Less is More
Two years ago, Jerry Cooper reached a major roadblock. "People were saying, 'BECK is a great place to work, if you're a workaholic,'" recalls the director of human resources. "I knew it was true. You just don't build buildings in 40-hour schedules."
The BECK Group, a construction services company, which is run by third-generation owner Peter Beck, closely examined the foundation of its past success in order to build a solution. After analyzing the issues through an employee focus group, the company devised a plan of action based on its core values: mutual respect, trust and fair dealings with others.
"Our first goal was to come up with practical things that didn't cost much to implement," Cooper says. Though that may sound like a difficult feat, it wasn't impossible. Even at a company with revenues of $995 million last year, employees (mostly engineers, architects and clerical types) did not seek an on-site health club or more vacation time.
"For one, we now require employee vacations," Cooper says. "We found that people thought their project couldn't move forward without them, so they never took a day off."
Managers also realized that when they worked long hours, their employees felt obligated to stay even if their work was complete. That created frustration in the attitudes of employees. Beck responded by allowing employees to set their work schedules around traffic patterns, bus schedules or childcare hours.
Some people also experimented with telecommuting and adjusting work schedules on a per project basis. Gone were the days of missed soccer games or rain checks on scouting trips. Dads like Jeff Forbes, a project manager, were actually able to get more involved with their families and their communities.
"My work week is more flexible than it was before," says Forbes, who coaches and volunteers for several youth sports. "I know I can always leave to take care of my family."
Cooper agrees. "Raising that sensitivity drove down the number of hours people worked," he says. "But people were more productive and creative after we implemented these changes." When the company evaluated these changes after one year, they found an increase in the importance employees placed on striking a work/life balance.
Greater flexibility during the workday has also contributed to soaring levels of community involvement for Beck employees. Cooper estimates that more than 90 percent of the company's 649 employees participate in charities or other community events. Recognizing this commitment, the company now includes civic involvement in the yearly performance review – yet another free policy that makes a difference. "Getting involved is pretty contagious," he says. "And that puts us in the position of walking the talk."
An increased dedication to on-the-job training has also resulted from greater employee satisfaction. While employees are required to complete a minimum of 40 hours of job training annually, most average about 70 hours per year. "Even with the economic downturn, we have not sacrificed the commitment to training," Cooper says. "And employees are positively more motivated to continue working hard."
Company: The BECK Group
Web site: www.beckgroup.com
Industry: Construction services
Headquarters: Dallas, Texas
Number of employees: 649
Sales: $995 million (2000)
