THE JOURNAL REPORT: SMALL BUSINESS
Top Small Workplaces 2007
What makes a great workplace? Among other things: Having employees who feel empowered and convinced they have a future at the company
By KELLY K. SPORS
October 1, 2007; Page R3
Business: Public relations
Based: Newton, Mass.
Founded: 1989
Employees: 12
2006 Revenue: $1.5 million
At many public-relations firms, young hires work the phones, while seasoned PR executives devise strategy and call the shots. At Corporate Ink Public Relations Ltd., everyone -- regardless of title or experience -- is involved with decision making.
"Junior people have a lot of opportunities to influence some really significant activities at our firm," says founder and President Amy Bermar, who started the company in 1989 after working as a journalist for about 10 years.
For instance: Any PR rep who lands a client a high-profile interview gets to manage it from start to finish -- though younger reps will usually get guidance from more-senior employees. And all employees are given one area to oversee, whether it's employee training or database maintenance. Every employee attends company strategy meetings, and is expected to actively participate.
Handing over such power, Ms. Bermar says, instills an ownership mentality, where employees control their success or failure and are privy to most parts of the business, from brainstorming pitches to working with media outlets. This approach also builds accountability. Each employee is responsible for laying out personal job goals and then evaluating his or her own progress. "I think the people here feel like we really, really care about their career growth," Ms. Bermar says.
Adam Parken, a 29-year-old account manager who works out of his home in Morrisville, N.C., came to Corporate Ink in 2002 from a much larger PR firm. At his previous employer, there was a clear hierarchy, where senior executives were in charge of strategizing while the younger reps like himself executed those strategies. "Here at Corporate Ink, it's no matter what position you're in, you're expected to help strategize," he says.
To get new employees used to the culture and help them feel confident in their roles, the company assigns each newcomer a mentor at the firm.
Besides the career-growth opportunities, Ms. Bermar focuses on giving employees reason to stick around. New hires are generally promoted within 18 months. And employees buying a home within 20 miles of the office can get loans of as much as $10,000, at 2% interest, to help make the down payment -- and the loans that are forgiven after five more years of employment. Employees with at least four years at Corporate Ink are eligible for one paid three-week sabbatical on top of regular vacation time.
Ms. Bermar also tries to accommodate rising stars who want or need to leave Boston. When Mr. Parken and his wife wanted to move to North Carolina earlier this year, Ms. Bermar encouraged him to stay with the company by working remotely from home. "I don't think that happens at most small companies," Mr. Parken says.