Ah the office. For the last two months most of us have not been to our company’s physical headquarters or satellite branches — wherever it was that we would hang our hat during the workday, pre-coronavirus. What those workspaces will look like as we return will undoubtedly be different as social distancing is still necessary. In the long run, it is even more unclear what form those four walls will take.
But an office is not the same as the company itself. That will be abundantly clear, if it isn’t already, as you read through the following pages of our selection of the Best Places to Work.
While amenities are always nice — and certainly many of our nominees provide some cutting-edge ones — a Best Place to Work is a far more encompassing concept, including such matters as how employees are treated, the tenor of the corporate culture and the relationship the CEO and executives have within the enterprise and outside of it. We choose those firms that best fit that criteria and we would bank that as their employees return to the office — with appropriate safety measures in place — that they are happy to be there.
Agree Realty Corp.
National net lease REIT Agree Realty Corp. considers team members to be the company’s most important asset, and it invests time and resources into cultivating a collaborative and supportive work environment. At the office, employees are treated to curated events, like team lunches and happy hours, and have access to amenities, like high-tech conference rooms, onsite cafes and a fitness center equipped with locker rooms.
But, Agree goes beyond in-office perks to support employees. For example, the company pays for 100% of medical insurance premiums for all team members and their dependents, and—perhaps most impressively—Agree is dedicated to internal mobility. The company partners with employees to develop technical and soft skills that will guide them through the next career level. “The company succeeds in large part due to an acquisition-based business model built on the spirit of a high-achieving, competitive and engaged workforce,” says David Wolff, chief accounting officer at Agree, who stresses the importance of the company’s strong executive leadership, investment in resources, an entrepreneurial environment and personal accountability. “The company’s core values and rules for victory have fostered a winning mentality and culture. I have worked at other successful businesses with attractive cultures. None have quite achieved the particular mix of the attributes above as well as Agree Realty.”
This environment has been a winning model for both employees and the company, which has grown a nearly 15 million-square-foot portfolio in 46 states. “I have never worked for an organization that has been able to fully support the people within the company and achieve stellar business results,” says Nicole Witteveen, VP of people and culture. “When you work here, you feel like everyone is working towards shared goals, rather than teams working in silos. There is a constant and open flow of information from the top down and across all teams.”
This is due to Agree’s core competency framework, which outlines employee expectations and pushes transparency, collaboration and best practices throughout the organization. Employees feel both like they are integral in achieving the company’s goals and share in the success. “Team members are aligned on company goals and each person works hard for the company to succeed rather than just looking out for their own achievements,” adds Witteveen. “Our team members all have a strong sense of ownership mentality so everyone brings their best self to work each day which makes each of us better.”
Bayer Properties
One of the first things that stands out at Birmingham, AL-based Bayer Properties is the company’s two female co-presidents. Libby Lassiter and Jami Wadkins took the helm in 2019 following a two-year leadership transition and have since driven significant growth at the firm adding 2 million square feet—a 20% increase—to the net lease third-party management company’s portfolio while transforming the culture to create a more dynamic work environment rooted in transparency. “With Bayer’s female-dominant leadership team, there is much higher emotional intelligence represented throughout the company, which has resulted in an empathetic and transparent environment,” says Doug Schneider, EVP of operations at Bayer.
The shift in company culture starts with the Culture Club, an in-house team that oversees employee needs and promotes a healthy, balanced and enjoyable work setting. This includes hosting events and working to secure better employee benefits. “I’m a member of the Culture Club and we recently conducted an internal survey to guide our focal points and initiatives for the 2020 calendar year. In large part, employees were focused on fringe benefits, such as healthy snacks and socials, which speaks volumes to employee satisfaction with the larger company policies and procedures,” says Elizabeth Boldin Thomas, director of marketing at Bayer.
To promote growth within the company, Bayer offers in-person and video training tools, and department leads meet regularly to collaborate and improve company practices. This has led to technology improvements, restructured hiring practices and enhanced diversity throughout the company.
Bayer has a workforce with 57% women, and more than half of its leaders above the director level are women. Turnover has decreased significantly since implementing these workplace strategy changes, with only 6% turnover in 2019. “We’ve witnessed a transformation in the company’s culture,” says Schneider. “By encouraging and empowering employees to get plugged into departments outside of their typical wheelhouses, Bayer is creating a wider pool for growth and development within the company.”
Black Creek Group
Diversity, inclusion and equal pay are part of the mantra at Black Creek Group, a Denver-based developer and investor. The firm’s team-focused approach has created value for stakeholders, driven financial results and fostered health and stability in the company. 
