Michigan is surrounded by six quadrillion gallons of fresh water, and over 3,000 miles of lake coastline. Because of that, its residents and businesses have been able to build and maintain a diverse state economy of agriculture, tourism, recreation, manufacturing and shipping.

But with severe drought conditions in the southwest and southeastern regions of the country, Michigan lawmakers are keenly aware that the eyes of a thirsty nation are turning towards the Great Lakes as a possible source of fresh water.

Bob McCann, a spokesperson with Michigan’s Department of Environmental Quality, says the bottom line is making sure the water in the Great Lakes is kept in place.

“As soon as state politicians talk about protecting our water, any strain of partisanship blurs,” says McCann. “It isn’t a political issue at that point, but rather, what is best for Michigan.”

Detroit draws water for its drinking supply from Lake St. Clair and the Detroit River. It claims to have some of the cleanest tap water in the country and provides water service to neighboring cities and suburbs as far out as Wixom in Oakland County.

The Frankfort Light sits at the entrance of Frankfort’s harbor on Lake Michigan. Photo by Joe Bomberski

For the most part, lake experts, scientists, politicians and business owners believe that the current low-level conditions are cyclical and historical -“ a result of less rainfall, snow and reduced ice cover. Additionally, some say dredging might be the culprit.

Whatever the reason, it’s hard not to notice the effects. Businesses have been hurt and dried up shorelines are leaving unsightly images for property owners.

“Take a look at Saginaw Bay,” McCann suggests. “As the water goes down, exposed bottomland on people’s property consisting of muck and algae wash up on the shoreline making it difficult to enjoy. That’s just one issue among many.”

Record-setting low lake levels were recorded in 1860, 1925, 1930 and the 1960s. It was the 1980s that saw the Great Lakes swell to historic highs.

One family owning four acres of lakefront property on Lake Michigan found an advantage to their receding shoreline.

Patrick O’ Hearn, who sells real estate in Gaylord, says his family purchased the property in 1959. “Right now we have 300 feet of shoreline giving us the chance to clean up submerged logs and sharp rocks that would interfere with swimming when the levels return.”

The Great Lakes holds 20 percent of the world’s, and 95 percent of the U.S., fresh water supply. Michigan, Ohio, Wisconsin, Illinois, Minnesota, New York, Pennsylvania and Indiana draw from them.

Tammy Newcomb, a Lake Huron basin coordinator in the DNR Fisheries Division, says average lake levels for Lake Superior are about 20 inches less than normal. Lake Erie is 71 inches below the record high. Lake Michigan and Huron are 70 inches lower.

Boaters throughout the state have had to deal with the closure of several marinas and unusable docks because of such levels.

“Canadian snowfall dictates how much water comes into the Great Lakes through ground water,” says Newcomb. “It hasn’t been snowing as much in the Canadian areas because of warmer winters, and that means less ice cover and more evaporation.”

The condition of the Great Lakes has become a political rallying point as well. Republican State Senator Patty Birkholz says her priority is protecting Great Lakes water. She chairs the Natural Resources and Environmental Affairs committee, and represents the 24th district for Allegan, Barry and Eaton counties.

“All of the eight Great Lakes states need to adopt the Great Lakes Basin Compact. It’s in committee now and must be unanimously adopted by all regions or it will not become successful. The bill would give a high level of protection against large-scale diversion of our water or withdrawals,” she says.

Along with the auto industry, Birkholz cited Gerber Baby Foods and Similac as examples of Michigan-based businesses needing and using an abundant supply of fresh water in the making of their products.

“Even cherry and apple pie filling have over 50 percent water in those cans, and they use water to wash the fruits beforehand,” says Birkholz, emphasizing the dependency agribusiness has on fresh water.

Republican Congresswoman Candice Miller, who represents Michigan’s 10th district, takes an aggressive stance on protecting the state’s fresh water supply.

“We’ve had very few natural disasters in our state aside from an occasional tornado or major snowstorm, yet we subsidize people to live in areas of the country that are not quite so safe and are not blessed with the abundant resources we have in Michigan,” says Miller.

There are limits to that generosity, she says. “It is drawn on the shores of the Great Lakes. They are our very identity and we will not allow them to be diverted. Not on my watch.”

As a shoreline property owner in Grosse Pointe Shores, Kay Felt became part of a 10-person board for the International Upper Great Lakes Study, and is the U.S. co-chair of the 20-person Public Interest Advisory Group. Each body is equally comprised of U.S. and Canadian residents appointed by the International Joint Commission.

The five-year study will take into consideration a wide range of interests, including ecosystem, environmental and coastal zone concerns; hydropower; municipal, industrial and domestic use; commercial navigation; harbors and marinas, and recreational boating and tourism.

“An interest group from the Georgian Bay region of Canada firmly believes dredging in the St. Clair River has caused a drain hole causing water to drain excessively fast out of the river to Lake Erie. They want some controls put in to slow it down,” Felt says.

The state’s tourism industry has taken hits too, according to Dave Lorenz, manager of public and industry relations for Travel Michigan, part of the Michigan Economic Development Corporation.

“Michigan, to a great degree, is about fresh water and the Great Lakes as well as the wilderness wonderland. If people think they can’t recreate, they will cut short vacations and travel less. This creates an image problem too,” says Lorenz.

Thousands of vacationers ride the ferry from St. Ignace to Mackinac Island. Michigan’s tourism industry provides about 200,000 jobs. Photo by Eric Maes

“The spending of discretionary dollars on recreational enjoyment has diminished,” he says, also noting the state’s tourism industry provides about 200,000 jobs, $18.8 billion annually and $1 billion in tax revenue.

William Hryb, general manager of Lakehead Shipping Company Ltd. in Thunder Bay, Ontario, understands the impact of low lake levels. Lakehead is a shipping agency representing ocean-going companies around the world.

“Our concern on the negative effects of low water levels started about two years ago,” says Hryb, also a member of the Public Interest Advisory Group and International Upper Great Lakes Study. “There has been a ripple effect. Ships aren’t able to carry the loads they were designed for because dock facilities in some ports cannot manage full loads due to low water levels. Shippers aren’t able to send as much to their customers. Later shipments mean more fuel and labor which is passed on to the final consumer.”

Low water levels in the St. Lawrence Seaway and Lake Michigan have slowed commercial vessels. Hryb says ships coming into ports like Cleveland, Detroit and into Lake Michigan have to lighten their loads before arriving into those regions, taking cargo off before entering the seaway, or taking less cargo from the source.

According to Glen Nekvasil, vice president of corporate communications for Lake Carriers’ Association in Cleveland, Ohio, low lake levels have been creating a dredging crisis.

“Right now it would cost $230 million to dredge the ports and waterways to their proper depth,” he says.

A 1,000-foot-long U.S. -Flag Laker delivers coal to the power plant in Marquette, Mich. Low water levels and lack of adequate dredging have forced vessels to leave behind thousands of tons of coal and other cargos each trip. Photo by Rod Burdick

The amount of cargo left behind is hurting the companies ordering the raw material. “Our largest ships, with a capacity of 70,000 tons, are leaving 8,000 tons of cargo per shipment behind,” explains Nekvasil. “That much coal would produce enough electricity to power greater Detroit for three hours. Eight thousand tons of iron ore would make enough steel to produce 6,000 cars.”

Conversely, David Irish, owner of a boat shop in Harbor Springs, says that up to now, his business hasn’t suffered much from low lake levels.

But if levels continue to fall in the range of one additional foot, Irish believes the damage to his business would increase significantly with extensive dredging required.

“Some docks in our marinas are unusable for deep draft boats, typically sailboats,” he says. “Areas of the marinas that cannot be dredged will be rendered unusable. Use will decline, affecting our boat yard and service business, as well as our new boat and brokerage sales.”

While global warming isn’t a phrase that Doug Martz, chair of Macomb County’s Water Quality Board, cares much for, he says he does recognize a climate change is occurring.

“I live on a canal on Lake St. Clair, and my boat in the backyard has just been sitting there for a couple of years. It’s like somebody pulled the plug, and now there’s no water in the canal.

“I’ve even got 18-foot tall Phragmites growing all over on my receding shoreline. They’re a very hard to get rid of species, and I understand they’ve spread as far north as Houghton Lake.”

Martz, a builder by trade, says he has seen sewage dumps, illegal sewer connections and hundreds of chemical spills in Michigan waterways, angering him enough to remain active in state and local water issues.

“I know that the Great Lakes states and Canada are trying to stop any diversion of water. But what’s alarming is that whatever amount of water is, or might be, diverted won’t be coming back.”

