CBJ Workforce Leaders 2019
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2019 WORKFORCE
LEADERS
RECOGNIZING COMPANIES
for their best practices and
innovative strategies
A PUBLICATION OF THE
Many different pieces drive
successful regional economy
Lori Sundberg
Our regional workforce is really quite amazing when you take a
step back and look at it. From a bird’s eye view, it resembles one
massive machine that keeps the regional economy roaring. But if
you take a closer look, you see that it’s not just one entity at all. It’s
actually many different pieces contributing to the success of the
larger whole.
All across our area, businesses are setting the industry standard
and making a name for our entire region. These companies
are successful because they employ some of our most promising
workforce leaders of today and tomorrow. As a result of their individual
efforts, great things are being done in crucial industries for
our area. Their successes have a cumulative effect that extends far
beyond the walls of a single business. That kind of impact needs
to be celebrated.
The CBJ Workforce Awards give us a chance to do just that.
When we recognize the accomplishments of these high-achieving
companies, many things can happen. For one, it encourages
them to continue to strive for greater heights. At the same time,
other companies will be inspired to go on to realize their own successes
in workforce development. With more successful workforce
strategies and practices, additional businesses will thrive, which
means more students, candidates and employees will thrive, too.
All of this bodes well for the regional economy, and is part of the
constant cycle of workforce development, where Kirkwood Community
College plays a major role.
For more than 50 years, Kirkwood has been dedicated to building
the workforce in our seven-county service area. Over that span,
the college has partnered with business and industry, as well as
community leaders, to nurture the growth of our regional labor
pool. Through these partnerships, we develop the curriculum necessary
to educate and train the next generation of workforce superstars
who will lead the way and ensure that we continue down a
prosperous road together.
The overall health of our regional workforce and economy is
a team effort. A win for one of us is a win for all of us. Congratulations
to all of our colleagues on their awards and accomplishments.
May they inspire the next wave of innovation and success
in our area.
Regards,
Lori Sundberg
President
Kirkwood Community College
2 CBJ WORKFORCE LEADERS 2019
2019 WORKFORCE
LEADERS
7
Best Internship Program
Small Company
12
Excellence in Employer
& Education Workforce
Collaboration
John F. Lohman
CHIEF EXECUTIVE OFFICER & PUBLISHER
johnl@corridorbusiness.com
Aspen N. Lohman
VICE PRESIDENT
Andrea Rhoades
CHIEF OPERATING OFFICER & ASSOCIATE PUBLISHER
andrea@corridorbusiness.com
Adam Moore
EDITOR & CHIEF CONTENT OFFICER
adam@corridorbusiness.com
Angela Holmes
MAGAZINE & SPECIAL PROJECTS EDITOR
angela@corridorbusiness.com
Dave DeWitte
SENIOR BUSINESS REPORTER
dave@corridorbusiness.com
8
Best Internship Program
Large Company
13
Best Training for
Existing
Employment Needs
Katharine Carlon
BUSINESS REPORTER
katharine@corridorbusiness.com
Becky Lyons
GRAPHIC DESIGN MANAGER
becky@corridorbusiness.com
Julia Druckmiller
GRAPHIC DESIGNER
julia@corridorbusiness.com
9
Best Marketing &
Recruitment Campaign
14
New Jobs Training
260E Award
Lauren Fletcher
MEDIA CONSULTANT
lauren@corridorbusiness.com
Kelly Meyer
MEDIA CONSULTANT
kelly@corridorbusiness.com
Rhonda Roskos
EVENT MEDIA CONSULTANT
rhonda@corridorbusiness.com
Jean Suckow
AUDIENCE DEVELOPMENT & DISTRIBUTION MANAGER
jean@corridorbusiness.com
10
Best Hiring Strategies
of Iowa Graduates
15
Best Retention Strategy
Ashley Moore
EVENTS & SOCIAL MEDIA MARKETING MANAGER
ashley@corridorbusiness.com
Samantha Kollasch
CHIEF DIGITAL OFFICER
samantha@corridorbusiness.com
Vicki Dean
EDITORIAL ASSISTANT
vicki@corridorbusiness.com
Jackie Meyer
EVENTS ASSISTANT
jackie@corridorbusiness.com
Connecting the threads from a
year of workforce reporting
begins on page 5
2 0 1 9
Corridor Business Journal
2345 Landon Rd. Ste. 100
North Liberty, IA 52317
Phone: (319) 665-NEWS (6397)
Fax: (319) 665-8888
www.corridorbusiness.com
www.facebook.com/CorridorBusinessJournal
@CBJournal
CBJ WORKFORCE LEADERS 2019 3
CBJ 2019 Workforce Awards
Local
Name/Address Contact Information Award Employees
Cedar Rapids Community School District
2500 Edgewood Road NW
Cedar Rapids, IA 52405
Clickstop, Inc.
202 Blue Creek Drive
Urbana, IA 52345
Holmes Murphy
201 First St. SE, Ste. 700
Cedar Rapids, IA 52401
IDx
465 Highway 1 West
Iowa City, IA 52246
National Czech & Slovak Museum & Library
1400 Inspiration Place SW
Cedar Rapids, IA 52404
Tanager Place
2309 C St. SW
Cedar Rapids, IA 52404
University of Iowa Center for Advancement
1 W. Park Road
Iowa City, IA 52244
Van Meter Inc.
850 32nd Ave. SW
Cedar Rapids, IA 52404
Source: Staff research
Note: Entries may be edited for length and clarity.
Name / Address Contact Information Award Local Employees
(319) 558-2000
anji@cr.k12.ia.us
www.cr.k12.ia.us
(800) 383-0592
n/a
www.clickstop.com
(319) 364-0648
kknutson@holmesmurphy.com
www.holmesmurphy.com
(319) 248-5620
n/a
www.eyediagnosis.net
(319) 362-8500
rentals@ncsml.org
www.ncsml.org/rentals
(319) 365-9164
info@tanagerplace.org
www.tanagerplace.org
(800) 648-6973
(319) 321-7407
uiowa-foundation@uiowa.edu
www.uifoundation.org242
(800) 247-1410
(319) 366-5301
firstimpressions@vanmeterinc.com
www.vanmeterinc.com
Employer & Education Workforce Collaboration 2,800
Training for Existing Employment Needs 185
Hiring Strategies of Iowa Graduates 38
New Jobs Training 260E 54
Internship Program (Small Company) 22
Retention Strategy 250
Internship Program (Large Company) 260
Marketing & Recruitment Campaign 250
DON’T MISS THIS special
Workforce Series
Our award-winning journalists researched
and reported on the causes and symptoms
of Iowa’s worker shortage in this exclusive,
six-part series. Read the full series and gather
valuable takeaways and solutions your
company can use to build a better workforce
in the year ahead.
Become a CBJ member and read the
(Un)Hired Help series in its entirety by
visiting our digital edition.
Visit corridorbusiness.com/membership
4 CBJ WORKFORCE LEADERS 2019
Takeaways and
solutions from the
CBJ’s exclusive
workforce series
By Dave DeWitte and
Katharine Carlon
dave@corridorbusiness.com
katharine@corridorbusiness.com
Connecting the
threads from a
year of workforce
reporting
All this year, the CBJ has been exploring
the causes and effects of the Corridor’s
worker shortage, as well as the wants
and needs of workers and the challenges
of adapting to a business environment
where tech, regulations and tradewinds
can change at a moment’s notice.
To say our challenge was daunting is
an understatement. Over the course of
our (un)Hired Help series, we’ve looked
at the historical reasons for Iowa’s acute
undersupply of skilled labor – a situation
at least one Corridor economic official
called “stifling” to future growth –
and what the state is doing to address it.
We talked to many employers about the
types of workers they’re seeking,
and to workers about what
both draws them and keeps
them on the job. We looked at
the shifting nature of jobs and
how employees and employers
are responding. And we investigated
why diversity is an essential
piece of the solution.
One of our top takeaways was that
although Iowa’s population growth is
slower than most states, it is far from
the worst contributor to the state’s talent
shortage. Rather, it centers around a
skills mismatch reflecting the failure of
the state’s employers and educational
system to prepare workers for the kind
of jobs that exist in a new economy
that’s more online, more digital and
more automated.
“Fifty-one thousand of the 127,000
Iowans we need to get upskilled are
adults with no post-secondary education,”
said Iowa Workforce Development
Director Beth Townsend. “They’re
not living at the poverty level – they’ve
been working. Convincing them that
now is the time to take that step and get
some education is not an easy thing to
do, and we recognize it.”
At the same time, employers and employees
alike are dealing with disruptions
to traditional full-time employment.