It all starts with a progressive policy platform that includes equal pay through the firm’s pay-for-performance philosophy, but Black Creek is focused on more than financial incentives. The company has open communication across departments and career levels to encourage growth and transparency, and it has a mentorship program to help employees achieve their career potential. “I am very pleased with the company’s internal practices, I believe that the company operates with full transparency,” Heather Grubbs, managing director and chief marketing officer at Black Creek Group, says. “Black Creek strives to develop employees both personally and professionally. Much like other managing directors at the company, I believe in mentoring those on my team and am dedicated to providing them growth opportunities both within the company and their career. On that same line, I maintain an open-door policy to promote communications with all my colleagues so we can work in a collaborative manner, which I know is common practice across the company.”
Diversity is also a key component of the firm’s culture. The company launched a network to provide career development opportunities for women in the company and in the business community, and has adjusted its hiring practices to ensure that it is pooling a diverse group of candidates for new opportunities. To fuel diversity among new entrants, the firm has launched an internship platform with a feeder program to provide real full-time opportunities to interns.
Day-to-day, Black Creek fosters a positive atmosphere through encouraged collaboration and curated corporate events. “To encourage employee engagement throughout all departments, the firm sponsors weekly lunches at all of our offices,” adds Carlisle Olsen, a marketing coordinator at the firm. “This allows employees to network between departments and understand various teams’ responsibilities. Through employee sponsored events like lunch and learns, kickball leagues, holiday gatherings and volunteer opportunities, the company has created a culture of not just employees, but friends.”
Coastal Ridge Real Estate
In just six short years, multifamily and student housing investor Coastal Ridge Real Estate has grown rapidly to a portfolio of 52 assets in 17 states and 500 properties under management. Along the way, the company has invested heavily in workplace culture, understanding the important role that the team has played in its success. The company has a full-time culture and engagement manager, responsible for employee experience and recruiting. Described as “collegial,” the company culture is rooted in employee feedback and communication, which has led to an employee perks program, policy changes and new employee benefits. “Coastal Ridge is unlike any other company that I’ve worked for in that it values and fosters a culture based on honest and open feedback,” says Ben Texler, partner and president at Coastal Ridge Real Estate. “We seek feedback from both internal and external parties, as it is the only way to continuously move the ball forward.” 
The company encourages employees to pursue certification training and continued education, covering fees and providing workday flexibility to attend seminars and classes. In addition, it has launched internal training to provide employees with the tools that they need to succeed, and it doubles down on promoting career growth by assessing internal talent first for all positions before looking externally for new talent. “The coolest part of this is that many of our team members who have been with us for a few years are really getting to drive this through their advancement. For example, I’ve been promoted four times in less than 4 years, constantly being given an opportunity to create new tools and try new things,” says Cait Carney, director of sales and learning at the company. “There is a very serious pay it forward mentality here with many of us feeling so very responsible to give opportunities and coaching and development for those who come behind us because we feel so thankful for the opportunities we’ve been given.”
As a young company, Coastal Ridge is agile and able to respond rapidly to internal needs, but its employee-first approach places a high value on culture to ensure no one is left behind in the company’s growth. “Our internal practices are centered and focused on a very Mid-Western work mentality of be respectful, be excellent, work hard and appreciate your team,” adds Carney, who says that employee programs will continue to evolve alongside the company.
Cornerstone Group
Multifamily housing Cornerstone Group prides itself on being a family-oriented, multicultural and multi-generational organization. As a developer of quality, low-cost and affordable housing—an essential community amenity—the company’s focus on its team is built into its culture. “We have created a culture conducive and inclusive for all that come and work for us,” Nola Castillo, president of Cornerstone Group, says. “We are always engaged with community and employee activities that provide satisfaction and increase employee morale. There is no perfect organization out there, but I believe we strive to be an employer of choice for all. We are always on the lookout to identify individuals with potential to bring them up in the organization through training and development.” 
While team is important, Cornerstone also places an emphasis on the individual, valuing each employee’s perspective and talent. As a result, the firm frequently promotes from within and fosters talent at the bottom level. Many of the company’s managers started in entry-level positions. “This company excels in trying to get the best out of employees. If it isn’t training and development, it is team-building and activities,” says Julie Caceres with the company. “They are always looking to identify individuals to bring up through the system.”
While the company evolves internally, it employs a forward thinking approach, and regularly recruits new individuals to grow with the company, as well as new ideas to keep the company innovating and expanding.