Chrysler

Chrysler LLC (the automaker recently unshackled from its former German-based parent) appears to be redoubling its efforts to become even more diverse when it comes to suppliers. The automaker’s strategy now includes not only increasing the number of minority suppliers it has, but the numbers of minority employees who work at those companies. “For us, it’s not just about the ownership of our minority suppliers, but it’s the number of employees that our suppliers use that are minority employees,” said Simon Boag, executive vice president of procurement and supply, speaking at its eighth annual Matchmaker event in September. Chrysler has a strong network of employee resource groups that serve as a platform for networking and mentoring. “We know that diversity isn’t just something mandated from the top,” said Monica Emerson, Chrysler’s executive director of its corporate diversity office. “You have to engage the employees in the process to create a culture of inclusion, where awareness and education continue to grow.” Chrysler has been recognized by numerous organizations, including the Native American Business Alliance, which named it Corporation of the Year, and its naming to the 2007 list of “Top 50 Companies for Diversity” by DiversityInc. magazine. For the last 10 years, Chrysler executives have earned honors in the Black Engineer of the Year awards. Most recently Byron Green, group vice president, truck and activity vehicle assembly, was named one of the Top 100 Blacks in Technology and Richard Owusu, plant manager at Jefferson North Assembly, received the 2007 Professional Achievement in Industry Award.

Comerica

The bank may be getting a bit of a bad rap by moving its headquarters to the Lone Star state, but Comerica is still very much a presence in Michigan and, as its employees attest, one where diversity is more a way of life than a program. With the company’s chief diversity officer, Linda Forte, having a direct reporting relationship to the CEO and diversity included as a Comerica core value, the bank seems determined to build on its strengths in that area, regardless of where its headquarters may be. Comerica’s National Diversity Roundtable sets strategy and addresses key issues and topics related to diversity and sets direction for 11 local diversity roundtables, each of which is charged with promoting diversity within a divisional or geographic area. On a day-to-day basis, Comerica staffers take mandatory training (Diversity 101 for employees; Diversity 201 for managers), courses which focus on building an understanding and boosting skills required in a multicultural environment. Even beyond the initial training, senior level executives have diversity built into their performance plan and company divisions have a “diversity scorecard” that outlines goals and measures progress in meeting them. Comerica has some 14 diversity or market segmentation groups, with staffers charged with developing strategic plans intended to reach out to their constituencies. The goal: demonstrating that Comerica understands the groups and their financial needs. The company was named as a “Top 50 Companies for Diversity in the U.S.” by DiversityInc. and has a host of other awards related to various cultural groups.

Compuware Corporation

Differences. For the management of Compuware, one of the world’s largest independent software vendors, it’s something to celebrate. And like any good software developer, the company Peter Karmanos Jr. built has incorporated a process whereby it’s able to benefit from the differences the people who work there bring to the table. Training at Compuware includes mandatory courses intended to teach managers and employees alike how to create an inclusive environment. And the performance of recruiters is judged on how well (and widely) they’re able to “cast the net” for diverse candidates. In addition, the company has designed a strategy that includes recruiters partnering with community and professional groups, locally and throughout the U.S., who are aligned with potential Compuware employees. Once on board, Employee Resource Groups help provide networking opportunities as well as a connection to the communities they represent, among them African American, Chinese, Indian and Latin American. Compuware supports the network through formal mentoring, a “Voices Diversity Newsletter” and a high school intern program designed to spur interest in technology among women and minority students. The reward: a $2,000 college scholarship and the prospect of returning throughout their schooling, with possible employment on graduation. Contributions and community relations efforts are also linked to the diversity initiative, notably through diverse organizations such as the New Detroit Race Relations Summit (Compuware was a major sponsor) and the NAACP Fight for Freedom Dinner and Freedom Weekend. Compuware also works with minority vendors as a way to build supplier diversity.

Delphi

The automotive supplier has had its challenges, but one area where it remains dedicated is that of diversity, especially in the people that make up the Delphi team. The company believes being more diverse produces tangible benefits, now and in the future. “There is always more than one way to solve a problem,” the company notes. “The more different ways we are able to look at a problem, the more likely we are to discover the solution that is best for our customers. So when you look at Delphi’s global workforce, our supplier base, our educational opportunities, or the communities where we work and serve, you will see there is strength in our diversity.” Delphi seeks to build a culture where individual strengths, combined with teamwork, are a recognized source of mutual success. “Delphi is enriched through the representation of diverse experiences, backgrounds, ethnicities, lifestyles, cultural orientations and beliefs,” says the company. Affiliations include the National Society of Black Engineers, the National Black MBA Association, the Society of Mexican-American Engineers and Scientists, the Society of Women Engineers, and the National Consortium for Graduate Degrees for Minorities in Engineering and Science. “All Delphi’s efforts are directed toward creating a workplace environment that enables every team member to contribute fully,” the company says on its Web site. “That requires complete support of the corporation’s policy on diversity and equal opportunity, along with the necessary efforts that ensure all recruitment, employment, training, promotions and other personnel actions comply with these principles.”

Deloitte

It’s a big world out there. And while Deloitte has been formally working toward being more diverse since 1993, the global consulting company is the first to admit the effort is far from over. As the company says in its annual Diversity and Inclusion Report, Deloitte “is determined to lead, not follow, to push the envelope, be original and take risks.” In doing so, the company has developed work-life balance programs, flexible work arrangements and creative responses to the demands of business travel. Clearly, Deloitte sees its strategy as making good business sense. “Just as we have maintained our strength and increased our market share by diversifying our services, so we must also continue to diversify our workforce and equip our people with the necessary skills to work effectively in this increasingly diverse environment.” Deloitte, which has Michigan offices in Ann Arbor, Detroit, Grand Rapids, Lansing and Midland, has established accountability measures to assess its effectiveness and continues to monitor promotion, turnover and development of minorities and women. “The objective is to lead the way and weave diversity policies into every part of our day-to-day business life.” Deloitte is structuring annual diversity plans and mentoring and networking programs to aid in career development. And for good reason. “Given the changing demographics in the marketplace and projections about the diversity of future labor pools, it’s evident that our success increasingly depends on the full use of the skills, talents and life experiences of all our people,” says Deloitte U.S. Managing Partner Barry Salzberg. “We are committed to fostering a high performance culture and developing our talent so every individual can reach their full potential.”

Detroit Medical Center

One of the key ways the Detroit Medical Center is able to make progress in advancing diversity is through its supplier base. It does so by intentionally cultivating a network of companies that qualify as minority or women-owned businesses. By clearly outlining how companies that qualify should first make contact (and how to continue in the selection process), the DMC has won numerous accolades, including being named five times as Corporation of the Year (health care) by the Michigan Minority Business Development Corporation. The DMC has also been the MMBDC’s Corporate One winner four times and has been named Corporation of the Year by the Michigan Hispanic Chamber of Commerce in its non-automotive category. The DMC’s Office of Ombudsman says diversity at the health care provider takes three parts, as a value, as a cultural norm and as a business strategy. As a value, “difference is welcomed and viewed positively,” according to the DMC Web site. “As a cultural norm, we’ve implemented leadership practices and organizational systems that fully utilize our diverse workforce, and as a business strategy, diversity contributes to our overall business success.” With more than 2,000 licensed beds in its hospitals and more than 3,000 affiliated physicians, the DMC continues to build on its reputation for excellence in care. “DMC facilities employ best practices and conduct business in an atmosphere of respect and professionalism,” states the organization. That theme continues with its attention to being even more diverse. “Our recognition of and attention to diversity in our business operations and health care services is unparalleled.”

Group M

Phil Cowdell, who’s been at the helm of Group M’s Ford Media Services unit less than two years, says getting the right people involved is critical to the organization’s success. “Encouraging team diversity is both a key organizing as well as operating principle,” says the British-born Cowdell. “We are global networks, representing clients from mega-marketers to local niche marketers. To cover this range of market conditions and consumer needs we must ensure that we ourselves are diverse and in tune with the marketplaces in which we operate.” Looking to diversity career fairs is part of the recruitment strategy, but so is a tailored internship program for diversity and minority candidates. And the company has introduced telecommuting and flexible work hours to accommodate workers in different stages of life. Cowdell says change and curiosity are two factors that impact a company like Group M. “We must ensure that our team knows what’s going on ‘out there’ and we believe that curiosity is one of their most vital characteristics. Curious to find a better way; curious about how other teams operate; curious about how other people from different backgrounds/circumstances/markets think and behave. Curiosity plus a learning environment are a powerful combination, and a key driver of change.” Cowdell says he’d like to see Group M go even further when it comes to cultural exchange and cross-training. “In Europe, we used to run ‘job swaps’ between teams in different markets on a common client. The more we share, the more we understand, the better we become.”