The shadow of the Great Recession
has loomed large over the past decade,
leading to the rise of job-hopping and
alternative work arrangements, along
with an increase in short-term contract
and temporary workers. Automation is
both eliminating traditional low-skilled
jobs and creating higher-skilled ones
daily, underlining the need for constant,
ongoing retraining if we are to build the
workforce of tomorrow.
That will require an all-hands on
deck approach in which government,
educational institutions and employers
come together and grapple with solutions.
There is no silver bullet to the region’s
workforce woes, and all partners
will have to shoulder their share of the
responsibility.
“The days of an employee doing the
same job for the same way for years is
over,” said Kate Pine, business marketing
specialist for IowaWORKS.
The following represents an encapsulation
of our reporting from the first
five parts of our (un)Hired
Help series, along with 16
takeaways and solutions that
you can use to begin building
a stronger, more productive
workforce at your company.
Our reporting is by no
means definitive or exhaustive,
and we wish we’d had
even more time to investigate factors
like transportation and housing that impede
workers from living near existing
jobs, or the impact of the relative lack
of cultural and recreational amenities in
drawing workers to the state.
We will continue to investigate causes
and solutions to our region’s labor
issues in the weeks and months to
come, and invite you to join the conversation
with insights of your own.
What can our region do better to meet
the #workforce challenge? Weigh in on
Facebook and Twitter at @CBJournal. >
CBJ WORKFORCE LEADERS 2019 5
$2.00 I A LOCALLY OWNED BUSINESS WEEKLY IN IOWA’S CREATIVE CORRIDOR I FEB. 4 - 10, 2019
In this six-part, members-first series beginning today, the CBJ is exploring
the causes and symptoms of Iowa’s worker shortage, and whether
it’s likely to be a long-term, systemic issue or a transient one that will
disappear during the next recession. Future installments will address the
specific needs and wants of employers and workers, the changing nature
of work, why diversity is such a big piece of the puzzle and the most
promising solutions being pursued by the private and public sectors. >>>
ECONOMIC ALLIANCE UNVEILS 2019 STRATEGIC PLAN WITH STREAMLINED FOCUS
FEAST YOUR EYES ON THE CEDAR RAPIDS RESTAURANT WEEK LINEUP
EXISTING INDUSTRY REPORT SHOWS THE STATE OF OUR REGIONAL ECONOMY
LEADERSHIP FOR FIVE SEASONS APPLICATION OPENS IN APRIL
REPORT
FEBRUARY / MARCH 2019
The Cedar Rapids Metro Economic
Alliance’s annual meeting looked to the
challenges of the new year while also taking
time to celebrate a major anniversary.
The Feb. 11 edition will focus on Starting (and
Surviving) in Business.
And don’t miss the Cedar Rapids Metro
Economic Alliance’s February/March report.
PAGE 8
Entrepreneur and CBJ contributor Nate
Kaeding sits down with Prairie Lights coowner
Jan Weissmiller to talk books and
battling an e-commerce giant.
PAGE 10
Cecilia Rokusek, the new president and
CEO at the National Czech & Slovak
Museum & Library, introduces herself.
PAGE 16
Test your comprehension with the
CBJ News Quiz, compiled from stories
appearing over the last month. How
well have you been following the news?
PAGE 19
PART I: Digging into Iowa’s workforce skills gap
From Feb. 4
What we wrote:
In the first part of
this members-only
series, the CBJ
sought to outline the
current state of Iowa’s
workforce gap from
multiple perspectives,
including companies,
governments and
workers, setting
the stage for more
targeted stories in the
year ahead.
Digging into Iowa’s
WORKFORCE SKILLS GAP
Corridor Business Journal
2345 Landon Road, Ste. 100
North Liberty, IA 52317
Past, present, future
Real Success
CBJ 5Q
CBJ NEWS QUIZ
Next Week
“Without anything resembling
a boom, Iowa has ridden a long
stretch of economic growth straight
into the tightest labor supply in 18
years, and one of the tightest job
markets in the country.
One of the largest issues is
not just low unemployment, but
a misalignment between the
changing skill needs of employers
and the patterns of educational
attainment in the state, and it’s
something Iowa Workforce Development
Director Beth Townsend
doesn’t see changing even if the
next economic downturn reduces
pressure to find workers. Nearly
42 percent of Iowans lack post-secondary
degrees or certifications.
“Almost three quarters of our
jobs by 2025 will require some
kind of postsecondary education,”
Ms. Townsend said. “Even though
there are fewer jobs when there is
a recession, it doesn’t mean those
jobs will be low-skilled.”
Employers like Brittany Hannah,
owner of Bistro 319 in Marion,
say job applicants frequently
don’t even bother to show up for
interviews, and Valon Tika of
Chicago, who was staffing up a
new restaurant in Cedar Rapids,
compared the difficult hiring process
to “looking for little bits of
gold in the dirt.”
TAKEAWAYS & SOLUTIONS:
Upskilling is a must
State leaders under Gov. Kim Reynolds
have united around the skills gap
issue, funding the Future Ready Iowa
Act, which sets a goal of “upskilling”
workers so that 70 percent of Iowa’s
workforce has postsecondary degrees,
apprenticeships or certificates. The initiative
also includes a scholarship and
grant program for Iowans seeking postsecondary
training and education in approved
programs at Iowa’s colleges and
universities.
One way employers and educational
institutions can help is by keeping their
focus on those high-demand occupations
that will generate the most new
hires, and qualify for Last-Dollar Scholarships
under Future Ready Iowa. In the
Kirkwood Community College district,
those include automotive service technicians
and mechanics, dental laboratory
technicians, medical assistants, veterinary
techs, bus and truck mechanics
and diesel engine specialists.
Another way to help is by referring
students and job seekers to the registered
apprenticeship programs available
through Iowa Workforce Development’s
Earn & Learn program.
Engage early
Iowa employers are trying to engage students
earlier, before they consider leaving
the state. The Iowa Business Council,
which represents the state’s largest
employers, for example, has committed
to hiring 30,000 interns, externs and
apprentices by 2025 in a bid to teach
young Iowans about careers here.
Businesses and educators can find
more about partnership opportunities
and volunteer opportunities to help
engage high school students through
the Workplace Learning Connection at
Kirkwood Community College, or the
Marion Economic Development Corp.’s
Community Promise program (for those
located in the city).
Consider overlooked
communities
ICR Iowa, the region’s joint venture, is
working with employers like Nordstrom
in Cedar Rapids who want to access untapped
talent pools. Nordstrom created
a program to help immigrant workers
who wouldn’t otherwise qualify for
jobs at its fulfillment center to upgrade
their English-language and work skills
with help from Kirkwood and the Intercultural
Center of Iowa.
Frontier Co-op, meanwhile, sponsors
an apprenticeship program that
offers full-time jobs for former inmates
on a trial basis in partnership with the
Returning Citizens Program, Willis
Dady Homeless Services and Catherine
McAuley Center. The Iowa Department
of Corrections’ Returning Citizens Program
provides individuals with job skills
and training to prepare them to return to
their communities.
Employers in Iowa may qualify for
a $2,400 Work Opportunity Tax Credit
for hiring ex-offenders, as well as the
Federal Bonding Program, which can
help cover a financial loss resulting from
an ex-offender in their first six months
after their employment, along with other
benefits.
(UN)HIRED HELP CONTINUES ON PAGE 16
6 CBJ WORKFORCE LEADERS 2019
NCSML offers quality, meaningful
internships with college students
A good internship experience “can have an immense impact and even be
life changing” for a college student, said Lindsay Erhardt-Hansen, director
of Visitor & Volunteer Services for the National Czech & Slovak Museum
& Library in Cedar Rapids. A veteran of six internships while pursuing her
certification and Masters degree in museum studies, she finds it “truly a
joy” to coordinate NCSML’s
internship program.
In the last five years, NCSML
has “gone from an internship
Best Internship Program
program that was very much
Small Company
ad-hoc with one or two unpaid
interns per year, to one where
we offer quality, meaningful
NATIONAL
experiences for students and CZECH & SLOVAK
build on our relationships with
local colleges and universities
MUSEUM &
offering internships across many
LIBRARY
disciplines,” Ms. Erhardt-Hansen
wrote in her letter nominating her
museum for Internship Award.
Since 2014, NCSML has had
more than 40 interns, most of them paid. In just the last three years, 18
interns have worked on a wide range of projects including programs, gardening,
events, fundraising, education, interpretation, art, tour organizing,
marketing, and graphic design.
“Students need hands-on, practical experiences and our internships
offer exactly that,” noted Ms. Erhardt-Hansen.