Decron Properties
While Los Angeles-based Decron Properties has grown into a multi-billion-dollar multifamily investment firm, it hasn’t lost sight of its core values: integrity, teamwork, empathy, pride, accountability and continuous improvement. Decron encourages employee innovation and entrepreneurial spirit to support the company’s ongoing growth, and its hard work in doing so is well-rewarded. Decron considers employees as family members, and is ever evolving the organization to better support employee needs. That includes a recognition program, service awards, educational reimbursement programs and improved employee benefits.
“Our culture is a big thing,” Joe Coleman, COO of Decron Properties, says. “We have an incredible reputation within the business community with investors, brokers, bankers, but I feel our strong reputation starts with our people and culture and what we are about. In 2019, we said our vision for the whole year is employee satisfaction, and then we put our money where our mouth is. We promised to empower our teams, develop our team members and invest in our teams.”
Decron is also a training company. It has developed a training matrix with position-specific courses and training. Alongside this program, it has placed an important emphasis on company engagement, involving teams in the decision-making process. “We call ourselves a teaching organization, so we focus on the why,” adds Coleman. “That has been one of the key messaging points for us over the last few years. As we put out an initiative, let’s teach our employees why we are doing what we are doing. How does this translate to the big picture.”
All of this has translated to strong employee engagement and satisfaction. In a recent employee survey, 87% of respondents said they were satisfied with the company, the highest in the company’s history. “Decron employees are satisfied and feel rewarded. I really think people are our biggest strengths. I think the employees are very engaged. They speak their mind because they feel empowered to be able to express what they’re seeing,” Rula Almquist of Decron says. “That’s kind of the culture that we have now. The family is probably one of the best ways to describe the culture. It’s a family culture.”
Horvath & Tremblay
At Horvath & Tremblay, the typical dog-eat-dog world of real estate brokerage is gone, and in its place is a collaborative, team-oriented environment with shared data and clients. Unlike larger firms, the company is made up of non-competing sales managers. “Our company excels at working as a team and using other staff members for their knowledge and guidance,” Leigh Barcamonte, marketing director at Horvath & Tremblay, says. “Working as a team has allowed the company to grow at a steady rate and become successful on an agent level and a company level. As with any company, communication is key and can always be improved upon. We have worked diligently to make sure that open communication is a major aspect that is worked on continually.”
To support the team and each members’ goals, Horvath & Tremblay has invested in cutting edge technology through a cloud-based system that gives everyone remote access. Managers curate weekly training sessions, designed through a variety of platforms, to continue to engage the team, and the company hosts on-and off-site events and achievement tips to boost employee engagement. The tools for success and the support systems are in place for those to succeed,” says John Pentore, SVP at the firm. “There is a heavy emphasis placed on camaraderie, and those who work here want to stay here and succeed here.”
With this innovative structure, it is no surprise that the company has one of the lowest turnover rates in the industry, as low as 20%. In addition, the firm is focused on increasing diversity, and has made it a priority in 2020 to grow its female staff members.
HqO
Real estate technology company HqO doesn’t only foster a supportive environment for its employees, it is downright proud of its team members, describing them as “the most talented, passionate people.” The firm hires the best, creates an environment where they can thrive, and knows that success will follow. For that reason, there is no micromanaging, but rather freedom and encouragement to think outside of the box across departments. Employees are trusted to get the job done and have the flexibility to be themselves and set their schedules, such as with Flex Fridays, which gives employees the option to work from anywhere. 
“Many startups have a mentality that they can’t invest in culture and values early on in the process because there are more pressing priorities,” says Dan Koh, the company’s COO. “At HqO, we believe culture and values are the paramount priority for a successful business and will lead to sustainable, long-term growth.”
The company hasn’t sacrificed growth, either. It is of the fastest growing tenant-experience companies with more than 72 million square feet under management. Employee collaboration and problem solving are key elements of the firm’s growth. To encourage inter-department communication and collaboration, employees are divided into teams from different departments and have monthly lunch meetings to discuss ongoing projects and any potential problems. In addition, the company hosts weekly lunch meetings with the entire staff, where new employees are introduced and give presentations about themselves. “HqO takes time to learn about every employees’ interests outside of work through our Thursday lunch and learns, and it has one of the best team structures that I have seen,” says an HR assistant at the company. “As an entry level employee, HqO has given me the opportunity to grow exponentially. I have been able to drive and own many initiatives forward. I have been allowed to explore my interests within HqO.”