Johnson Controls

Becoming more diverse is a journey, says the management of Johnson Controls. For Chairman John Barth, that has meant investing the resources required to become more diverse, attributing some $7 billion in new orders directly to its diversity journey. For Barth, who will retire at the end of 2007, supplier diversity initiatives are a way for Johnson Controls to differentiate itself from the competition. No wonder the company was named Corporation of the Year by the National Minority Supplier Development Council. And the World Diversity Council recognized the company with its Corporate Diversity Innovation Award, in part the result of a supplier diversity joint-venture program and for excellence in collaborating with partners in urban, diverse communities. Johnson Controls will have spent more than $1.5 billion with women and minority-owned firms this year, said to be one of only 13 corporations with results at that level. But supplier diversity is only part of the equation. When it comes to people, the view is determinedly global: Johnson Controls continues to focus on the talent development of gender and diverse candidates and advancement at all levels and in all regions of the world. In January 2006, Johnson Controls added a corporate officer-level executive position-”vice president of diversity and public affairs, a post currently held by Charles A. Harvey. Employees at Johnson Controls are active in creating an inclusive workplace through initiatives such as the African American Affinity Network and a Women’s Resource Network, both organized by employees and chartered by the company.

Lear

In a company the size of Lear, with some 90,000 employees at 242 locations in 33 countries, you might think the organization was, by definition, diverse. But remember: the supplier of seating systems, electronic products and electrical distribution systems and other interior products has as its corporate tagline “advance relentlessly.” It began doing just that through a Corporate Diversity Council, one of its first priorities being the training of hiring managers in how to manage a diverse workforce. By 2006, Lear had delivered training to management in procurement, financial and program development. The company’s philosophy is clear: “By diversity, we mean an environment where individuals’ similarities and differences are recognized and respected for their contributions to our vision to be the best.” The efforts to leverage Lear’s buying power go back to 2001, with the establishment of the company’s Office of Supplier Diversity; with short-term goals tied to those of its automaker customers and long-term goals that focus on building a diverse supplier base. But all that must make sense from a business perspective, something Lear management knows and understands. “We believe that focusing on diversity and looking at ways to achieve an inclusive environment makes good business sense. A diverse workforce offers greater productivity and innovation as well as the potential for a competitive edge. Our mission is to recognize and value the multiple perspectives, experiences and capabilities of all of our employees in order to achieve our vision and continue to build on the success we enjoy.”

Mill Steel

As Mill Steel’s Director of People Development explains, the Grand-Rapids based company takes a somewhat different approach to diversity in the workplace. “Our goal is to find people who come from diverse cultures and diverse backgrounds but who already share the values of other Mill Steel employees,” says Tom Stanfield. “Some of the things we look for include trust, the importance of family and community. We’re looking for relational, team players.” Among the places Mill Steel looks is Focus: HOPE, the inner city organization that helps with skills training, and the Wayne State Society of Black Engineers, which has a lab in Mill Steel’s Melvindale facility. The company has also reached into the Bosnian community as a source of staff. “We have people in our organization from 13 different countries and a variety of cultures. Once we get people into employment, we find we don’t have to undo the past history they carry with them.”

NLM

While the logistics conglomerate has achieved recognition for offering innovative services in its industry, NLM management is most proud of the people who work there, a diverse workforce. One that’s becoming more so with a specific recruitment program geared toward military veterans. And that’s in an organization where already more than half the employees are members of a minority, with several holding top leadership positions. NLM and its affiliated companies, including Artisan Associates, Artisan Container Services, NLM Supply Chain Solutions and Top Flite Express, have received numerous honors related to its leadership in issues of diversity. The organization also promotes diversity and inclusion through a two-day “Building Bridges & Making Connections” diversity training course, taught by experts from Schoolcraft College. Employees share a commitment to the company’s inner-city neighborhood, especially through education. NLM supports Detroit’s inner-city schools, educating students about careers in the supply chain by providing logistics curriculum taught by experts as well as participating in computer learning and reading programs. Students are also invited to tour company facilities, educating them in the field of shipment management and logistics. Headquartered in the heart of the city of Detroit since its inception, NLM has employees who work diligently to spearhead and help strengthen a wide range of community organizations including Action on Joy Road, the Adopt-A-School Program Business Initiative at Sherrill School, Cornerstone Schools and Christ Child House. One student, one of the first who participated in the company’s computer training program offered at Sherrill School, later earned a “Most Improved” award from among his classmates.

Pepsi Bottling Group

Yes, Pepsi is ranked very near the top of DiversityInc.’s “Top 50 Companies for Diversity” (No. 2). But getting accolades isn’t the point, says Jennifer Smith, director of multicultural marketing in the company’s Detroit office. “We simply aim to do the right thing by our most prized possessions -¦ our people and our customers.” That means establishing a framework that seeks to build an inclusive culture among employees, then celebrating the diversity that follows. Pepsi works hard to attract, retain, develop and promote the best talent that reflect the demographics of its marketplace. One part of the strategy is partnering with organizations such as the Michigan Food and Beverage Association and supporting events such as the annual Metro Youth Day at Belle Isle Park. Pepsi boasts a strong commitment to diversity at a number of levels, including its board of directors and representation in both its executive ranks and frontline. And the company’s leadership is engaged in the process of strengthening the organization’s diversity, including the diversity of its suppliers. Pepsi’s “We are Involved Neighbors” initiative delivers a combination of matching gifts, individual volunteerism grants, team volunteerism grants and team fundraising grants in the communities in which it operates. The PBG WINS program is funded by the PBG Foundation, which in 2006 paid out more than $2 million in grants. The company also contributed more than $16 million in product and corporate contributions in its market communities last year.

SeDA Consulting

When Sharon Davis would go to conferences focused on IT, one of the first things she noticed was how she stood out, one of the few women and African Americans in a sea of professionals. “I’d ask myself, ‘where is everyone else?’,” says Davis, who leads SeDA Consulting, a Farmington Hills, Mich., firm that has gone beyond IT consulting to focus on what it calls “transformational leadership.” With Davis at the helm, SeDA provides strategies, tools and techniques for leaders, human resource professionals and work teams, the objective being to remove barriers to productivity related to diversity and inclusion. Davis believes having a strong emotional quotient and investing in human capital matter more than IQ. “Our clients rely upon transformational strategies and skills to grow their capacity in diversity/inclusion and conflict resolution to build and retain stronger teams and organizations,” says Davis. “It takes new training approaches and a solid skill set to succeed in leading and managing today’s diverse workforce.” Before SeDA was founded, Davis served as one of nine founding members of the Institutes for Healing Racism. “It was more interesting to see what you could do on the people side of the business.” At SeDA Consulting, Davis is able to combine her know-how of processes related to human resources and IT. “We help companies resolve and get ahead of people issues before they become a problem,” she says. “In doing so, we pay a lot of attention to high touch as well as high tech.”

TAC Automotive

When the automotive unit of TAC Worldwide hears from its customers, among them Ford and Chrysler, that becoming more diverse is an increasingly important business goal, it responds with worldwide resources. TAC’s Supplier Diversity Plan includes goals to award a substantial percentage of total third-party supplier contracts to companies that help meet its clients’ goals in the area of supplier diversity. While providing minority and women-owned businesses the opportunity to do business with more companies, TAC clients are also given the assurance that their stringent operating procedures will be followed. Clearly a win-win for everyone involved, the TAC Automotive staffing process ensures that world-class contracting processes are followed while giving a variety of diverse organizations, including businesses owned and controlled by socially and economically disadvantaged individuals, veteran-owned small business, service-disabled veteran-owned small business and HubZone business concerns, the maximum opportunity to compete. The goal: to boost and build the capabilities of Minority-Owned Business Enterprises and/or Women-Owned Business Enterprises to world-class levels, enabling them to meet even the most demanding workforce staffing requests. TAC’s Diversity Alliance Program provides mentoring and support services, enabling companies to participate in large scale programs; deliver indirect purchasing services; and provide customers with a team of qualified individuals who will contribute to the success of its clients. In turn, companies looking to honor their commitment to support diversity can now meet this critical objective while obtaining access to state-of-the-art staffing services that larger firms are capable of providing.

Walbridge Aldinger

As an active participant in the Michigan Minority Business Development Council, Walbridge Aldinger puts its philosophy for diversity into action. Add to that the role of management on the corporate advisory board for the Detroit Black Chamber of Commerce (formerly known as the African-American Association of Businesses & Contractors) and it’s clear that the company is one where results count. Walbridge Aldinger is also an active corporate member of the Michigan Hispanic Chamber of Commerce and New Detroit. Even with this involvement, the company seeks practical ways to advance the cause of diversity, notably in its forging of a mentoring relationship that began in 1994. Devon Contracting is now a 51 percent partner in Devon Industrial Group, giving Walbridge customers a minority construction organization with the resources, commitment and proven processes to serve its customers. It’s also a platform for spreading the net of diversity supply, which Walbridge Aldinger does with Ford, Toyota, Chrysler and General Motors. Plus the company is involved in minority development programs for non-industrial customer markets, including education and aviation as well as governments at the federal, state and local level. But does the effort produce results? Walbridge has an outstanding track record for meeting or exceeding its annual corporate Minority Business Enterprise goals, achieving its goal of 10 percent business in 2006, or more than $60 million in construction work to Minority Business Enterprises. This year, Walbridge Aldinger has been nominated Corporation of the Year-”Construction by the MMBDC, a repeat from last year.