The museum collaborates with many of the state’s public universities and
private colleges. These include UI, ISU, UNI and Mount Mercy University,
along with Coe, Cornell, Grinnell, Luther and Kirkwood Community colleges.
This year NCSML also welcomed an intern from Seattle Pacific University.
Three key principles of the internship program include providing the
student a balance of instructional learning with autonomy and self-responsibility,
making sure interns gain insight into how museums function and
paying them for their work.
“Nonprofits, especially museums, struggle with this, but we hope by
committing to paid internships, we are setting a standard that values the
work of our students and acknowledges the importance of these partnerships,”
Ms. Erhardt-Hansen said.
During Intern Appreciation Week each summer, students shadow staff
in departments outside their internship scope. “We have learned that this
really helps them broaden their understanding of what we do and offers insight
into other departments that may help shape their ideal career path,”
she said.
Ms. Erhardt-Hansen has enjoyed watching former interns go on to do
“some amazing things,” including becoming permanent staff. K-12 Education
Specialist Sarah Henderson, who interned as a senior, recalls that her
summer insights informed her Master’s degree studies. In her two years as a
full-time staff member, “I’ve enjoyed fostering that same passion in museums
with the interns that now report to me each summer,” she said. •
Why is having a successful
internship program important?
Having a successful internship program
is important for many reasons. One is
that as a museum/organization of 45
years, we have a lot to offer the next
generation of museum professionals.
We can provide hands-on, practical
experiences that they can’t get
otherwise, and these experiences help
shape their careers. We also benefit
a great deal by learning from our
interns – they bring new, innovative and
fresh ideas. Lastly, having a successful
internship program is a way for the
NCSML to form strong relationships in
our community and beyond.
What would you recommend to an
organization looking to implement a
better internship program?
I would recommend that they do
their research and look to other peer
organizations for inspiration. Talk with
others in the field and find out what
works for them. Also, listen to students
to find out what they are looking
for. Can you offer the educational
experience they need? Finally, get
buy-in from the rest of your colleagues,
show them why interns add value to
the organization how they build strong
relationships in the community.
ncsml.org
1400 Inspiration Place SW
Cedar Rapids, IA 52404
(319) 362-8500
CBJ WORKFORCE LEADERS 2019 7
UICA program encourages students to
explore nonprofit sector
The University of Iowa Center for Advancement’s internship program,
established in 2013 to increase the supply of candidates for difficult-to-fill
fundraising positions, was rebuilt from the ground up.
As the UI’s main fundraising entity pondered the question of “what
are we trying to accomplish?” with the internship program, it was apparent
the talent pipeline
was still a major need,
but other objectives
were identified too, such
Best Internship Program
as promoting lifelong
Large Company
engagement with UI and
encouraging students
to explore career or
UNIVERSITY OF
volunteer roles within IOWA CENTER FOR
the nonprofit sector, said
Becky Rafferty, UICA’s
ADVANCEMENT
vice president for talent
management. Internship
2.0, winner of the
Internship – Large Organizations Award, tackled head-on the uneven
results yielded by the existing centrally administered program in which
interns reported varying levels of satisfaction with their experiences and
fewer than expected pursued a career at UICA.
Rather than hiring interns as a group and assigning them to staff
members for the summer as a job shadow experience, the call for
interns now goes out to staff in November, then interested departments
and teams submit proposals and compete for 12-15 budgeted internships.
The proposals require a summary of key responsibilities, projects
and deliverables, qualifications and learning opportunities, all with a
focus on relationships to individual, unit and UICA goals. Once proposals
are selected and approved, openings for individual positions are
posted and supervisors select their own interns.
For the summer of 2019, the staff conducted nearly 40 onsite
interviews to select 13 interns from more than 100 applications. The
internships involved 11-week substantive assignments running May 28-
Aug. 9, beginning with a week of intensive onboarding for orientation
about the organization and how its different departments work and
collaborate. Over the 11 weeks, eight two-hour sessions were offered as
an education component, with interns required to attend at least four.
Topics included leveraging LinkedIn, career Q&A with senior development
leaders, and a nonprofit governance conversation with senior
UICA leadership.
Other new layers included ICR internship events, the Ignite ICR progressive
dinner and kick-off/send-off parties for UICA internal events.
Presentations by each intern on key projects and takeaways culminated
the experience.
In the six years since inception of Internship 2.0, UICA has hosted
54 interns and hired 10 of those as regular, full-time staff members.
“We are proud to share that six of those 10 have been hired in the
past year and 70 percent have pursued careers either in nonprofit and
higher education organizations,” Ms. Rafferty said •
Why is having a successful internship
program important?
For the UICA, a key program objective is
encouraging students to explore careers
and volunteer roles in nonprofits. We
believe nonprofit work is a privilege and we
are rewarded each day by the impact the
University of Iowa has on local, regional,
national and international communities.
Throughout the internship, we expose
students to the inner workings of a
successful nonprofit. The internship program
also provides excellent informal leadership
opportunities for UICA staff as they consider
how an intern might help them accomplish
team goals, advise the intern on how to
break down projects into manageable steps,
motivate an intern when things don’t go as
planned, and celebrate success.
What would you recommend to an
organization looking to implement a
better internship program?
Start by determining the purpose and
objectives of the program by asking, “What
are we trying to accomplish?” When you have
a clear purpose defined, it becomes easier
to design the program as you can evaluate
an activity by whether it accomplishes that
purpose. You will be able to easily identify
current elements that aren’t worth the time
and create new material that drives the
program forward. When asking for feedback
from interns, write questions that align
directly to the purpose to effortlessly identify
if the program is meeting its objectives.
foriowa.org
1 W. Park Road
Iowa City, IA 52242
(319) 335-3305
8 CBJ WORKFORCE LEADERS 2019
Van Meter’s series of brochures highlights
the company’s unique culture
Finding “the right people who understand, model, and fit our culture” is
crucial to ongoing success for Cedar Rapids-based Van Meter, an electrical
components distributor with 490 employee-owners. Honors in the
Marketing & Recruitment Campaign category go to Van Meter for its series
of brochures, developed by the People Operations and Marketing teams,
to explain what it means
to be an employee-owner
and what the company’s
unique culture offers.
“We made the decision
Best Marketing &
as a company to put our
Recruitment Campaign
people on our marketing
materials to truly convey VAN METER INC.
how important our people
are to us,” wrote Van
Meter’s Health, Safety and
Wellness Coordinator Ben
Woods in his nomination letter for the award.
The first in the series of brochures is the five-fold “Own Up” card,
featuring six photos with testimonials from employee-owners explaining
that they own their own success, future, development, well-being
and work-life balance at Van Meter. The card is handed to prospects
during initial, informal conversations. “Some companies offer you free
coffee as a benefit. We offer you ownership and so much more,” reads
the opening panels.
Other panels on the card’s front detail Van Meter’s product lines and
its reach into all 50 states and seven countries, while driving home the
“Own Up” message. “If you’re ready for more than a job, you’re ready
to own your own future by joining our team,” it reads, closing with the
action line, “Apply today at vanmeterownup.com.”
Candidates who progress in the interview process and move closer to
being hired are given other brochures that dive deeper into the specific
benefits and cultural items that Van Meter offers.
“I own my future” talks about traditional retirement plans and ESOP.
“I own my development” discusses training. “I own my well-being” covers
such topics as comprehensive health, wellness and safety programs,
parental leave benefits and financial management seminars. “I own my
giving back” explains that every year all employee-owners receive eight
hours of paid volunteer time, allowing them to positively impact their
community in a way they feel appropriate.
Each brochure includes a personal testimonial from an employee-owner
and is loaded with detail to sell its concept. The future
brochure, for example, includes colorful graphs showing how the high
levels of employee engagement at Van Meter correlate with a steeply
rising trend in stock value. The development brochure lists the multiple
training opportunities at the company and explains its unique, yearlong
onboarding program.
Colorful, concise and consistent, the campaign emblazons the “Own
Up” script logo in several spots on each brochure, giving potential owner-employees
every reason to buy into the company’s mantra, “Everyone
at Van Meter is All-In.” •
How has your marketing and
recruitment campaign helped in a tight
labor market?
All Van Meter employee-owners are asked
to be active recruiters for the company.
The campaign provides them the tools and
information they need to be successful
in this endeavor. Collectively, we work to
identify people who would be a good fit for
our company and then engage our People
Operations team to connect with candidates
by phone, over coffee, etc. Our campaign
keeps our company top of mind with people
and presents Van Meter in a positive way,
hopefully capturing the attention and
interest of both active and passive job
seekers.