The firm’s core values include learning, excellence, truth, speed, goodness and ownership. It’s a high bar, but after all, HqO only hires the best.
Hudson Pacific Properties
At Los Angeles-based Hudson Pacific Properties, big success comes with big rewards for employees. The firm is committed to supporting its team members to reach their full potential and achieve the company’s goals and in exchange provides opportunities for professional growth, focusing on internal promotions. In fact, last year alone, the company promoted 64 employees. 
Much of this is made possible through the firm’s employee training and continuing education program, which helps to facilitate advancement. “Hudson Pacific places a high value on employee development and advancement, as evidenced by its varied training programs—from the comprehensive and mandatory new employee Hudson University training, to targeted training on new systems and practices, to special, competitive advancement programs offered to employees who meet certain criteria and are identified as high-performers,” says Kay Tidwell, EVP and general counsel at Hudson Pacific. “These training programs are investments in our own people, and while they can be expensive, they have proven time and again that they are worth every penny.”
Hudson also has a rigorous recruitment process that includes multiple interviews and behavioral assessments to ensure the new team members align with the company culture. The hiring team is also designed to help eliminate unconscious bias and identify incoming employee needs. Our HR team does a great job recruiting and partnering with managers to hire individuals who excel at the company,” says Karen Swope, senior director of operations, training and process improvement at Hudson Pacific. “We have an incredibly collaborative environment where employees are empowered to voice their opinions, problem solve and identify solutions to everyday challenges.”
As a creative office owner, Hudson’s goal is to innovate in both its business and its team, and it will continue to evolve its model to be a leader.
JLL
“We understand that our collective success relies on the individual strengths of our people,” says Raymond Hall, head of HR for the Americas at JLL. The firm believes that its employees play a crucial role in the company’s success, and encourages employees to create exciting, innovative business solutions and forge their own career path as entrepreneurs. To support those goals, JLL invests in its workforce with flexible work environments, developmental and corporate training programs and career planning support. “I have a passion for creating great places to work and joined JLL because of its strong reputation for investing in its people. Specifically, JLL’s dedication to building a diverse and inclusive workforce is one of the reasons I joined JLL in early 2020,” says Hall.
The company has thousands of programs dedicated to professional development, including employee-led Business Resource Groups, which drive diversity and networking, as well as Ambition Builders, a series of more than 100 courses designed to help employees at every level reach the next step in their career. “We have also invested in a virtual coaching platform called BetterUp, which allows our employees to work on critical things like personal wellness with specialty coaches, in addition to our wealth of employee assistance programs that provide an array of resources for work/life balance and personal wellness,” adds Hall. As a result of the employee support and the company, the firm has a low voluntary turnover rate of 13.4%.
While client focus is key at the firm, JLL doesn’t believe in a blanket approach, but rather tailors individual support and mentoring to help each team member achieve their goals. JLL’s focus on employee satisfaction is translating to workers. Hannah Sisson, a project coordinator who joined the firm nine months ago, says, “In my own experiences they have encouraged me, supported me, and pushed me to be the best employee I can be. There has always been an open line of communication with my superiors and colleagues and I know that JLL has my best interests in mind.”
Kidder Mathews
Seattle-based brokerage firm Kidder Mathews believes that professionals drive business and growth, and it has invested tremendously in its workforce and workplace culture to attract and retain the most talented team members. For that reason, the firm has created a culture that supports meaningful work, rewards excellence and integrity and where people are treated well. “Kidder Mathews has excellent benefits, the company supports work/life balance, and the culture is unique for a commercial real estate firm,” Christina Twidale, marketing director at the company, says. “There is a great deal of camaraderie between the teams and the different departments.”
The firm offers an impressive employee benefits package that includes profit sharing, year-end bonuses, 401k matching and paid time off for volunteer work in addition to comprehensive health and wellness benefits. The benefits package is touted by the firm’s employees, who list it as a top benefit of working at the firm. In addition, all brokers are on the same payment schedule, which levels the playing field and fosters camaraderie.
Kidder Mathews also sets employees up for success. New brokers are partnered with a mentor to receive thorough training in the business as well as essential software and technologies. The firm has a company-wide open door policy for all 900 employees, and leaders encourage everyone to seek advice, offer insight or express work-related concerns. However, leaders also empower employees to do their jobs and take ownership of their work, with the ultimate reward of becoming a shareholder in the company. “This is a dynamic workplace and a team-oriented work environment,” Karen Benoit, SVP of marketing, says. “Employees are not only engaged to provide quality products and services, but they are proud of the work they achieve together. Their efforts are what help us win business and provide satisfied customers with quality products and services.”
