Building Great Places to Work

April 10. 2014

Winner Spotlight: Findaway World

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April 10. 2014

Findaway World: Always Find A Way

Findaway World, located in Solon, produces audio and digital content and is best known for its preloaded audio player, Playaway.

Mitch Kroll, CEO of Findaway World, co-founded the company in 2004 after watching Steve Jobs introduce the iPod to the world. To date, Playaway has sold more than 4.5 million units and has contracts with schools and libraries all around the country, as well as the military.

Findaway World has won the NorthCoast99 Award for the past 5 years and it’s not just because of the innovative product it produces. We got the chance to speak with Kroll and some of the Findawayers to understand what makes this company one of the 99 best workplaces for top talent in Northeast Ohio.More...

March 12. 2014

Winner Spotlight: Main Street Gourmet

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March 12. 2014

Main Street Gourmet is a bakery manufacturer located in Cuyahoga Falls, specializing in a wide variety of custom foods such as cookies, muffins, granola, brownies and desserts. Steve Marks and Harvey Nelson, co-owners and CEO’s of the company, have been in business together for more than 25 years.

For the past 4 years, and 7 times overall, it has also been among the winners of the NorthCoast 99 award. We got the exciting chance to speak with the owners and employees to go beyond baking muffins, and find out what really makes this company a top workplace in Northeast Ohio.

 “Winning the NorthCoast 99 award really validates what we are trying to do,” says Marks. “We want people to be happy here, and satisfied employees’ results in productive employees. I don’t want anyone to work here and be miserable, so to be awarded for having a great workplace where people like to come to work is amazing.”More...

September 3. 2013

Case Study: Women's Leadership Development Initiative

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September 3. 2013

Background

Based on trends in its industry related to more female enrollments in accounting than male enrollments, continued turnover and stagnation of female managers, more flexible work arrangements being offered to females, and women occupying only 11-31% of all senior leadership positions in its industry, Skoda Minotti recognized the need to enhance its recruitment, retention, and advancement of women; sustain a positive and supportive environment for the firm's female employees; and offer work/life balance which enables women to succeed both in and outside the office. More...

September 2. 2013

Case Study: Skilled Worker Training Program

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September 2. 2013

Background

Swagelok Company relies on a skilled manufacturing workforce to produce high-quality fluid system products, assemblies, and services used by major industrial customers around the world. To sustain the promise of quality and availability for these customers requires that Swagelok develop creative ways to attract skilled operators. More...

September 2. 2013

Case Study: Employee Resource Groups

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September 2. 2013

Background

Summa Health System considers its employees to be one of the most important parts of its community and strives to make sure that employees feel appreciated, stay engaged, and maintain a good quality of life. One key area of focus for Summa is developing and retaining its top talent by developing employee resource groups. More...

September 2. 2013

Case Study: Attracting & Engaging Gen Y

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September 2. 2013

Background

As Gen Y – adults aged 18 to 34 – has become the largest age population in America’s history it has, obviously, become an important and growing demographic at Sterling Jewelers Inc., the largest specialty retail jeweler in the country, and operator of national jewelry store brands Kay® Jewelers and Jared the Galleria of Jewelry®. In fact, Gen Y is now a significant customer base, with a double-digit increase between 2006 and 2012. As a company, the organization understood that its present and future success will be defined by how it adapts its business to engage and cultivate this younger customer demographic. Just as important, the organization began developing initiatives to more meaningfully connect with potential employment candidates and Sterling’s existing Gen Y team members. This dual-focused effort was designed to enhance its business on every level, but it has also revealed opportunities to grow as well as offer a continuous evolution that will drive us forward. More...

September 2. 2013

Case Study: Communication

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September 2. 2013

Background

While Plante Moran had a number of tools that it used to communicate and connect with employees, including its intranet, email, instance messenger, and voicemail; it was lacking in one area that had been overlooked: video. The organization also needed a centralized place where it could share videos with employees. More...

September 2. 2013

Case Study: Career Development Program

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September 2. 2013

Background

During OEConnection's annual associate satisfaction survey process, career development was consistently rated lower than other aspects of the workplace. In addition, during exit discussions, it found that some employees were leaving the organization to further develop their career. These insights helped the organization realize that it needed to focus on career development company-wide to enhance retention as well as job satisfaction. More...

September 2. 2013

Case Study: Connecting Employees to the Mission

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September 2. 2013

Background

Mercy's mission is deeply integrated into its culture and the organization undertakes numerous initiatives to connect each employee to the mission through on-boarding, training and development, and communication efforts. Over time, Mercy has recognized the need for a more user-friendly communication vehicle to educate its employees on the concepts, meaning, and practical application of the mission and values into their daily roles. More...

September 1. 2013

Case Study: Workplace Flexibility

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September 1. 2013

Background

Over time, Main Street Gourmet has needed to gradually develop flexibility initiatives in response to various scheduling conflicts among its staff and institute greater acceptance and encouragement of people having lives outside of the workplace. The organization determined that it was to the mutual advantage of the company and employees to explore some options in terms of providing more flexibility in work schedules. More...

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