What would you recommend to an
organization looking to implement
a better marketing and recruitment
campaign?
Focus less on the traditional details of
benefits, pay, hours, etc. and more on the
experience and feeling people can expect
as an employee for your company. People
spend a significant amount of time at their
place of work and want to feel confident
that it will be an experience where they
can achieve balance in their personal and
professional lives, grow as an individual,
have a voice, impact change, learn new
skills, be part of a team, work toward a
common vision and purpose, give back to
the community and more.
www.vanmeterinc.com
850 32nd Ave. SW
Cedar Rapids, IA 52404
(319) 366-5301
CBJ WORKFORCE LEADERS 2019 9
Holmes Murphy’s talent development
program targets Iowa students
The Brainery, an eight-week talent development program designed
to provide new hires the knowledge, connections and opportunity
needed to launch their insurance industry careers, is making a
difference for Waukee-based Holmes Murphy, winner of the 2019
Award for “Best Hiring Strategies of Iowa Graduates.”
Holmes Murphy operates from 14 locations in 10 states, but puts
a great deal of emphasis
on hiring from Iowa
institutions. The company
recruits on-campus
and via job boards at
the University of Iowa,
Iowa State University,
Drake University and
Grandview University.
Over the past two years,
the company has hired
and retained 19 Iowa
Best Hiring Strategies
of Iowa Graduates
HOLMES MURPHY
graduates into the Brainery program, representing the four schools
named above, plus Wartburg College, Central College and the University
of Northern Iowa.
“Holmes Murphy has done a lot over the past several years to
cultivate a program where college graduates can thrive,” said Senior
Vice President and Cedar Rapids Market Leader Kari Cooling.
As the company’s website explains it, “Our philosophy is to hire
top talent, then teach them what they need to know about the insurance
industry and our client base. So, instead of starting the job
at a desk – we start in the classroom!”
Participants learn technical insurance knowledge, prepare for obtaining
an insurance license and refine their professional communication
and presentation skills. In addition to personally meeting
industry thought leaders and getting to tap into their expertise, the
class learns and grows together, forming relationships that may last
for class members’ entire careers.
Armed with knowledge and connections, Brainery participants
find plenty of opportunity for growth during the class and beyond.
Upon graduation from the Brainery, participants transition into
either a client service or sales role, ready to make a difference for
customers and add value to their teams. They are especially encouraged
to become innovative problem-solvers in the brokerage space.
“We’re truly proud of the work we’ve done to light the way for
young and upcoming talent,” wrote Ms. Cooling in her letter nominating
Holmes Murphy for the award.
One of the largest employee-owned-and-controlled brokers in
the country, Holmes Murphy is counting on the Brainery to help
reinforce the company slogan, “There’s no place like Holmes.” •
Why is hiring Iowa graduates
important to Holmes Murphy?
We believe hiring Iowa graduates
is critical to our growth and
perpetuation strategies. Half of our
workforce lives in Iowa. Our college
graduates with Iowa roots and Iowa
work ethic is incredibly important.
What would you recommend to an
organization looking to hire more
Iowa graduates?
Get active in recruiting at our
colleges and universities. Have an
internship program. Connect and
network.
holmesmurphy.com
201 First St. SE, Ste. 700
Cedar Rapids, IA 52401
(800) 300-0325
10 CBJ WORKFORCE LEADERS 2019
USING OUR SUPERPOWERS FOR GOOD
We pride ourselves on selling “thinking,” not insurance. In a nutshell, our talented team of
superheroes sell the cumulative knowledge and experience that make insurance and businesses
work better. As an independent brokerage, we serve business and industry leaders across the
nation in the areas of property casualty insurance, employee benefits, captive insurance, risk
management, and loss control. And we’re pretty darn proud of the talented individuals on our
team who look out for our clients each and every day!
We’re here to protect you — the awesome cape is just a bonus.
HOLMESMURPHY.COM
CRCSD’s Tara Troester helps bridge gap
between education and industry
From leading the creation of career website portals, to organizing an ICR Future Ready Career
Fair that attracted more than 100 area high school seniors to bringing her enthusiasm
for K12 educational opportunities to the multiple industry sector boards, Tara Troester
wins accolades all around for helping bridge the gap between education and industry.
“In title, Tara is CTE (Career Technical Education) Lead Curriculum Facilitator for the
Cedar Rapids Community School District but in reality, she is so much more!” wrote
Advanced Manufacturing Board Facilitator Barb Rawson, one of several persons who
nominated Ms. Troester for the Excellence in Employer & Education Workforce Collaboration
Award. Ms. Rawson called Ms.
Troester “instrumental” in helping
the Advanced Manufacturing Sector
Board Portal Committee define
what educators were looking for
and students needed as they set up a
career exploration web portal. She is
“extraordinarily talented at connecting
with the students and providing
them educational opportunities
with real world work relevance,” Ms.
Rawson added.
Ms. Troester expanded the March
career fair, held for the second year
Excellence in Employer & Education
Workforce Collaboration
CEDAR RAPIDS
COMMUNITY SCHOOL
DISTRICT
in partnership with sector boards, ICR Iowa and school districts in the region, to pull in
students from smaller area communities including Belle Plaine, Center Point, Monticello,
Urbana and Springville, along with those from bigger high schools in Cedar Rapids,
Marion and Iowa City. A record number of students and businesses participated, with at
least one employer, Whirlpool, reporting 20 hires as a result of the event.
Build My Future, a hands-on event to help students learn about opportunities in
ACE, gave 150 youth a taste of GAPS surveying, shingling, hanging and mudding drywall,
pipefitting, masonry work and more.
“Tara helped the industry professionals understand the challenges schools face
in selecting which events to attend, reasonable timeframes and expectations, budget
concerns and offered insights in how industry activities can engage students,” wrote
another nominator.
“Tara brings amazing insights, enthusiasm and a get-it-done attitude to our volunteer
board which is greatly needed to keep all parties engaged and continuing to work
on workforce needs long term,” wrote Kirkwood Program Developer and ACE Sector
Board Facilitator Kylie Gudenkauf.
Her colleague, Kirkwood’s Senior Director of Corporate Training Amy Lasack agrees.
“Without Tara and Cedar Rapids Community School District at the table with our
region’s employers, our region would not be able to continue moving forward with
innovative opportunities for our youth, our next workforce,” she said. •
Why is it important to
collaborate with local
education entities?
The Cedar Rapids Community
School District is a wonderful
example of working hand in
hand with local employers.
As students are making
decisions about their next
steps, having a K-12 institution
ready for discussion is
key for our companies to
connect with potential
future workforce. These
discussions have allowed for
innovative programming and
opportunities for students
that might not have happened
without this collaboration.
What advice would you
give an organization
looking to partner with
local education entities?
Employers and education
need each other. In order to
provide employees that are
skills-ready and interested to
work at our local employers,
education needs the employer
partnership and input.
Employers and education
entities should develop
strong relationships through
participation in groups such
as industry sector boards.
cr.k12.ia.us
2500 Edgewood Road NW
Cedar Rapids, IA 52405
(319) 558-2000
12 CBJ WORKFORCE LEADERS 2019
Clickstop’s training programs gives employees
opportunities to learn and thrive
Clickstop’s self-driven learning culture is key to the Urbana-based
online retailer’s success in training for existing employee needs, said Director
of Communications Jeremy Meyer. The company uses onboarding,
mentorship and talent development programs; leadership and
executive development workshops; and new leader integration and peer
discussion sessions to ignite employees’ desire to learn and personal
conviction to transform to the
best version of themselves.
“We strive to provide creative
autonomy and flexibility Best Training for Existing
in responsibilities to allow
Employment Needs
employees the opportunity
to learn through new and
challenging experiences,” Mr.
CLICKSTOP
Meyer said. To make learning
accessible, Clickstop hosts
on-site workshops, provides
access to e-learning programs and reimburses employees for outside
training and certifications. Nearly 20 percent of Clickstop’s 145-strong
workforce participates in its mentoring program, designed to increase
employees’ awareness and reflections on their learning.
Since 2018, Clickstoppers have invested 420 employee hours participating
in talks by experts on business and leadership topics, peer
group discussion and one-on-one coaching and collaboration and
leadership building through Leading Edge and Vistage workshops. Employees
don’t need to hold formal management roles to participate in
leadership sessions, which have also been opened up to other companies
in the Corridor to give Clickstoppers the opportunity to gain new
perspectives and ideas from other businesses.
Debuting this year, the six-month New Leader Integration program
gave six participants deeper understanding in such areas as leveraging
strengths of team members, leading with the Clickstop Code, having
effective employee Impact conversations and developing an employee
engagement strategy.