The quality work environment has not only helped Kidder Mathews to attract talent, but the firm reports very little turnover.
Kimco Realty Corp.
“Simply put, Kimco cares about its people,” says Chris Freeman, SVP of property management at the firm. The Jericho, New York-based public REIT reports that its success is directly related to its talented workforce and company culture. That culture is founded on inclusiveness, diversity, transparency and teamwork and an executive team that promotes collaboration, positivity and direct feedback from employees. In fact, the firm has nearly perfect scores in its workplace surveys, with 91% of employees responding that Kimco is a great place to work, compared to 59% at the average US company, and 96% responding that Kimco’s management team is trustworthy and ethical. “Kimco understands the importance and value of hiring top talent, compensating our people at or above market wages, and for investing in our people, so that we can attract and retain great people,” adds Freeman. 
Kimco doesn’t just support their team in current roles, but creates an environment that nurtures career growth. The firm has a multi-faceted approach to training and education. In 2019, the Kimco completed 35,000 hours of associate training, an average of 67 hours per employee. It also supports industry certifications and offers tuition reimbursement of up to $6,000. Training is important at every level in the firm, and Kimco provides management education and coaching through Harvard executive program, the Center for Creative Leadership. Ultimately, this pays off through in-house promotions. The company promotes from within whenever possible, and last year, 50% of all open positions were filled internally. “Kimco has continually shown support for employee advancement and takes pride in promoting from within,” says Kristina Burmeister, a leasing representative. “This is made evident by the executive team announcing company-wide promotions on quarterly all-employee calls. I have personally experienced advancement firsthand, receiving a promotion after being at Kimco for only a few years. My manager worked closely with me to make sure I was always learning and put pride in preparing me for the next role.”
Beyond culture, employees have the tools that they need to perform their jobs. All employees get Apple laptops and iPhones so that they can access the work system and video conference from anywhere. It’s these small details that illustrate the leadership’s contemporary thinking and commitment to its staff and inclusive company culture.
LumaCorp Inc.
Although employees at Dallas, Texas-based property management firm LumaCorp are geographically spread out at different assets, the firm strives to create a close-knit, family environment. “LumaCorp is a company that is in it for the long haul, and our people and our practices reflect that,” Ian Mattingly, president of LumaCorp, says. “From our humble beginnings as a simple property management firm, to our current status as a full-service commercial real estate company, we have remained true to the simple axiom, people first. If it’s good for our people, we do our best to make it happen. From affordable health insurance, a world-class retirement plan, excellent mentoring and training opportunities, we do everything we can to make this a place people want to be.”
The company urges employees to take advantage of continuing education opportunities by paying for 100% of courses and offering an additional 48 hours of paid time off per year for employees to take classes and seminars. “The ongoing education provided at the company’s expense ensures employees that their company is invested in their growth,” says Esther Torres, CPM and regional manager. “We have excellent and supportive training, accounting, best business practices, capital projects, screening and recruiting departments.” Plus, employees are incentivized to grow and learn through frequent in-house promotions.
Overall, LumaCorp describes its team as a family, and families support one-another. So, the company also has bring-your-children-to-work programs and offers significant rental discounts for employees who live at properties within the portfolio, among other offerings. These features help create a seamless work-life balance and a happy work environment.
Matthews Real Estate Investment Services
In 2015, Kyle Matthews launched Matthews Real Estate Investment Services to bring a fresh perspective to the brokerage industry and better serve clients. To do that, he focused on building a solid team and a company culture rooted in strong work ethic and an office environment where employees feel motivated to succeed and accomplish lofty goals. This has helped the firm to grow significantly in five years, hiring 20 employees and 70 brokers in 2019 alone. “Having been in the commercial real estate business for just over 20 years, I have worked at some great companies and had exposure to many brokerage shops within the commercial real estate industry,” says Matthews COO Duerk Brewer. “When it comes to having fun while working hard, Matthews stands in a class of its own.”
Employees not only feel valued and appreciated, they are also part of the firm’s strategy and growth objectives through frequent communication with the leadership. To foster collaboration, Matthews has a mentor program that pairs junior brokers with senior brokers and a comprehensive training program that includes a nine-week summer training program as well as ongoing education and seminars throughout the year. “Matthews is an exceptional company that values employee growth and advancement,” Lori Valencia, director of property marketing at the firm, says. “At Matthews, employees are constantly encouraged and supported to innovate and create their own path for success. I have gotten the chance to collaborate with some of the most intelligent and dedicated people on some of the most tech-forward and innovative projects. Employees are hungry to learn and inspire each other every day to execute the company’s vision.”
