best practices. This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
No one has a closed office in our space. Everyone is encouraged to communicate and people often sit one on one with Project Managers and Partners to share ideas and insight. Our VERY open communication has allowed for compete 360 degree feedback and the production of some amazing ideas and advancement!
24) Please describe any innovative solutions your organization offers with regard to compensation and benefits. This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
Although we are a small firm, our entire team works together to understand fees, overhead, income and bonuses. Everyone at our office knows the finances, aside from salaries, for all aspects of the business. By sharing this information, our team knows how much time to allocate to complete a project or how to address costs with clients when fees are not accurate. Our openness with finances allows people to strive for and achieve bonuses on a regular basis.
73) How is your Human Resources team leveraged to implement strategy and overall company performance?
Our HR team is a bit ad-hoc being so small. While the partners and accounting head comprise the core of the "HR Team", everyone in the office is a part. Before ANYONE is hired, they meet with the firm leadership and then have informal lunches or breakfasts with others in the office. Everyone has a voice and we want that voice to be heard before he or she walks in the office.
64) How do your work-life balance initiatives make your organization one of the 101 Best and Brightest Companies to Work For? This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
This is one of our biggest platforms; employees and families come first. We all have work and deadlines, but if our team members are not happy and healthy, the deadlines mean nothing. We encourage our employees to make time to be with friends and family through summer hours and flexible working arrangements. We often have a child or two [human or canine] in the office with everyone helping out to make it work. We spend a lot of time working with employees on time management and collaboration so that people can spend more time OUT of the office with loved ones. Our team works really hard and is pretty darn efficient so that they can enjoy life to the fullest.
59) How do your programs and policies differentiate your organization with regard to promoting diversity, inclusion and celebrating differences? This narrative content may be shared publicly during the awards luncheon and/or through our media partners.
Again, we are a small firm, but committed to honoring and celebrating diversity. We are very proud of our team and the diversity within. We have been honored for our diversity and inclusivity from several groups. Hate has no place here.
2) CONTACT INFORMATION AND CLASSIFICATION
Name | Phone | ||
---|---|---|---|
Senior Executive officer globally | David Tracz | 202.350.4244 | [email protected] |
Local Executive Officer | David Shove-Brown | 202.350.4244 | [email protected] |
1) CONTACT INFORMATION AND CLASSIFICATION
(no response)