Eight upcoming leaders joined in peer group discussions, allowing
them to cultivate relationships, learn from each other and
gain greater awareness of the ripple effects of decisions and company-wide
initiatives.
Each quarter, the Clickstop leadership team nominates top performers
and high-potential employees for support by the Talent
Enrichment Team in identifying their goals, strengths and areas where
they’d like to focus their development. Eighteen employees have participated
this year.
Getting new employees off on the right foot is key, so before new
hires are trained on their job functions, they spend a week learning
about the company’s mission, values, teams, goals and top business
initiatives from other Clickstoppers. The Clickstart program has onboarded
40 employees since 2018 and has proved its worth.
The “time to impact once the employees get into their roles” is
reduced because “they know why we do what we do and where to find
what they need to be successful,” said Mr. Meyer. •
Why is training and developing employees
important to Clickstop?
Rather than looking at change as a threat, we
see it as a part of our competitive advantage.
“The minute we ignore the need for change
is the minute we stop growing and things
start heading the wrong direction,” CEO Tim
Guenther said. “The longer we wait to adapt to
change, the more the damages will be.”
At Clickstop, a big part of how people
learn is through the changing, challenging
environment where people are given a lot of
autonomy to experiment and try new things: to
put themselves in challenging situations that
require them to stretch their capabilities every
day. This type of environment allows a variety of
strengths to be identified and sharpened.
What would you recommend to an
organization looking to implement an
employee training program?
Start with providing clear expectations of
the employee’s role. Help her understand
why the role is important to the success of
the organization. What are the initiatives of
the company? What is the company seeking
to accomplish? How is her work tied to the
initiatives? This creates purpose. Purpose
fuels growth.
When purpose is present, you will find that
employees are more heavily invested in the
success of the business, assuming the employee
aligns with the values of the organization.
This investment leads to greater creativity
in one’s approach to their work and creates
opportunities to grow for both employee and
employer. Employees aren’t necessarily looking
to skip jobs every few years, but they are looking
for new opportunities.
clickstop.com
202 Blue Creek Drive, Urbana, IA 52345
(800) 383-0592
CBJ WORKFORCE LEADERS 2019 13
Training program keeps IDx employees
current in highly specialized field
“IDx is a great example of a local company doing new and innovative
things right here in our region. Their training needs are highly
specialized and a program like 260E provides them with the
ability to meet those needs,” said Tyler McCarville, who manages
the New Jobs Training partnership for Kirkwood Community College.
Under the partnership, companies receive training funds via
Kirkwood-issued
bonds, which the
companies repay by
redirecting a portion
of payroll taxes
New Jobs Training 260E Award
for the employees
involved.
In the case of
Coralville-based
IDx, which develops
AI systems that
detect disease in medical images, the candidates for training are
“highly educated, some with Ph.Ds,” explained Glynda Lamb,
IDX TECHNOLOGIES
INC.
Director of Administration & HR. “The funds are used to send our
new employees to advanced training. We work closely with a lot of
companies that offer training on the use of their coding software.”
Fourteen IDx employees, mostly software and R&D engineers,
have been trained through the program since IDx was founded in
2011. Trainees share what they have learned with other employees,
so the 260E program “truly benefits the entire department,”
Ms. Lamb said.
IDx received its first award of training funds in 2012 and reapplies
each year.
“They’ve been a tremendous help. We couldn’t do it without
them,” Ms. Lamb said of Kirkwood’s facilitation of the program
through its Corporate Training division.
“Iowa is very fortunate to have the New Jobs Training Program,”
said Mr. McCarville. “Studies show that employees who
receive ongoing training tend to be happier in their workplace,
productivity increases, and there is less turnover. Employers benefit
by offsetting the cost of training and the state benefits by incentivizing
good companies to continue growing in Iowa. It’s really
a win-win for all parties. In a time when workforce is our biggest
challenge, 260E is a great way of combating that issue.”
IDx’s first product is an FDA-cleared AI-based diagnostic system
designed for use at the front lines of care to detect diabetic retinopathy,
a complication of diabetes and a leading cause of blindness.
“There are also other AI systems in the pipeline,” said Ms.
Lamb. “I think we’re always going to utilize the training as long as
funds are available.”
Kirkwood has more than 200 active 260E agreements in its
seven-county region. Those agreements captured over 7,000 new
jobs in a 10-year period, Mr. McCarville said.
Why is the New Jobs Training program
important to your business?
A key part of our company’s growth is the
recruitment and development of staff.
When our company started up in 2011,
we looked for assistance from the area
business commerce groups and the state
of Iowa to help grow the business. The
funds we received from the New Jobs
Training program made training our new
employees much more affordable. While
our employees brought a wide range
of skills, knowledge and experience to
IDx, they also needed more specialized
training in software development, artificial
intelligence, medical device regulations
and FDA compliance. We were able to take
full advantage of training opportunities
that helped us meet these needs, thanks
to the funding from the New Jobs Training
program.
What advice would you give an
organization that is looking to get
involved with 260E?
I would highly recommend any organization
to get involved with 260E, especially when
the organization is new and hiring for
newly created positions. For the past eight
years, IDx has created new roles in our
engineering department, marketing, legal,
administration and sales teams. Each new
position qualified for the training funds so
that we could further develop our new staff
members. The online portal allows for easy
access to award reimbursement.
eyediagnosis.net
2300 Oakdale Blvd., Coralville, IA 52241
(319) 248-5620
14 CBJ WORKFORCE LEADERS 2019
Tanager Place improves staff turnover
rate with leadership program
Tanager Place’s Leadership Academy, a career development
program, has played a major role in improving retention among
employees challenged with difficult, emotionally-draining jobs
within the social service agency’s Psychiatric Medical Institute
for Children (PMIC), a
treatment program for
youth dealing with the
most severe mental and
behavioral issues,
Winner of the Best
Retention Strategy
Award, Tanager faced
an intolerably high
staff turnover rate. In
Best Retention Strategy
TANAGER PLACE
the year before the academy was established, of an average PMIC
workforce of 111 employees, 88 resigned, five were terminated and
just 10 transferred within the organization. Recognizing the challenging
nature of entry-level positions in the PMIC unit, the agency
designed the academy to invest in employees’ personal growth,
promote internal career pathways, improve company culture and
deliver better care for clients.
In 2018, the first full year of the academy’s operation, the total
number of resignations in the third and fourth quarter dropped to
32, compared to 57 the year before.
“While there were likely additional factors contributing to
this significant improvement, Leadership Academy undoubtedly
had an impact in this growth. It has allowed these entry-level
employees to see advancement opportunities within the organization
and see that Tanager Place is invested in their professional
growth,” wrote CEO Okpara Rice in a letter outlining the results
of the initiative.
“Leadership Academy gave me the opportunity to stretch
myself in new ways that I never would have expected,” one participant
wrote. “Not only did my leadership skills grow, but I was
given the opportunity to challenge some long held beliefs, think
outside the box and grow both personally and professionally. But
what I value most ... is the connections I made with people from
across the agency and the friendships that were formed!”
From a participant survey, scores of 4.5/5 or higher were
received for all measured responses, which measured the effectiveness
of the program in broadening understanding of leadership
characteristics and behaviors, challenging participants to reflect
and assess their own leadership skills, instill confidence in being
able to serve as a positive and effective leader and overall satisfaction
with the experience.
“We have seen tremendous value in the program and are continuing
it for a second year,” concluded Mr. Rice. •
How does having a strong retention
strategy improve relationships with
clients?
Strong retention is crucial and means a great
deal to the young people and families that we
serve. It provides consistency in treatment
and allows for true relationship building
between provider and client. Building trust
and developing relationships with clients is
highly important when working with children
and families struggling with mental health
issues. Knowing that key staff will be there
during their toughest times makes families
breathe a little easier. When there is frequent
turnover, it makes it difficult to maintain
these trusting relationships.
What would you recommend to an
organization wanting to build a stronger
retention program?
Do an honest assessment of what your
strengths and challenges are as an
organization. It isn’t always easy or fun to
evaluate your weaknesses, but it is absolutely
necessary to do if you value retaining top
talent. Then, you should work to improve
culture and look for innovative ways to
engage employees and empower them in
your mission. Employees should feel like they
matter and can make a difference in helping
your organization or company be successful.
tanagerplace.org
2309 C St. SW
Cedar Rapids, IA 52404
(319) 365-9164
CBJ WORKFORCE LEADERS 2019 15
$2.00 I A LOCALLY OWNED BUSINESS WEEKLY IN IOWA’S CREATIVE CORRIDOR I MARCH 11 - 17, 2019
This is part two of a new six-part CBJ series on Iowa’s
workforce shortage, focusing on employers’ wants and
needs in hiring. Read the first installment at bit.ly/unhiredhelp. >
Iowa City Area Chamber of Commerce
leaders promised a “year of reinvention” at
the chamber’s annual dinner held Feb. 28.