The strategy is clear: take care of your team and the business will thrive—a bet that has paid off with 4,000 transactions totaling $16 billion and nearly 200 partnerships created since the company’s inception.
Metro Commercial Real Estate
As a real estate services firm with 30 years of experience, Metro Commercial Real Estate believes that providing excellent service requires an excellent staff. In fact, it considers the team as its biggest strength. For that reason, Metro values all employees equally, not only those that generate revenue. “Metro has created a nice balance of operating to institutional standards while maintaining an entrepreneurial spirit. The company has built a reputation of integrity and trust with our clients and our employees take pride in working for a well-respected brand,” says James Savard, EVP of management and leasing.
Employees are supported to grow and advance within the company. Receptionists, for example, can grow to a director position to help drive business strategy. All employees are encouraged to take on new responsibilities and are rewarded when they achieve success. To help employees learn and grow, Metro has a library of business-related books hand-picked by the CEO and available to all employees at any time.
Because employee engagement is crucial to team building, Metro has an open-office floor plan with spaces for employees to meet and high-end technology to support their work. The entire company meets quarterly to discuss opportunities and the company’s strategic direction. Plus, Metro’s four corners lunch program pairs employees from different departments for lunch to create bridges and fill communication gaps. This environment and open communication is essential to the firm’s great work environment, which was named “One of the Best Places to Work” by Philadelphia Magazine in 2019.
Mountain West Commercial Real Estate
Boutique retail brokerage firm Mountain West Commercial Real Estate is a dominant force in the Salt Lake City market. In fact, Mountain West handles more than two-thirds of the retail listings in Salt Lake City. The success is exemplary of the brokerage firm’s strong team, and for that reason, Mountain West has created what they are calling a workplace haven at its new headquarters office in Salt Lake City. The facility is equipped with a game room, full kitchen and lounge area, and in addition, a masseuse comes to the office monthly to provide wellness and stress relief to the staff.
As a boutique firm, Mountain West does not have the corporate brokerage firm structure and it is able to be nimble in the way that it responds to its team. Employees are individually valued and have the ability to share their perspectives and opinions. “There is no superiority or hierarchy at Mountain West,” says Ken Jones, the company’s CFO. “I can truly attest to 100% satisfaction in my work and the company I work for. They have created a culture of the employee happiness at the center of hard work, dedication and passion.”
Employees have the opportunity to attend monthly classes that set them up for success, and all employees share into—and are compensated for—an in-house database that tracks sales volume and comps to provide better market knowledge. When brokers do perform well, there is an incentive program for employee of the year, assistant of the year and the G.O.A.T.—and the prize is big. Winners receive an all-inclusive paid vacation. The firm also provides a monthly incentive program that gives “shout-outs” for good work and helps to boost morale.
Employees are so satisfied in the environment that few people leave, giving Mountain West consistently low turnover rates—an accomplishment the company is proud of.
NewMark Merrill Cos.
As a family-oriented company, retail brokerage firm NewMark Merrill Cos. wants everyone to know each other and it takes every opportunity to bring people together. Employees are treated to holiday parties, teambuilding events and company-wide events, including philanthropic efforts and departmental and corporate training programs with both in-house and external experts. As a result, employees not only get plenty of engagement, but they also have the opportunity for advancement and growth.
“NewMark Merrill has the culture that provides each of us the opportunity to better ourselves and grow within the organization,” says Tim Murphy, senior director of marketing and technology. “We are encouraged to be creative, think outside the box and be the best version of ourselves. They support us taking classes, attending seminars and enhancing our education to continue to grow.”
Newmark Merrill is also constantly striving to better itself for employees. The company regularly increases benefits, adding more vacation and holiday time and an increased 401K match as well as special enhancements, like virtual doctors. To better its policies and practices, the company has an innovation task force that implements new strategies. “The company is constantly looking to improve by reflecting on every component of the business,” explains Susan Rorison, the company’s COO. “NewMark Merrill has a succinct and thoughtful mission, incorporates quick and streamlined decision-making and has the ability to recognize the strengths of the firm and its build upon them.”
Phillips Edison & Co.