Williams Acosta PLLC

When Ruben Acosta and Avery Williams connected in 1992, the result was the first African-American Hispanic law firm partnership in the Metro Detroit area. Today, Williams Acosta PLLC, founded on the principles of diversity, advocacy and professionalism, continues to serve with distinction. It does so as an extension of the partners’ belief: that Hispanic and African-American lawyers have greater opportunities for advancement by empowering themselves through independence and self-reliance. While relatively small in size (there are nine attorneys on staff), the cases they handle have allowed minority lawyers to gain the skill, expertise and experience necessary for greater career advancement. Acosta and Williams work with numerous minority businesses to promote economic opportunities for minority business people. Acosta and his team have worked extensively at the local, state and national level on Hispanic issues ranging from immigration reform to business development, with initiatives that have included financing and building new housing developments in Southwest Detroit and renovating old, dilapidated buildings that were a magnet for drug dealers. Williams is a nationally recognized expert in the area of eminent domain litigation and has authored numerous briefs on the subject. Williams Acosta has an internship program targeted toward minority high school and college students where they work in the firm for a semester, shadowing lawyers and gaining valuable insight and experience in the law profession. Practice areas include commercial litigation, real estate and development, environmental law and regulation, municipal law and eminent domain, corporate and commercial transaction, and employment and labor law.

Diversity Business Leaders

To call Ismael Ahmed an activist would be too simplistic. The longtime community organizer who headed the Arab Community Center for Economic and Social Services, and who now serves as director of the Michigan Department of Human Services, is the penultimate people person. And he intends to make a difference, as he has done for so many years already. In a newspaper interview after accepting the appointment, Ahmed made it clear that results are what counts. “If I can leave and say that I made some difference in the lives of people, then I’ll feel good about it.” Ahmed, who played a key role in the creation of the Arab American National Museum that opened in 2005, has been an autoworker, broadcaster and band manager. He is also a veteran of the U.S. Army. Ahmed is a graduate of Henry Ford Community College and the University of Michigan, where he earned a bachelor’s degree in secondary education.

A lifelong Michigan resident, John Akouri has been involved with politics nearly all his life, one notable role being the press secretary for Michigan Congressman Joe Knollenberg. Back at home, Akouri is making his own mark now as a member of the city council in Farmington Hills, Mich., and continues his role as an influential leader in the American Lebanese community. A member of numerous organizations related to his Lebanese heritage, Akouri, at the request of prominent national Lebanese American business leaders, is heading the formation of the Lebanese American Chamber of Commerce, a national business organization based in Michigan, but with offices in Washington, D.C., Houston, New York and Chicago. The Chamber will serve to actively develop, promote and advance Lebanese American business and to enhance the economic, social, educational, trade and cultural interests by providing leadership, legislative advocacy and the exchange of business and information.

His name is nearly synonymous with the city of Detroit, Dennis Archer having served as mayor of the city from 1994 to 2001. But Archer is no mere politician. He is acknowledged as having one of the finest legal minds in the nation (in April 1990, when he was associate judge of the Michigan Supreme Court, Michigan Lawyers Weekly named him the “Most Respected Judge in Michigan”) and was elected by his peers as president of the American Bar Association (2003-2004). Archer served as board chair of the Detroit Regional Chamber (2006-2007). Even as he has advanced in his profession, Archer has done much to help train a new generation of attorneys, including stints as an associate professor at Detroit College of Law and adjunct professor at Wayne State University Law School. Today, Archer remains at the top of his game, as chairman of Dickinson Wright, a blue chip law firm in downtown Detroit.

Strong as steel? Few would argue that Sarah Bates, whose mission was to build a world class minority-owned enterprise, doesn’t fit the bill. Having purchased the assets of a failed company in 2000, Bates has since acquired two additional facilities, but she’s also reaching out with a supplier diversity program designed to increase business growth initiatives for women, minorities and small business owners, all while building mutually beneficial relationships for New Technology Steel and its customers. Bates found her success by rebuilding the original company’s physical structure and replacing or repairing malfunctioning or obsolete equipment. But the people part of the equation is just as important; Bates worked hard in improving the attitudes and work ethics of those around her, regaining the confidence of existing customers while developing new ones. Her now-legendary mantra to coworkers is catching on: “Just do it right and make it happen.”

Since she launched Systrand in 1982, Sharon Cannarsa has made it the mission of the Native American and woman-owned minority business to become a dependable supplier of parts to a growing list of customers. She’s doing just that, growing out of the original 3,800-square-foot facility to the current 220,000-square-foot, state of the art complex in Brownstown, Mich. Under her leadership, subsidiaries and joint ventures in South Korea and Danville, Ill., have underscored that reputation. Producing components for engine, chassis and transmissions on both a short term emergency and long term production basis, Systrand serves clients such as Chrysler, Ford Motor Company, General Motors, Volkswagen, ZF Industries, Freudenberg-NOK, along with other Tier I suppliers. Cannarsa believes there is an obligation to grow not only personally, but to support the growth of the community and others in the business community. She is widely recognized for her involvement in various organizations that help achieve those goals.

As a career employee at Allstate Insurance (he began in 1978 as a management trainee), Thomas Clarkson knows and understands what it takes to succeed: persistence, commitment and consistency being among the most desirable traits. Over a career that has taken Clarkson to a number of communities throughout Michigan, Indiana and Ohio (his area of responsibility), investing in education and raising awareness of African-American history have been recurring themes. He did so as a board member for the Cleveland chapter of Facing History and Ourselves, a nonprofit educational organization that promotes tolerance. Clarkson’s commitment to diversity awareness is well known, notably at a recent luncheon for the National Conference of the NAACP (where he was a guest speaker). At Allstate, Clarkson has spearheaded the recruitment of exclusive agents and exclusive financial representatives, with a particular attention to raising the level of diversity in the organization.

Paula Cunningham is the first woman and African American to be president of Capitol National Bank, which was founded some 25 years ago. She came to the post in 2006, after having served in various positions at Lansing Community College (LCC), including vice president of planning and college relations, executive director of marketing, community, and board relations; director of professional development; and associate professor in the management and marketing department, and finally, as president when she joined Capitol National Bank. At the bank, she oversees all operations, including business development, human resources and training. Before working at LCC, she owned and managed the Mason Hills Golf Course. She has served as a keynote speaker, panel member and facilitator for a variety of local and national organizations and hosted a weekly talk radio program for more than six years. Cunningham earned a master’s degree and a bachelor’s degree from Michigan State University.

Now a Detroit business leader and one of Michigan’s most active philanthropists, Tarik Daoud is a testament to what a new immigrant to the country can accomplish. The owner of both Al Long Ford and Clinton Tecumseh Ford Lincoln-Mercury came to America from his native Iraq in 1956, attending the former Detroit Institute of technology (now part of Lawrence Tech). Since arriving and not only learning the language, but the culture of his adopted home, Daoud and his wife Helen have made advancing education one of their causes, initiating scholarships and endowment funds totaling more than $1 million. Daoud has been justifiably honored for his contributions, including having received the Ellis Island Medal of Honor, authorized by the U. S. Congress to recognize achievements of this nation’s foreign-born citizens. Daoud continues to make a difference in improving the quality of life in the state, helping to raise $50 million each for Madonna University and the Ray and Joan Kroc Corps Community Center on Detroit’s east side.

The majority owner of the NBA Pistons, WNBA Shock and NHL Tampa Bay Lightning may not care for the publicity, but Bill Davidson is, in fact, one of the most recognized figures when it comes to philanthropic causes, many of them related to his Jewish heritage. A graduate of the University of Michigan business school, he earned a law degree (from Wayne State University), then transformed a failing windshield business. Today, privately held Guardian Industries is a leader in architectural and automotive glass, with 19,000 employees in 21 countries. Davidson chooses to share his wealth in a number of causes, including religious education (among them the William Davidson Graduate School of Jewish Education at New York’s Jewish Theological Seminary of America and the Wexner Foundation, which gives grants to post-undergrad students of Jewish studies). He has also made generous donations to excavations at the southern wall of the temple mount in Jerusalem.