Recapping the CBJ’s
Commercial Real Estate
Luncheon
PAGE 9
Todd Wishman,
Cedar Rapids Market
President of Bankers
Trust, talks about
moving to Cedar
Rapids from Des
Moines.
PAGE 10
Lil’ Drug Store Products created an open
workspace that removed barriers to
communication.
Pictures of the Iowa City Area Chamber
of Commerce Annual Banquet held at the
Coralville Marriott.
PAGE 16
PAGE 18
FROM
PAGE 6
PART II: What do today’s employers want?
From March 11
What we wrote:
STACKING UP :
Corridor Business Journal
2345 Landon Road, Ste. 100
North Liberty, IA 52317
BUILDING THE
IDEAL TEAM
Iowa companies
are in a desperate
hunt for employees,
but who exactly are
they looking for?
Exploring the three
building blocks of
today’s workforce:
skills, cultural fit
and diversity
Chamber dinner
WorkSpaces
Page 18
Q&A
Next Week
Iowa companies are
in a desperate hunt for
employees, but who
exactly are they looking
for? The CBJ explored
the three building blocks
of today’s workforce:
skills, cultural fit and
diversity.
“Growing the region’s labor force
is just part of the solution. To build
the workforce to meet their needs
today – and take them into the future
– employers are beginning to
look beyond simply ticking boxes
in terms of education and experience.
They’re focusing on the skills
that will be needed in a rapidly
shifting technological landscape –
one in which AI, robotics and automation
are expected to displace
millions of jobs worldwide over
the next five years – and honing
in on soft skills like creativity and
problem-solving that will be key to
navigating that change.
Employers today are putting
nearly as much emphasis on
whether new hires fit into their
existing company culture as on
skills and experience. And they’re
balancing that with more diverse
workplaces to drive innovation
and creative solutions.
“Employers will say, ‘We’ll take
anybody, a breathing body that
will show up,’ and then they’ll call
up and say, ‘This person didn’t
work out because they didn’t have
item T when they checked off A
through S,” said Kate Pine, business
marketing specialist for IowaWORKS,
stressing employers
will need to more proactively build
their workforces going forward.
TAKEAWAYS & SOLUTIONS:
Prioritize soft skills
With at least half of employees expected
to require significant re-skilling over the
next four years, it no longer makes sense
to generate a laundry list of skills and find
a candidate who ticks the boxes. Instead,
according to Kim Becicka, vice president
of Continuing Education & Training Services
at Kirkwood Community College,
employers should be prizing “soft skills”
like problem solving, critical thinking,
creativity and other traits that make
workers adaptable learners.
Lura McBride, president and CEO of
Cedar Rapids’ Van Meter, said her company
seeks out soft skills that suggest
aptitude to learn higher-level technical
skills, believing it’s easier to train on
those than fundamentals like “desire,
drive [and] strong collaboration.” ACT’s
approach includes identifying emerging
skill needs and putting together threeto
five-year plans to ensure the organization
has the capabilities it needs now
and down the road.
Screen for cultural fit
Nine in 10 managers said a candidate’s
fit with organizational culture was
equal to or more important than skills
or experience, according to a Robert
Half survey. That’s little wonder when
companies are increasingly focused on
building strong teams of complementary
skillsets and one bad apple can spoil
the bunch, creating turnover and lowering
productivity.
Holmes Murphy, for instance, recruits
heavily from its Brainery hiring
initiative to attract young talent into
the insurance industry and test their
fit right after graduation. The company
has also incorporated behavioral
and predictive index surveys into its
interview process to identify, understand
and maximize workforce assets.
ACT uses cultural fit as the basis for up
to 50 percent of its hiring decisions,
and has begun a bonus program to
leverage its employees’ social media
networks to attract applicants who
share its core values.
Encourage differences
Part of building a strong team, Corridor
employers say, is ensuring businesses
are listening to a diverse group of voices
– a practice that drives innovation, outof-the-box
thinking and better decision
making. A 2018 McKinsey research study
found companies in the top quartile for
diversity financially outperformed other
companies by up to 35 percent.
Thinking about diversity in terms of
the numbers of women and people of
color in leadership is “the low-hanging
fruit,” according to Anthony Arrington
of Cedar Rapids-based Top Rank Staffing,
adding that culture and mindset are
also important factors.
“A lot of our clients are utilizing
evaluations of personalities and skill
sets, like DiSC tests, True Colors and
Myers Briggs to truly identify somebody’s
work style to see if they’d be
a good fit for the team,” said Julie Albert,
branch manager of Robert Half in
Cedar Rapids. “Diverse working teams
have become the trend because, for instance,
if you had a full team that consisted
of all action-oriented individuals
and no one involved in the details,
you might not get the best, most efficient
product.”
16 CBJ WORKFORCE LEADERS 2019
$2.00 I A LOCALLY OWNED BUSINESS WEEKLY IN IOWA’S CREATIVE CORRIDOR I APRIL 29 - MAY 5, 2019
Wednesday
May 1, 2019
rawpixel.com
In today’s war for talent, tech startups and corporate giants are redefining the
recruitment game with a host of unique benefits, perks and amenities – but that
doesn’t mean smaller companies can’t compete. In part three of this special
workforce series, the CBJ explores the changing motivations and preferences of
today’s workforce, and how Iowa companies can hold their own. >>>
UFG cuts the ribbon on an architectural
marvel in downtown Cedar Rapids that will
give it room to grow.
Join the Corridor Business Journal for
90 Ideas in 90 Minutes on May 1. Nine
Corridor leaders will share 10 of their most
successful programs and initiatives that
can be applied to any business. For more
information, visit corridorbusiness.com/
events.
PAGE 8
U.S. Sen. Joni Ernst visits the Corridor to
talk trade – and leaves with an earful over
the harmful impact of the president’s tariffs.
PAGE 10
Mercy Iowa City and Kindred Healthcare
break ground on the state’s second
freestanding rehabilitation hospital.
PAGE 12
Author Mark
Pilkington offers
up some thoughts
on fixing brick-andmortar
retail – but is
it too late?
PAGE 20
PART III: What do today’s employees want?
The new rules of attraction:
WHAT EMPLOYEES REALLY WANT
Corridor Business Journal
2345 Landon Road, Ste. 100
North Liberty, IA 52317
From April 29
Old meets new
Trade town hall
Rehab groundbreaking
Next Week
CBJ
Book Club
In today’s war for talent, tech
companies and corporate giants
are redefining the recruitment
game with a host of unique
benefits, perks and amenities.
The CBJ explored the changing
motivations and preferences of
today’s workforce, and how Iowa
companies can hold their own.
What we wrote:
“Iowa’s traditional appeal to employees
has been somewhat subtle –
a low cost of living, short commutes,
good schools and safe streets. But
they may not be enough to retain
younger generations of employees
whose work priorities have changed.
When staffing company Robert
Half International surveyed more
than 1,500 workers and more than
600 HR managers on the gap between
what workers want and what
employers currently provide, they
found stark differences in areas that
affected work-life balance.
Americans took an average of
17.2 days of vacation in 2017, according
to a 2018 study by Project:
Time Off, far below other western
industrialized countries, and below
the 20.3 days taken in the United
States between 1978-2000.
Career counselor Morris Pounds
says the growing desire among high
schoolers for work-life balance shows
up early in their career discussions,
who say, “I really want to work, but
I also want time for myself.”
TAKEAWAYS & SOLUTIONS:
Work-life balance wins
In a 2018 Robert Half study, 55 percent of
workers sought telecommuting options,
but only 14 percent of employers provide
them. A flexible work schedule was desired
by 88 percent of workers, but provided
by only 62 percent of employers.
One example of what employers can
do is TOTAL, or Time Off to Appreciate
Life, which is enjoyed by employees of
the ESOP-owned electrical supply distributor
Van Meter. The program allows
employees to decide for themselves
when they need time off, how much
time they need and how to take the time
off without reducing customer service.
Great culture attracts + retains
“Robert Half studies on corporate culture
reveal that more than one-third of
workers would turn down a job if the
company culture wasn’t a good fit for
them,” said Julie Albert, manager of
Robert Half’s Cedar Rapids branch.