“Do the right thing, have fun and get it done,” are among the core values of Cincinnati–based property management firm Phillips Edison & Co., a private retail REIT that focuses on shopping centers. Like any good workplace, the company puts high value in its team, but Phillips, Edison & Co., known as PECO, stands out because it also develops future leaders. The firm is committed to finding and supporting the next group leaders through its college recruiting program, which hosts 20 interns each semester and frequently offers full-time jobs following graduation. The firm also provides an education assistance program for all employees to pursue additional education and certifications as well as in-house training programs through its own PECO University. “PECO places significant emphasis on company culture and associate development, dedicating both the time and money to benefits and programs that will keep our team engaged,” says Eric Richter, SVP of property management. “Our core values truly reflect the values of the leadership team and the organization.”
While development is important, so is a healthy work-life balance. For that reason, PECO has a generous paid time off program, flexible scheduling and other resources. Expecting parents are offered help preparing for leave and returning to work, as well as arranging childcare. In a commitment to wellness, employees have access to a workout studio with Peloton bikes, weight machines and a daily, instructor-led workout class. The company also offers a monthly gym membership stipend and Healthcare360 benefits. In addition, there is an onsite kitchen stocked with fresh fruit.
When PECO doesn’t get things right, it listens. Younger associates recently requested a more flexible dress policy and increased parental leave. The company responded with revised policies within a month. The firm’s commitment to employees and flexibility to make changes in their favor has produced a low turnover rate. “I would describe PECO’s culture as being almost like a second family,” says Sarah Harmeling, director of portfolio management for the north. “The level of trust that we have in each other is something I haven’t seen in other companies.”
Presidium
At Presidium, a Dallas-based developer and investor, the firm invests heavily in the success of its employees and in turn, employees play a pivotal role in the firm’s success. The company places a high importance on employees reaching personal and professional goals by exploring new opportunities and helping team members hit their targets. “You are not just a number; they know you, you’re family. They make the job work for what’s best for you and cater to whatever you need. They truly believe that if you feel taken care of in life or work, and feel like you have a team that supports you, that will inspire you to work harder and be the best employee you can be,” Sabine Goodrich, director of property management, says about the company.
To award those who have excelled, Presidium hosts a peer-nominated star rewards program, where employees on both the corporate and on-site teams are recognized. Plus, the company reimburses tuition for industry education throughout the year, allowing team members to continue to grow and achieve their goals.
The firm’s leadership team has cultivated a collaborative environment where team members have the ability to make decisions and share opinions about the future of the company. For that reason, there is an open-door policy and a sense of transparency.
At the end of the day, however, the team works hard and plays hard together. Employees are regularly treated to surprises, like movies and popcorn in the conference room, Ping-Pong tables, games, holiday parties and corporate-sponsored team building events.
In 2020, Presidium will continue to grow its benefits for employees with a healthy-lifestyle initiative that will promote wellness with company-sponsored fitness challenges and health-related resources. “The level of engagement with the company is one of the best I’ve ever seen,” says Jamie Trevino, community director. “No one is overlooked or under-looked.”
Roadside Development LLC
Washington DC-based Roadside Development’s holistic, full-service approach doesn’t end with its community-forward developments —the firm carries these values into its workplace. The team is highly integrated and resourceful, which is what it takes to execute the firm’s forward-thinking mixed-use developments. While teams take on substantial responsibility to achieve these goals, they rise to the occasion. “People have been hired who are the best people for the job,” says Patricia Earnest, chief investment officer at Roadside Development. “The team is a true “melting pot” of diversity across age, race, religion and experience. It is a very horizontal organization with a high level of responsibility given across the team.”
The rewarding work environment has less than 5% turnover, and has fostered strong relationships. Most team members eat lunch together, and the firm regularly hosts outings and events. Plus, company retreats, ridesharing transport to work and company trips also help to incentivize employees and create a strong sense of camaraderie.
The company’s new office space is yet another sign of the firm’s commitment to its workforce. The open office layout features glass-walled conference rooms, meeting nooks and private offices. The space fosters collaboration and communication, and creates a real team-forward environment. In this space, employees have bi-weekly project meetings to improve communication across disciplines within the company. The space was designed to encourage open communication and team member participation. We already had a very congenial environment; many of the team eat lunch together,” says Isis Black, manager or asset management and marketing. “Our new space permits even more interaction among us. We work hard and we play hard even together.”
Sealy & Co.
Commercial real estate brokerage firm Sealy & Co. values a healthy work-life balance above all else for its employees. The firm, which is duel headquartered in Shreveport, LA and Dallas, Texas, has invested significantly in providing this balance to employees. Sealy trusts employees to manage their own work-life balance and still achieve professional success, a core value that has become one of the most appealing characteristics for prospective employees, and the firm has found that as work-life balance improves, the work excels, too.