Deborah Dolman’s reputation as a Lansing-based entrepreneur is growing -” and for good reason. Her first career was as a court reporter (she launched her company in 1979); 12 years later she was developing technology to help attorneys and those in the legal system capture video and audio testimony. The Greater Lansing Business Monthly recognized her as its “Entrepreneur of the Year,” but even selling the company didn’t slow Dolman down. She put her skills in relationship building and collaboration to work at Lansing Community College, helping with several projects involving technology development. Today she’s applying her relationship-building skills in an entirely different direction, as vice president of business development and co-owner (with her daughter Cerese Dolman) of Cerese D Jewelry, Inc., which makes items sold in upscale boutiques and marketed directly nationwide. Deborah Dolman has been profiled in publications such as Entrepreneur magazine, Nation’s Business and Black Enterprise.

It might be easier to describe what Frederick Feliciano hasn’t done when it comes to helping advance the stature and health of the Hispanic community in metro Detroit. Born in southwest Detroit and raised in a strong family atmosphere, Feliciano went to work for the Catholic Youth Organization, where he saw creation of the Youth Athletic Enrichment Program, the Southwest Detroit Recreation League and the Annual Hispanic Youth Leadership Conference. He has served as manager of community relations for the Detroit Tigers, implementing the team’s first strategic plan to penetrate the Hispanic market (which led to a similar plan for the Arab American market). And for four years, Feliciano served as multicultural liaison to the mayor of Detroit. Feliciano is president of the Hispanic Business Alliance, which has seen a 300 percent growth in membership in his tenure, and was the driving force behind the annual Hispanic Business Expo and Economic Summit.

Joel Ferguson must be used to hearing the word “first.” In 1967, he was the first African American elected to Lansing City Council (and the youngest) and was the first African American elected to the Ingham County Board. Ferguson served on the Democratic National Committee and helped Jesse Jackson’s 1988 victory in Michigan. In 1995, President Clinton appointed him to the board of the Federal Home Loan Mortgage Corporation. But politics is not the only thing that keeps Ferguson energized; he founded two television stations and was instrumental in the startup of Capitol National Bank. Ferguson also co-founded F&S Development Company, which owns and develops major commercial buildings, including the Michigan House of Representatives building and residential complexes in 16 cities. He chairs the Michigan State University board of trustees and is vice chair of the Blue Cross Blue Shield Foundation. In 2007, Ferguson received the NAACP Freedom and Justice Award.

General Motors is one big place. But when it comes to supplier diversity with an emphasis on women, few would argue that Diane Freeman has been one of the most influential individuals in transforming the automaker as a place where opportunities abound for women business owners. Freeman has done so in many ways, including having one-on-one conversations with executives and hosting facilitated workshops that help share best practices in supplier diversity. Freeman mentors women business owners as well, partly through her membership on numerous boards (among them, the National Minority Supplier Development Council, Michigan Minority Business Development Council, Michigan Hispanic Chamber of Commerce, Native American Business Alliance and the Michigan Women’s Business Council). She is also on the board of the Center for Empowerment and Economic Development. She says a key to building supplier diversity is performance. “We want to make sure we are building strong performing minority suppliers that are positioned for growth.”

Formed in 1965 as a means to better meet the needs of the Hispanic community in southwest Detroit, Latin Americans for Social and Economic Development, chaired by Jane Garcia, was the first Latino agency in the city. Today it serves seniors and youth as well as offering continued information and referral services in an area where some 45 percent of the population is Hispanic (and where continued growth has helped to balance the declining population in other areas of the city). In its early days, a key purpose of the agency was to help immigrants with language and cultural barriers receive needed services. LASED, a United Way agency, now has a meals program and helps organize chore services for seniors, the intention being to help the elderly stay in their homes as long as possible. LASED also networks with other agencies and schools, encouraging educators to become role models for a future generation.[PAGE[

Born in southern Lebanon, Yousif Ghafari became a U.S. citizen in 1978, four years after earning the first of several degrees, three of them from Wayne State University. A licensed professional engineer, Ghafari heads the architectural, engineering and staffing firm that bears his name, an organization he founded based on responsive customer service and the latest in technology. But Ghafari, a Lebanese Christian who immigrated to the U.S. in the mid 1970s, is passionate about more than designing great buildings (although the firm has received numerous awards for doing so). He has a well-deserved reputation as one of the area’s leading philanthropists and is a member of the Institute of Metropolitan Detroit’s “Hall of Fame.” Ghafari is a board member for several organizations, including the College for Creative Studies, Oakwood Healthcare, Inc., the Automobile Club of Michigan, Dura Automotive Systems, Inc., the Economic Club of Detroit and the Wayne State University Foundation.

The list of organizations to which Republican State Senator Bill Hardiman has contributed his leadership skills is a long one. But that doesn’t mean the Michigan State Senator isn’t focused. Indeed, the recurring theme for the long-time resident of Kentwood (where he served as mayor from 1992-2002) is bettering the human condition. Hardiman, who according to his Web site is “exceptionally active” in his church, gained national attention as one of the founders and current chairman of Healthy Marriages Grand Rapids, formerly known as the Greater Grand Rapids Community Marriage Policy, a broad-based program to promote strong marriages and family life. Hardiman was elected in November 2002 to represent the 29th State Senate district, which includes the cities of Grand Rapids, Kentwood and Lowell and the townships of Cascade, Lowell, Vergennes and Grattan.

Growing up in the state of Washington and earning a degree in business administration from the University of Washington, Darryl Hart first went into the banking industry before taking a sharp right turn -” as owner of an Adventures in Advertising franchise, which he developed over five years to become a successful enterprise. Selling the company in 1999, today he is smoothing the road for health care clients. As co-founder of Commodity Sourcing Group, Hart is providing commodity sourcing, commodity integration and supply chain management services. He’s also a firm believer in the power of minority owned businesses and how they can effect change in society. “We have written into our policies and procedures, explicitly, our desire and intention to engage in all areas of socially responsible behavior including proactively engaging in diversity programs with an emphasis on minority reciprocity within our own community.” Hart and his wife Lori have two children and are active in their community.

One might think running the first black-owned dealership to surpass $1 billion in sales would be enough achievement for one person. But they wouldn’t know Gregory Jackson, whose Prestige Automotive now includes six dealerships representing Pontiac, Saturn, Lincoln, Mercedes, Ford, GMC, Buick and Mercury. Jackson, who two years ago served as president of the GM Minority Dealers Association, was also named Dealer of the Year by Black Enterprise magazine. In an industry where competition is clearly keen, Jackson continues to hold a leadership role, something that Rick Wagoner, the head of GM, would attest: “Greg Jackson is the advantage that Prestige Automotive has over other dealerships. Greg recognizes that an integral part of running a successful business requires a commitment to his customers and their complete satisfaction, and being an active member of the community in which the dealership operates.” Today, Jackson Automotive Management is considering several non-automotive ventures as part of a growth strategy.

When he was playing for the NBA Detroit Pistons (from 1981-1994), Vinnie Johnson was known as the Microwave -” for his ability to instantly heat up the offense. Thirteen years later, Johnson is in a different game altogether, this one the highly competitive auto supply business. The arena is an area of the city that’s seen to have its own set of challenges, but Johnson is no quitter; he’s attracted training grants to improve the productivity of employees (absenteeism and turnover were early problems) and brought together a team he expects will not only survive, but excel in the future. Diversity is part of the equation, reflected in the company’s values: “Piston Group will create an atmosphere that attracts and retains top talent by embracing, encouraging and respecting our differences.” The company, located in Detroit’s Empowerment Zone, is working on growing its business and has established joint ventures with other suppliers including Lear, Continental Teves and others.

Joyce Keller is executive director of JARC, a nonprofit whose mission it is to provide residential and independent-living services to people with developmental disabilities. A former teacher, Keller was introduced to JARC and knew right away that it was what she was looking for. “It just felt right,” Keller once told a writer from the Chronicle of Philanthropy. “You know how some people have a theme in their dreams? For my whole life, the theme has been houses: redesigning them, knocking down walls, going street to street, looking for houses.” She finds the work at JARC immensely rewarding. “Taking people with mental retardation and developmental disabilities out of the shadows, out of the closet, and helping them be part of this community just like you and I are. That they’re not ashamed, that they have names and faces, that’s the greatest legacy we leave.”

For the last six years, Daniel Oglesby has provided leadership for the human resources function at Spectrum Health. But Oglesby is no newcomer to the field; he previously worked as director of performance, compensation and development for Alticor Corporation (formerly known as Amway), where he redesigned the human resources department, managed the HR business products group and initiated major human capital change programs. Oglesby has also worked at Corporate Express, as VP of human resources for the delivery systems division, consolidating the company’s HR functions, defining a compensation structure for employee job groups, and introducing standard policies and procedures. Oglesby was also director of human resources and labor relations for Dow Chemical Company’s operating engineers and prior to that, diversity development director at Dow’s corporate headquarters. He earned a bachelor’s degree in health science from Grand Valley State University and a master’s degree in public administration from Western Michigan University.