Where the rubber hits the road in
cultural fit is often in its effect on employee
engagement. If employees feel
like they’re making a difference in the
organization and are with others who
care passionately about their jobs, they
tend to be bigger contributors and loyal
employees. Companies that share their
employees’ commitment to addressing
major issues in their communities and
world, through things like fundraisers
and volunteer time, also earn loyalty
and engagement.
At Clickstop in Urbana, developing
a strong and engaging corporate
culture has been a priority. It ranges
from a philanthropic program called
Clickstop Cares, to a wellness program
directed by employees that promotes
nutrition, healthy lifestyles and competitive
fitness.
Parents need more childcare
There’s an acute shortage of affordable
daycare in Iowa, according to the Iowa
Women’s Foundation. The group says
Iowa has lost 42 percent of its childcare
businesses over the past five years,
and has a shortfall of 361,677 childcare
spaces.
“I think more companies need to contribute
to child care, or start their own
onsite child care like Collins Aerospace,”
said Lynell Henricksen, a job-seeker attending
a job fair in April. She said workfrom-home
options would also help
parents with young children take advantage
of opportunities.
Collins Aerospace is one of the relatively
small number of Corridor companies
offering on-site childcare. The
KidsPoint preschool program at the
nonprofit Waypoint in Cedar Rapids
has developed relationships that allow
area employers such as Transamerica
and UFG Insurance to offer discounted
preschool services for their employees.
Tap the experienced workforce
The CBJ spoke to older job seekers in
this installment, such as Lonnie Wood, a
57-year-old grandmother, and 58-yearold
Tom Geistkemper, both of whom
described looking for work but encountering
hesitance from employers. That
reluctance to hiring older workers can
be overcome in part by developing job
descriptions and skills testing that ensures
they are up to the task, says Kevan
Bakewell, vice president, Enterprise
Loss Control for Holmes Murphy.
“Not everyone’s the same or in the
same physical shape,” Mr. Bakewell said.
Holmes Murphy offers guidance to
clients on how to set up hiring practices
and employment processes that are
non-discriminatory, yet help ensure
that employees can perform physical
tasks without injury. The AARP Foundation
also matches eligible older job
seekers with jobs in nonprofits and
public agencies. The Senior Community
Service Employment Program, administered
by the U.S. Department of
Labor, can provide participants with
supportive services and skills training.
CBJ WORKFORCE LEADERS 2019 17
Pratt & Whitney
Sales: ~$21B
UTC, Pratt & Whitney
Sales: ~$18B
• Raytheon, Space and Airborne Systems
• Raytheon, Intelligence, Information &
Services
• UTC, Mission Systems
• Raytheon, Forcepoint
$2.00 I A LOCALLY OWNED BUSINESS WEEKLY IN IOWA’S CREATIVE CORRIDOR I JUNE 17 - 23, 2019
The American
economy has roared
back to life since the
Great Recession more
than a decade ago, but
the crisis also left a permanent
shadow over the working
world, changing the types of
jobs available and the expectations
attached to them. In the latest
installment of the CBJ’s (un)Hired
Help series, we explore how the gig
economy, contract work and automation are
impacting the Corridor’s workforce, and what it
might mean for the future. PAGE 4 >>>
Collins Aerospace
Sales: ~$22B
UTC, Collins Aerospace
Integrated Defense &
Missile Systems
Sales: ~$16B
• Raytheon, Missile Systems
• Raytheon, Integrated Defense Systems
A proposed merger with Raytheon Co.
would create the second-largest aerospace
and defense company in the United States.
But will it survive the opposition?
A Cedar Rapids startup is using drone
technology to inspect wind turbines for
The June 24th edition will feature Building
Projects in the Corridor.
Plan to attend the CBJ Mid-Year Economic
Review on June 26. Register at
corridorbusiness.com/events.
PAGE 3
damage – a capability that has already
paid off for Kirkwood Community College.
PAGE 10
We sit down with
U.S. Bank Regional
President Curt
Heideman to talk
about the economy,
tech and being an
employer of choice.
PAGE 12
From Coralville to Fairfax, see who’s out
and about in the business community on
this week’s photo page.
PAGE 18
PART IV: How has the workplace changed since the Recession?
Working on
Corridor Business Journal
2345 Landon Road, Ste. 100
North Liberty, IA 52317
Intelligence, Space &
Airborne Systems 2
UTC’s mega-deal
Eye in the sky
Page 18
Coming up
CBJ Q&A
From June 17
The American
economy has roared
back to life since the
Great Recession,
but the crisis also
changed the types of
jobs available and the
expectations attached
to them. The CBJ
explored how the gig
economy, contract
work and automation
are impacting the
Corridor’s workforce.
TAKEAWAYS & SOLUTIONS:
What we wrote:
“In the years since the Great Recession,
in which nearly one in
five Americans lost their jobs, the
stock market has roared back,
unemployment has bottomed out
and the good times are rolling.
For many on the ground though,
the broader recovery has been little
more than background noise.
To combat that, workers have
gotten creative: moonlighting after
hours to stretch their budgets,
and stringing together part-time,
freelance and short-term contract
“gigs” that offer freedom,
but few benefits.
On the employer side, filling
positions with contract and
temporary workers as a bulwark
against uncertainty has now become
a long-term trend, with the
majority of new jobs created in
the past decade falling into the
“alternative work” category.
For employers and workers,
new technologies are accelerating
workplace changes, killing some
jobs while creating new ones.
The shift is forcing employers to
face the reality they can’t just
hire their way into the future, but
must devote significant resources
to upskilling employees. Workers,
can no longer depend on learning
a specific skill, then moving along
an orderly and predictable path.”
Work is being disrupted
With more than a third of all Americans
working one or several jobs classified
as non-traditional, the concept
of career is changing. Though many
workers have turned to side hustles to
make ends meet, “People [are] working
for wages they cannot live on,” explained
Rick Moyle, executive director
of the Hawkeye Area Labor Council.
That means the idea of starting at
the bottom of the ladder and rising
through the ranks of an organization
are probably a thing of the past – particularly
for younger workers, whose
views on job security were shaped by
the Great Recession.
At the same time, alternative work
situations give employees flexibility,
independence, variety and the ability
to better control what they earn – all
perks of gig work employers should
be paying attention to and emulating
in the workplace.
“To attract and engage millennial
gig workers, top priorities may include
making sure they are offered
competitive compensation, programs
for learning and development, and
opportunities to prove their drive and
talents,” Deloitte & Touche wrote in
a 2018 study. “Rather than viewing
this workforce as a way to cut costs,
organizations can focus instead on
creating greater value by tapping the
strengths that set them apart.”
Use change to your advantage
Hiring short-term contract and freelance
workers has become a longterm
trend, representing 94 percent
of net job growth between 2005-
2015, according to a Princeton study.
Leveraging this workforce is critical
to business growth in an environment
of declining birthrates and a
shrinking labor pool, experts say.
Scalability is “absolutely” a driver
of the trend, as is the ability to leverage
cost-per-hire calculations in making
employment decisions, said Lori
Smith, engagement manager for Kelly
Services in Cedar Rapids, adding that
businesses also benefit from a ready fix
for seasonal and single project work.
“As workers, and work itself, demand
more flexibility to drive innovation
and work-life design, the
entire concept of work is becoming
more fluid,” said Amy Anger, vice
president and global lead for Kelly.
Get ready for the machines
The rapid rise of automation is poised
to change the world of work even further,
creating new jobs while eliminating
low-skilled positions. A recent
Brookings Institution study ranked
Iowa fourth nationally on a list of
states vulnerable to job roles being taken
over by technology, posing a challenge
to employers who will need to be
constant teachers in the years to come.
Long-term solutions, according to
McKinsey & Company, involve policy
makers working with education
providers and employers to more
heavily emphasize basic STEM skills
in school, as well as creativity, critical
and systems thinking, and adaptive,
life-long learning.” The McKinsey
report also recommends that policy
makers offer tax credits to encourage
companies to invest in learning and
capability building, and other initiatives
to transition employers to roles
in a more automated workplace.
18 CBJ WORKFORCE LEADERS 2019
$2.00 I A LOCALLY OWNED BUSINESS WEEKLY IN IOWA’S CREATIVE CORRIDOR I JULY 29 – AUG. 4, 2019
Iowa’s workforce shortage has underscored the need to hire for diversity with a bright red
line. Yet, in a state with a population far less diverse than most, that isn’t an easy task. Where
do employers find talented minority candidates, and how do they get them to stay? In the
fifth installment of this special CBJ series, we explore the challenges of building a diverse
office and offer some tips for creating your own. >>>
Corridor Business Journal
2345 Corridor Landon Business Road, Journal Ste. 100
North 2345 Landon Liberty, IA Road, 52317 Ste. 100
North Liberty, IA 52317
July 2019
Why Child Care Matters
to Iowa Businesses
The gaps in childcare impact
Iowa’s workforce and businesses’
bottom line and will continue to
do so until we take action. This
problem is only escalating. It needs
to be addressed soon for the longterm
health of families, businesses
and communities across our state.
