"What does it matter if I do business with a firm recognized for being a great place to work?" If you're satisfied with mediocre working relationships and a resulting work product, then I supose it doesn't matter. We believe you deserve better.
We've been getting a lot of attention lately at Luckett & Farley for being a great place to work. It started in 2009 when we recived our first Best Places to Work in Kentucky recognition - the only A/E firm to be recognized. It has since grown to four consecutive years as BPW, Louisville Magazine's Top Employers in Louisville, and recently a Courier-Journal Top Work Places 2012. Luckett & Farley also received national exposure for its unique company culture with a January 2012 feature in ARCHITECT magazine called The Office: Ideas to Improve Your Workplace. That feature opened the door for contributing to a new section of the AIA Handbook of Professional Practice to be released later this year.
So what does all that hype mean for our employees and clients? Simply, happier employees do better work, which benefits clients. Search "happier employees do better work" (I did) and you will see plenty of research to back the claim.
For Clients Choosing a Design Firm
For you clients out there, consider this from a September 3, 2011 NYTimes.com article:
"In a 2010 study, James K. Harter and colleagues found that lower job satisfaction foreshadowed poorer bottom-line performance. Gallup estimates the cost of America’s disengagement crisis at a staggering $300 billion in lost productivity annually. When people don’t care about their jobs or their employers, they don’t show up consistently, they produce less, or their work quality suffers."
Now, what type of professional services firm do you want working on your next project? I'll take the one with satisfied employees who produce quality work.
For Business Owners and Number Crunchers
Here's a slice of info from a February 3, 2009 article published on ScienceDaily.com that should be compelling enough to consider changing your company culture to be employee focused.
"Thomas Wright, Jon Wefald Leadership Chair in Business Administration and professor of management at K-State, has found that when employees have high levels of psychological well-being and job satisfaction, they perform better and are less likely to leave their job -- making happiness a valuable tool for maximizing organizational outcomes.
In some of Wright's academic and consulting work, he has used a form of utility analysis to determine the level of actual savings tied to employee well-being. For example, in a sample of management personnel with average salaries in the $65,000 range, he found that being psychologically distressed could cost the organization roughly $75 a week per person in lost productivity. With 10 employees that translates to $750 per week in performance variance; for 100 employees the numbers are $7,500 per week or $390,000 per year."
In a recession or post-recession economy, can a company afford not to make a culture shift?
So, what does Luckett & Farley have to show for all this? We're producing fantastic work for exceptional clients. We're even attracting clients with shared values and forming great working relationships that will likely endure for many years. We're also attracting top talent who seek a unique company culture with challenging projects for well-known companies. As a result, we're thriving and preparing for a bold new future.