Nikki S. Olyai
President, Innovision Technologies, Inc.

A pioneer, not only in her profession (Innovision focuses on advanced sciences, engineering and information technology) but in furthering the role of women as entrepreneurs, Nikki Olyai was quick to recognize the value of obtaining Women’s Business Enterprise certification. Just six years after its founding in 1993, Innovision was named one of Fortune magazine’s fastest-growing privately held companies. The recognition was quickly followed by others: Innovision was one of 11 companies in a 2000 Salute to Women’s Business Enterprises and Olyai has been recognized by a Congressional Committee for outstanding leadership. She has also been recognized with an Outstanding Women Entrepreneur Award. Olyai earned a bachelor of science degree and a master of science degree in computer science from Oregon State University. She continues to be active in groups promoting the growth of women-owned businesses and serving as a role model for others, believing that supplier diversity is a smart business imperative.

Born in war-torn Korea, at the age of 10, Dominic Pangborn found himself adopted into an American family in Jackson, Mich. After his adopted father recommended a career in art, Pangborn studied at the Chicago Academy of Fine Arts, eventually returning to Michigan to found his namesake design firm. And while business ventures are forefront, so is a keen sense of giving back to the community, especially through initiatives that embrace inclusion. While his design awards now number in the hundreds, the passion he exhibits is seemingly limitless: Pangborn’s business endeavors range from information technologies and securities to building materials and custom digital media networks. He’s also a passionate supporter of causes and events such as Ebony Fashion Fair, Museum of African American History’s African World Festival and the United Negro College Fund Annual Mayor’s Ball. Pangborn has also given his time to a number of well known organizations, among them the Detroit Science Center, the Children’s Center of Michigan and the Michigan Humanities Council.

A decade after envisioning a reliable and reputable information technology firm, David Segura’s Vision IT is one of the largest diversity-owned IT staffing, outsourcing and vendor management firms in the nation. Acknowledged by Inc. magazine as one of the fastest growing privately held companies in North America, it is also one of the fastest growing and largest Hispanic businesses in the United States. Segura is not only committed to growth in the business, but in the community in which he lives and serves. It was his involvement in the Society of Hispanic Professional Engineers that the idea for Vision IT was born and Segura continues to give back, having created a Vision IT summer internship program in partnership with Wayne State University, providing Detroit high school students with valuable exposure to the growing information technology field. A college-level student scholarship and interning program, Second Step, provides students with additional opportunities.

As a young man, Salman Sesi understood what it was like to be a minority, having been raised in Iraq as a Chaldean Christian. Already a lawyer in Baghdad in 1948, he immigrated to the U.S. in 1950 and went back to school to earn a law degree at Wayne State University. In the early days of living in the Detroit area, Sesi says being a part of a very small minority (fewer than 65 families) meant having to work together with other minorities. And while the numbers have grown (there are some 160,000 Chaldeans in the area), Salman Sesi has made it a point to stay connected with a growing Arab and Chaldean community, including serving as chair of the Iraqi American Association of Michigan. At the same time, he has distinguished himself as an advocate for small business (a specialty of his law firm) and serves on the advisory board of the Michigan Food and Beverage Association.

Growing up in northern India, Ravinder “Ron” Shahani recalls seeing Neil Armstrong walk on the moon, an event that he says had him first dreaming of a life in the United States. Completing a degree in finance in India, he came to the U.S. in 1975, first earning a Master’s in Business Administration before joining Ford Motor Company. It was in 1982 that he saw the need for a professional staffing firm and launched Acro Service as a result. “I immediately perceived an opportunity as initiatives for outsourcing engineering and design projects became the key concept to eliminate high-end costs and yet remain competitive.” Part of Shahani’s strategy was to recognize the financial lure of joining a staffing company like Acro. In doing so, he offered engineers more than they could make elsewhere. He has since diversified into other industries and now automotive accounts for just 30 percent of Acro’s business.

Herb Strather emerged from an economically deprived southwest Detroit community to become one of the nation’s leading African American entrepreneurs. But all great things have small beginnings and Strather’s came with the purchase of a single property, the result of a decision he made after attending his first class at Wayne County Community College to become a real estate investor. Since then, communities that were once challenged and seemingly beyond their prime have blossomed, the result of Strather’s vision of creating safe and welcoming places where families and small businesses could grow and prosper. He was an early investor in the Motor City Casino, one of three gaming sites in Detroit. Strather’s personal passion for education and community building led to his support for the work of Optimist International. He has personally donated more than $1 million to the organization and is responsible for founding some 115 chapters of Optimist International.

In the five years since Jeff Styers, a Native American, founded staffing company Arrow Strategies LLC, the staffing firm has earned a reputation for excellence, first exemplified by its selection a year later as one of “Metropolitan Detroit’s Best and Brightest Places to Work For.” A series of acquisitions quickly positioned Arrow Strategies as a force to be reckoned with in the staffing industry. The company has been a repeat “101” winner in subsequent years and in 2005 was nominated as “Minority Supplier of the Year” by the Michigan Minority Business Development Council. Styers, who also owns a specialty staffing service -” Computer and Engineering Services -” is very much a “people person” as evidenced by one of his hard and fast rules, one which not all staffing companies adhere to. “We are adamant about meeting our candidates. I don’t know how you can compete without knowing your product and our product is our people.”

The Asian Pacific American Chamber of Commerce, formed in 2000 to provide a structured environment facilitating cooperation, support and mentoring among all Asian Pacific American businesses and professionals, is headed by Denise Yee, whose entrepreneurial spirit helps when it comes to interacting with businesses, building networks and enhancing communications. Yee’s years of experience in both private and public sectors and her skills in public relations, community relations, event planning, marketing and fundraising are all part of what makes APACC such a vibrant organization. Yee’s experience includes working for the Birmingham Bloomfield Chamber, Michigan Department of Career Development and Michigan Jobs Commission. She also served as director of the Office of the First Lady when Michelle Engler held that post. Yee’s enthusiasm and unwavering spirit are well known, as are her core strengths and capabilities, all of which demonstrate a desire to take a leadership role to advance the causes of APACC. Yee earned a degree in organizational leadership and management from Regent University.

Diversity Champions

Arab-American and Chaldean Council

Founded in 1979 as a one-person office (head-quartered in the Inter-national Institute in Detroit), the Arab-American and Chaldean Council served just 421 clients; a decade later it had opened 12 outreach centers and was reaching more than 5,000, a growth in stature and predominance due to the simple desire to serve. The organization remains central to the fabric of culture for thousands and a fulcrum for development in one of the city of Detroit’s more challenging areas, the 7 Mile Neighborhood. It’s there where a revitalization effort that began in 1995 has since become part of the city of Detroit’s Community and Neighborhood Development Initiative. Today, the ACC -” how it refers to itself -” continues to support the community, serving more than 78,000 clients a year.

Band of Angels

After Cynthia Kidder’s son Jordan was born with Down Syndrome in 1989, she was told how “different” he would be. Instead, Kidder began to realize that Jordan was more the same than different. In 1994, she formed Band of Angels to share that realization with others, her intention being to bring this inspiring and hopeful message to other families. Private donations and publishing revenue account for more than half the organization’s budget; an annual Starry Night Gala and other grants and donations also help support families of children with Down syndrome with accurate information, advocacy and educational scholarships. Kidder worked with Joseph Rubenstein of Aurum jewelers in Rochester, Mich., to create an international symbol for Down syndrome, available as a sterling silver charm at www.bandofangels.com.

Center for Empowerment
and Economic Development

An organization dedicated to producing results for women entrepreneurs for nearly 20 years, the Center for Empowerment and Economic Development (CEED) is by nature a leader. “Our guiding principle-¦has always been to be first in the market,” says Michelle Richards, executive director of CEED. “If we cannot be leaders and provide the program or service then we do not provide it. We do not want to compete with other assistance-oriented organizations; instead we wish to cost-effectively complement what the others provide.” Richards’ focus for CEED is to provide emerging and established women business owners with counseling, training, financing, loan packaging, certification and procurement assistance. It accomplishes the mission primarily through two annual events -” an October “Women in Procurement” conference and its “Breakthrough” breakfast, held every April. CEED boasts more than 500 paid members, making it the largest such organization in the state. Clearly, the future is bright for women entrepreneurs.