Sealy has been in business for nearly 75 years, but its family-oriented values have prevailed. That includes providing training and development, recognizing short- and long-term growth and promoting inter-office communication. All of these help create strong teamwork and boost morale. “With growth, the company has used its resources to enhance employee compensation and benefits and the staff’s overall work experience, offering lagniappe to its staff in the form of perks and creating an energetic and creative work environment,” adds James R. Cook, the company’s CFO. “Sealy is set apart because of its friendly employees that strive for excellence in everything they do.”
While the company doesn’t have a specific diversity program, diversity has happened organically because they seek candidates and fill roles based on skills, experience and credentials. It also regularly invests in new people and recruits fresh talent through online platforms. This will ensure the company has a long road of success ahead. “The company has been operating for almost 75 years, and it has grown immensely in that time,” says Hannah Russell, a marketing coordinator. “Now deals are being sourced across markets never targeted before, and Sealy’s reach has expanded across half of the United States. Not only is it a great place to work, but the company is good at what it does, and the growth in the company depicts that.”
Veritas
“Veritas has allowed me to be a leader in a company that values my input and hard work,” describes Scott Moore, senior director of property management, about working at Veritas Investments, a San Francisco-based firm. The company has focused on its workplace environment over the last several years, implementing new programs to enhance work-life balance, growth and development and community engagement. The result has been a hit. “New ideas are embraced by the executive team and key initiatives are implemented without the layers of politics and bureaucracy that you may see at other organizations,” adds Moore. “Veritas’ culture is inclusive, collaborative, engaging and fun.”
First, Veritas offers a medical plan to employees where 100% of insurance premiums are paid. Then last year, the firm launched a tuition reimbursement and professional development program, providing reimbursement and financial assistance to employees either earning their degrees or working toward professional goals. Veritas Women in Real Estate, the firm’s women’s group, manages a mentor program at the company, open to all employees to support career advancement.
The firm has a strong commitment to the communities where it operates, and regularly participates in volunteer work. It also uses the community as a talent source, locating excellent local professionals to fill in-house positions. Diversity has come as a result, with women accounting for 40% of the company’s managers. “We have robust internal opportunities for inter-departmental movement, and we see a significant portion of our internal opportunities filled by individuals excited to grow in their careers within Veritas,” adds Nina Tran, CFO at Veritas.
VTS
Nick Romito and Ryan Masiello founded VTS in 2012 to create a SaaS platform to centralize offline and manual leasing processes and office asset management activities. The company has been wildly successful, thanks in large part to a talented workforce that helped to accomplish the co-founders’ pioneering vision. Realizing the importance of teamwork, VTS has made a commitment to invest in its workforce both in recruiting top talent and fostering a positive workplace and culture. We’ve created a community of hardworking individuals who know they can bring their true selves to work, where they have the ability to focus and create exceptional work, but at the same time, genuinely enjoy each other’s presence,” says Romito, the company’s CEO.
The firm, however, goes beyond providing a good workspace and positive environment. It offers a broad range of in-office and out-of-office programs targeting everything from employee development to personal wellness and a work-life balance. This includes one-on-one sessions with the firm’s on-staff culture consultant, Wellness Wednesday activities to support a healthy lifestyle and a quarterly opportunity to participate in volunteer work. This is all in addition to an impressive employee benefits package with a generous paid-time off, flexible work schedules, work-from-home policies and an annual stipend for continuing education.
With the help of its team, VTS recently created three core company values: appreciate the difference, be curious and move as one. These encompass the firm’s ability to value unique perspectives; the importance of curiosity to find new opportunities and learn; and finally the importance of collaboration and a shared mission. To develop these core values, VTS had 100% employee participation.
Looking ahead, VTS is continuing to evolve. Diversity has become an essential part of the company’s workplace plan, not only in hiring practices but in the workplace as well. Last year, the firm converted restrooms into gender neutral spaces and partnered with Out in Tech and Qorporate, to promote better inclusion and opportunities for LGBTQ+ individuals and other underrepresented groups.
These efforts are translating at every level with strong employee satisfaction and a low turnover rate. “The employee engagement at VTS is unlike any other company I’ve ever worked for,” says Katie Higgins, director of public relations and content. “There’s a special kind of purpose when you come to work every day knowing exactly how the work you do drives the company’s success, and in that, the transformation of an entire industry.”
"work" - Google News
June 03, 2020 at 07:30PM
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Best Places to Work - GlobeSt.com
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