But we cannot rely on a single
organization or a single solution to
fix it.
Collaboration is key.
To address the child care crisis,
development and a competitive
business environment—both
for the short and long term. The
collaborative efforts are based on
community-led change. Through
listening and learning, educating
and engaging, the collaboration
ultimately supports successful
families, a steady Iowa workforce
and a stronger economy.
The collaborative has already
brought people together from
the Iowa Women’s Foundation and all corners of the state to learn
partner organizations started the from each other and share their
Building Community Child Care success stories—saving time, money
Solutions Collaborative. Through our and energy so communities can
shared work, 29 communities across focus on real solutions. So far,
Iowa are now exploring innovative communities involved in the effort
ways to exchange ideas among include Ames, Cedar Rapids,
business and community leaders, Decorah, Dubuque, Fairfield,
employees and organizations to Fort Dodge, Grinnell, Iowa City,
promote child care investments that Muscatine,
support children’s healthy
CONTINUED ON PAGE 3
Vol. XIII, Issue 7
Save These Dates
Columnist Christine
Hawes reflects on the
rise of intersectionality
in the workplace.
PAGE 6
Executives at anti-virus provider PC Matic
are looking to Iowa as they work to break
into the enterprise market.
Representatives for
Iowa’s third largest
trading partner make
the case for even
closer ties.
Ahmann Companies is making plans
to redevelop a vacant Terex factory in
PAGE 8
PAGE 10
Cedar Rapids’ College District into a new
neighborhood draw.
PAGE 11
See photos from the ribbon-cutting for
Great Western Bank’s new branch office,
a cornerstone ceremony at Cottage Grove
Place and more in this week’s photo page.
The Aug. 5 edition of the CBJ will focus on
Retail Revival.
Don’t miss the Iowa City Area Chamber of
Commerce’s monthly newsletter, Envision.
PAGE 18
PART V: The Diverse Office
How we
talk about
diversity
TAKEAWAYS & SOLUTIONS:
THE
DIVERSE
OFFICE
From July 29
Iowa’s workforce shortage has underscored
the need to hire for diversity with
a bright red line – but in a state with a
less diverse population than most, that
isn’t an easy task. Where do Corridor
employers find talented minority candidates
and how do they get them to stay?
What we wrote:
BY: Dawn Oliver,
Executive Director,
Iowa Women’s
Foundation
In many Iowa
communities,
childcare is either
unaffordable,
inaccessible or
nonexistent. This means working
parents miss work, drop shifts, are
less engaged on the job, switch
employers, or even leave the
workforce altogether.
Nearly all Iowa businesses face
a workforce gap. According to
Iowa Workforce Development,
there were 65,877 open jobs across
Iowa in May of 2018. Today, there
are 38,672 Iowa jobs listed on
indeed.com. Because of our state’s
employee shortfall, there is an
estimated $675 million in unrealized
annual GDP. In the race to attract
and retain talent, Iowa businesses
have the opportunity to innovate
around female- and family-friendly
policies and benefits to gain a
competitive edge.
Iowa’s Workforce Shortage and
Child Care Crisis are Interrelated.
Three-quarters of Iowa families
with children under the age of six
have all available parents working
outside of the home, yet almost a
quarter of Iowans live in an area
undersupplied with licensed or
registered child care options. The
results paint a clear picture of how
workforce development is hindered
by a lack of child care: of these
families, 65% of parents are late
to work or leave early because of
child care issues. Employees miss
an average of nearly two weeks
of work per year due to the same
problems.
July 5 – First Friday Coffee Connections,
Canceled in observance of
Independence Day
July 11 – Ethan Allen Ribbon Cutting, 941
E. 2nd Ave, Ste. 101, Coralville, 4 p.m.
July 16 – Riverview Plaza Ribbon Cutting,
Riverview Plaza, 306 1st Ave, Coralville,
4 p.m.
July 18 - Workforce Solutions: Affordable
Child Care, Kirkwood Regional Center
at the University of Iowa, 2301 Oakdale
Blvd, Coralville, 9 a.m.
July 18 – Ignite ICR: Stoke the Flames
Send-Off Party, Big Grove Brewery &
Taproom, 1225 S. Gilbert St., Iowa City,
3 p.m.
July 25 – LINC, Tin Roost, 840 W. Penn St.,
North Liberty, 4:30 p.m.
August 2 – First Friday Coffee
Connections, Physicians’ Clinic of Iowa
- Spcialty Care, 585 W. Cherry St., North
Liberty, 7:30 a.m.
Coralville Roundtable: 12 - 1 p.m.
• July 1 – Dunn Brothers Coffee, 3284
Crosspark Rd, Ste A
• July 8 – Iowa River Power
Restaurant, 501 1st Ave.
• July 15 – Radisson Hotel &
Conference Center, 1220 1st Ave.
• July 22 – Divots, 1900 Country Club
Dr.
• July 29 – Wig & Pen Pizza Pub, 1220
Hwy 6 W
Iowa City Roundtable: 12 - 1 p.m.
• July 2 – Brother’s Bar & Grill, 125 S.
Dubuque St.
• July 16 – North Dodge Athletic Club,
2400 N. Dodge St. RSVP Requested.
North Liberty Roundtable: 12 - 1 p.m.
• July 17 – Sugapeach, 650 Pacha
Pkwy, Ste 1, North Liberty
New Teacher
Luncheon set for
August 14
Join the Chamber in welcoming
all new teachers to Johnson County
with a luncheon at Old Brick. This
lunch is free for all new teachers,
$20 for non-teacher Chamber
members.
Thank you to event sponsors
GreenState Credit Union and Old
Brick, and to our 2019 Education
Initiative Sponsor, ACT.
PC Matic’s Iowa push
Page 18
“Cultivating a more diverse workforce is part of
the answer to a growing skills gap in the Corridor,
but it won’t be easy because of an in-state
population that is 90.7 percent white.
Companies in Iowa know that the people
buying their products and services are more
diverse than their workforce here, according to
ICR Iowa President Jennifer Daly, and so they
need more diversity to understand their needs,
preferences and ways of communicating. Many
employers have also concluded that more diverse
leadership and work teams yield better
decisions and results.
CUNA Mutual, located in the overwhelmingly
white community of Waverly, is doing
well on its diversity journey, but found it had to
stretch far beyond simple strategies like placing
newspaper advertisements.
“We had to be very intentional about going
to find that and stop waiting for it to find us,”
said Sharina Sallis, who leads the company’s
diversity and inclusion efforts. That meant
seeking out candidates “where they live” in
places like traditionally black colleges and universities,
churches, sororities and fraternities.
Japan
Rising
CR’s newest hub?
Next Week
It starts from the top down
“It has to start with decision-makers, with leadership,” Sharina Sallis
said. Part of that is understanding greater diversity takes “time, investment
and money,” according to Anthony Arrington, managing
partner with Top Rank Staffing. Although it’s important for leaders
to set the tone with policies and public statements, experts say it’s
equally important to follow through with action and to keep in touch
with changing laws, and evolving social views about diversity.
Build inclusion into the culture
Collins Aerospace and CUNA Mutual have both begun celebrating
LGBTQ Pride Month or Pride Week – just one example of how to
make a public statement about diversity and inclusion. Collins Aerospace
also organizes employee resource groups (ERGs), which help
provide a network of support and a sounding board for minority employee
groups.
The Society for Human Resources Management (SHRM) offers
pointers for a more inclusive workplace culture. They include educating
leadership, creating an inclusion council, celebrating employee
differences, listening to employees more deeply, holding more effective
meetings, developing goals and measuring progress.
Promote inclusion in the community
As the region’s economic development and workforce recruitment
agency, ICR Iowa has discovered employees who don’t feel at home
in the community are much less likely to stay, whether or not they
feel welcome at work. Through its Inclusive CR committee, the group
has published an online resource guide for African-American residents
to find networking opportunities and community-building
activities, including places to find personal care services tailored to
their needs. Additional online guides are planned for other minority
groups. Some employers also offer financial or volunteer support to
community organizations that help newcomers connect. CBJ
Read the (Un)Hired Help Series in its
entirety by visiting our digital edition.
corridorbusiness.com/membership
CBJ WORKFORCE LEADERS 2019 19