The Children’s Center

While the Wayne County organization works with children and families in addressing a wide range of areas that impact their quality of life, the issue of diversity is never far from the focus. Indeed, CEO Debora Matthews, an accountant by profession who returned to the Children’s Center in 2005 (she once served as finance director), has been clear in spreading the diversity message. Her “Leading Diversity from the Inside Out” presentation made to the Council of Accreditation last year and a conscious promotion of staff training and education continues to resound as a theme for promoting diversity as a driving force. A Diversity Inclusion Art Show (scheduled for October 2007) showcased local area youth efforts, with a particular emphasis on diversity concepts.

Focus: HOPE

Intelligent and practical action. Those words were in the original mission statement co-written by Eleanor Josaitis and Father William Cunningham when Focus: HOPE was launched in 1968, a year after the infamous Detroit riots had left the area sharply divided among racial lines. Josaitis remains committed to the effort (Father Cunningham died in 1997) and Focus: HOPE has received national and international recognition for its efforts. While one of its first initiatives was providing evidence of inner-city residents (principally black and poor) paying more for food and prescription drugs than those in the suburbs, Focus: HOPE has gone on to provide tangible means to provide skills development, notably through its successful Machinist Training Institute (founded in 1981). Success is measured one individual at a time.

Inforum

Originally called the Women’s Economic Club, Inforum is one of the largest and most prestigious business forums in the nation, with more than 2,200 members from a broad cross-section of Michigan’s business community. Its mission -” to strengthen the business environment by creating opportunities for women to lead and succeed -” is achieved through the forging of alliances, discussion of vital civic and business issues and establishing connections that help accelerate careers. The organization’s leadership training program (offered through the Inforum Center for Leadership) is a well-respected initiative that continues to grow in stature. Monthly events in southeast, central and west parts of the state are important ways for Inforum members to network. The 2007 version of its Michigan Women’s Leadership Index was released in October.

Jewish Federation of Metro Detroit

Positioning itself as the major instrument of Jewish philanthropy and volunteerism in the Detroit area, the Jewish Federation of Metro Detroit sees as its mission the promotion of health, education, spiritual and cultural identity of the Jewish people worldwide. The organization teams up with others for raising and allocating funds to provide life-saving and life-enhancing humanitarian assistance, translating Jewish values into social action on behalf of the nearly 100,000 Jews in the Detroit area. Locally, a family of 19 social service agencies and schools are instrumental in meeting that need. Worldwide, funding impacts the lives of thousands of Jews throughout Israel, in the former Soviet Union, and in 60 countries around the world. Numerous initiatives include the Alliance for Jewish Education and ElderLink, a network of services for older adults.

Mexicantown Community Development Corporation

Founded in 1989, the nonprofit organization seeks to foster economic development in the Hispanic community of southwest Detroit. The job includes helping to eliminate blight, creating skilled positions for residents and providing opportunities for small business development by local entrepreneurs. Mexicantown Developments promotes the area’s restaurant, shopping and cultural district to audiences across southeastern Michigan and cultural programs and activities that educate and enrich the lives of residents of the neighborhood and the southeast Michigan region. It also provides entrepreneurial training and incubation to increase the economic self-sufficiency of neighborhood residents and advocates for physical improvements and maintenance in the Mexicantown district, including parks and streetscapes. It has also spearheaded the use of vacant land, notably with the Mexicantown International Welcome Center and an area for specialist merchants–Mexicantown Mercado. Its Mexicantown Hubbard Communities has been designated a district by Detroit’s Office of Neighborhood Commercial Revitalization Re$tore Detroit! Program.

New Horizons Rehabilitation
Services, Inc.

Persons with disabilities come from a broad spectrum of ethnicities, something of which New Horizons is keenly aware. An active Diversity Team is part of the strategy to more effectively serve different cultures. Last year New Horizons hosted a successful National Association of Multicultural Rehabilitation Concerns Conference, joining several hundred rehabilitation professionals in celebrating diversity while collaborating to achieve professional excellence. The organization boasts a 98 percent satisfaction rate, an 80 percent placement rate for people referred to New Horizons for employment and a 10 percent increase in the number of persons served. Of those who began a vocational evaluation, 93 percent completed the program. CEO Stan Gramke received the 2006 Management Excellence Award from the National Industries for the Severely Handicapped.

On Wheels Incorporated

Since launching its African Americans On Wheels magazine in 1995, the organization has had a leadership role in promoting diversity within the automotive industry. It’s an effort that has produced real fruit, including the development of diversity councils at such brand name multinationals as Jaguar and Land Rover. The organization, led by Randi Payton, also lays claim to having spurred the creation of diversity advertising departments at many of the nation’s largest automakers. Only after On Wheels publications (among them Asians On Wheels and Latinos On Wheels) targeted the audience did others begin to follow suit. On Wheels’ annual Urban Wheel Awards program, held in conjunction with the North American International Auto Show, showcases those who embrace the tenets of diversity in their business practices.

Presbyterian Villages of Michigan

Its name aside, Presbyterian Villages of Michigan sees its role as serving older adults of all faiths. Further, the organization, founded in 1945, seeks to “create new possibilities for quality senior living.” It does so primarily through a network that includes apartments (some of which are subsidized), assisted living centers, nursing homes, continuing care and Savior’s Grace home care services, among others. Services provided by the organization’s foundation include assisting those whose financial resources may be depleted. One of Presbyterian Villages of Michigan’s “behavioral values” is being inclusive, demonstrated by its welcoming of all residents-¦without discrimination. The organization continues to expand both the scope and depth of its mission by working with various partners and affiliates, including health care providers and organizations that advocate for seniors.

By J.D. Booth
October 1, 2007

It’s a proverbial chicken and egg question: What comes first -“ a great company to work for or great people who work there? In the minds of many, it might not seem like much of an issue. But after connecting with HR directors and executives at each of the 101 Best and Brightest Companies to Work For, we think it’s a bit of both -” great companies and the great people in them. And when it comes down to it, nearly all agreed -” without good people, an organization will invariably come up short.

Industry: Public relations Employees: 58

Locations: Southfield, Mich. and Redwood City, Calif.

Founded in 2000 just ahead of the dot-com bust, Airfoil has succeeded beyond any early expectations. For co-founder Lisa Vallee-Smith, the firm’s “higher thinking” tagline is about people. “We seek out and reward employees who can think creatively and act quickly,” she says. “From the top down and every other angle, all employees have a say and a stake in the agency and its success.” Retention is a top priority. And with a “We have fun” core value to live up to, she’s been known to arrive at the agency’s annual meeting garbed in mask, snorkel and fins-”and a backpack full of $100 bills.

Industry: Insurance Employees: 22 in Michigan

Locations: Five www.agis-inc.com

Allied Group CEO Michael Nixon says the company, with its ‘promote from within culture,’ is a place where work-life balance is alive and well. Add a great benefits package and flexible work schedules to the mix and Nixon says growth is sure to be on the horizon. In five years, he predicts, Allied Group will be a bigger company, yet not one that’s insensitive to the current culture, which Nixon says is family oriented. “It is extremely important that we not lose sight of what makes us a great company to work for. We’ll always strive to be that place.”

Industry: Health care Employees: 225

Locations: Five www.altarum.org

Altarum, an Ann Arbor-based nonprofit research institute, is working to become the nation’s preeminent provider of objective health systems research and solutions. In doing so, it boasts a collegial and collaborative work environment that gives staff the opportunity to grow professionally while being rewarded with HR systems that promote work-life balance, all while they work on transforming the nation’s health care systems. Respecting employees is part of that undertaking, says CEO Linc Smith, who sees growth on the horizon but with the same values Altarum has sought to instill. “We trust we won’t have lost what we so value today,” says Smith.

Industry: Automotive

Employees: 11,000

Locations: 27 locations in Detroit area and worldwide

One of the key ways this powerhouse automotive supplier attracts employees is its world-class mentoring program. The company, recognized as an ethical company with strong leadership and a growing global reach with international opportunities and a strong financial base, also offers multiple opportunities for educational advancement and distinguishes itself in the variety of assignments available to employees. Created when Richard E. Dauch and a team of investors acquired a number of former General Motors plants in 1994, AAM is expected to continue to expand its global footprint, product development and worldwide sales, which, in turn, could mean even greater opportunities for employees.

Industry: Insurance Employees: 384

Locations: Eight www.american-community.com

CEO Michael E. Tobin says building a positive experience makes good business sense, at least one reason why American Community Mutual Insurance Company spends so much time creating a culture that values employees. “It’s easy to come to work to a positive experience,” says Tobin. A big part of that is the development of appreciation and a partnership with employees who are, as a result, “genuinely engaged in the success of our organization.” American Community hosts programs that encourage healthy lifestyles and supports employees in activities that support charity and community involvement. “It’s so we can all help others,” says Tobin.

Industry: Nonprofit

Employees: 900, 12 of which are in SE Michigan/Detroit

Locations: Over 100 offices nationwide

An integral part of each year’s “101 Best and Brightest” program is the opprtunity to connect with people from other organizations.

What is at the top of the list of reasons people will want to work for the American Diabetes Association? The organization’s “critical and meaningful mission.” Add in a competitive total rewards package and a philosophy that sees investment in technology to make processes simpler for employees and it’s easy to see why the Southeast Michigan branch made the list. A combination of special events to honor individuals who are being recognized for their efforts and flexibility of work hours are seen as contributing to the health of the workplace. Some call it having a great balance between having the heart of a nonprofit and functioning like corporate America.

Industry: Insurance Employees: 812

Locations: 10 www.amerisure.com

How did Amerisure become a premier employer? CEO Richard Russell says it’s about focusing on excellence and optimizing customer service through extraordinary service. “This commitment is so ingrained in the culture -¦ that it is readily apparent to applicants.” He says it works on the retention level as well. “They want to stay at Amerisure because of the pride and personal rewards they receive for doing an extraordinary job,” says Russell. With two of Amerisure’s most profitable years occurring in 2005 and 2006 (with that level of profitability continuing in 2007), Russell says the success is “achieved through our people.”

Industry: Staffing Employees: 140

Locations: Three www.arrowstrategies.com

“Bottom line, recruiting is our business, so it is a true focus for our staff,” says Arrow Strategies CEO Jeff Styers, who recognizes the importance of having staff (most of whom work offsite) feel like family. Taking note of events such as anniversaries or service that goes beyond the call is part of the strategy. So is focusing on building a team that works well together. “We have been known to create positions that suit individual needs and desires while providing a value-add to the company,” says Styers, who also focuses on promoting from within (rather than seeking outside leadership).

Industry: Logistics/trucking Employees: 282

Locations: Two www.artisan-associates.com

www.nlmi.com www.topfliteexpress.com

In the midst of a rebranding effort that will see three separate companies come together, CEO Scott Taylor says Artisan/NLM Enterprise is nonetheless building a “great word-of-mouth reputation.” Taylor says technology leadership in the logistics industry is only part of it. “It’s more so due to the genuine investment we make in our employees. We are able to retain employees because we deliver on that reputation and provide them with fulfilling careers and a vast opportunity for growth.” The company puts its money where it counts as well, basing pay on a straight eight hours with no deduction for lunch or breaks.

Industry: Professional services Employees: 225

Locations: Six (Dearborn and Farmington Hills, Mich., California, South Carolina, Washington, D.C., Ontario, Canada)

A human capital, marketing and consulting services organization, ASG Renaissance attributes its success in attracting and retaining employees to a combination of benefits, company leadership and a work environment that focuses on open, honest communication and feedback. CEO Lisabeth Ardisana says the result is “a relaxed environment where it’s easy to get along with people and work towards the common good.” Being upfront about how the company is doing financially adds to the high loyalty and buy-in factor, says Ardisana. “Everyone is extremely dedicated to doing exceptional work and we all share the same high personal and professional standards.”

Industry: Land development consulting Employees: 450

Locations: 13 offices nationwide www.atwell-hicks.com

Networking is critical for sharing best practices.

Rock stars? Atwell-Hicks employees might not be on the music stage, but they are in the spotlight as far as people like Kathleen Trader, human resources group leader, are concerned. Trader says the company’s size-””the resources of a large firm, the agility of a small firm”-”makes it “perfectly positioned to offer more leadership opportunities, professional development and performance incentives, in addition to the opportunity to work on dynamic projects nationwide.” Training is clearly a priority, and a formalized employee feedback program helps make sure individual ideas don’t get overlooked. Nearly 70 percent of new hire referrals come from staff referrals.

Industry: Design and construction services

Employees: 801 Locations: 12 www.bmco.com

CEO Ben Maibach III says Barton Malow’s “solid reputation for integrity” among clients, subcontractors and colleagues is frequently mentioned by new hires as a reason for them pursuing employment with the design and construction services firm. And still the company wants to know how it can be better. “One of the first questions we ask ourselves is ‘what could we have done differently?’ and not ‘how did this employee fail us?'” says Maibach. “We hold people accountable but we know there are two sides to every story. We consistently look for win-win solutions while maintaining respect and dignity for our individuals.”

Industry: Public accounting, professional services

Employees: 80 in Detroit area, 25,000+ nationwide

Locations: Troy, Grand Rapids, Kalamazoo

Being in the public accounting business these days has its own set of challenges, all of which require talented individuals to tackle. BDO Seidman is no exception, but the organization excels in being able to attract the professionals it needs to serve a growing client base. The practice, a member of BDO International, invests in internal communications, mentoring, tuition reimbursement, student loans and training. The result is a strong professional and personal growth culture and a partner-to-staff ratio that’s one of the lowest in the industry, which translates into greater opportunities early in a professional’s career.

Industry: Health care insurance Employees: 1,341

Locations: 11 www.mibcn.com

CEO Jeanne Carlson has one word for why Blue Care Network is able to attract and retain employees: culture. “Our vision, mission and values were created by employees, for employees and we work hard to honor these commitments,” says Carlson. It also means listening, which management does regularly. “This input gives us opportunities to learn and adjust our business to meet the needs of our employees and they, in turn, take care of our customers.” As proof, Carlson points to a Work/Family Care program, developed in partnership with union leadership, that includes resources to help with homework and other work-life topics.

Industry: Benefits consulting Employees: 48 (in Troy)

Locations: Troy and Grosse Pointe, Mich.; Cleveland, New York

With word-of-mouth being the primary means of recruitment, this benefits company (which specializes in employee and executive plans as well as estate planning), is able to share in its success. As Executive Vice President Stacey O’Keefe explains, working at Cambridge includes “unbelievable teamwork” and an atmosphere where it’s “work hard, play hard” throughout the year. It’s also one where success is celebrated. “Everyone is aware of what the goals are,” says O’Keefe. “On a quarterly basis, we discuss those and on a monthly basis we get together for a breakfast or a lunch. It really is a great place to work.”

Industry: Public accounting Employees: 60

Locations: Southfield, Mich. www.claytonmckervey.com

Staying on top of changes in legislation and regulation takes a lot of work and that means making a continual investment in employee training, something Donald Clayton knows all too well. Doing so will help the Southfield firm stay ahead in the face of strong competition. The firm does its part to participate in international organizations, the better for employees to “provide resources for our clients.” A culture of caring includes trips to Cedar Point and serving homemade cakes to celebrate promotions. Clayton says communication is key. “It assures our work as a team is fundamental, while valuing individual contributions to our team goals.”

Industry: Communications Employees: 55

Locations: Three www.clearblue.biz

Clear!Blue, whose clients include Jeep, Domino’s and Dodge, was founded on the idea of creating a unique environment where people would actually want to work. “The reason we have tried so hard to create and maintain that kind of place has a lot to do with ‘Inspiration!’ our first core value,” says CEO Todd Smith. At Clear!Blue, HR is called “People and Culture” and every year, Clear!Blue Camp brings the firm’s Chicago, Birmingham and Germany offices together for an intensive two-day session where work is checked at the door, the emphasis being on sharing company vision and unifying team goals.

West Michigan’s 101 Best & Brightest Companies To Work For 2007 Winners

West Michigan winners were recognized in May and were featured in the Grand Rapids Business Journal -¢ Acoustics By Design, Inc. -¢ American Axle & Manuf., Inc. -¢ American Physicians Assurance Corp. -¢ Andy J. Egan Company, Inc. -¢ Art Van Furniture -¢ ATEK Medical -¢ Atwell-Hicks, Inc. -¢ Battle Creek Health System -¢ Baudville, Inc. -¢ BDO Seidman, LLP -¢ Beacon Services, Inc. -¢ Beene Garter, LLP -¢ Borgess Health -¢ Business Strategy, Inc. -¢ Byrne Electrical Specialists -¢ Cargo-Master, Inc. -¢ Clark Construction Company -¢ Clark Retirement Community -¢ Clipper Belt Lacer Company/Flexco -¢ Coldwell Banker AJS- Schmidt – Cascade Office -¢ Cole’s Quality Foods, Inc. -¢ Comcast – Western Michigan -¢ CompHealth Grand Rapids -¢ Consumers Credit Union -¢ Contractors Mechanical -¢ CPR, Inc. -¢ Crowe Chizek and Company -¢ CSM Group -¢ Cynthia Kay and Company -¢ Davis Dental Laboratory -¢ Deloitte & Touche USA LLP -¢ DVK Construction -¢ Easter Seals-Michigan, Inc. -¢ Enterprise-Rent-A-Car -¢ Ernst & Young, LLP -¢ Exhibit Design Consultants -¢ Family Christian Stores -¢ Fishbeck, Thompson, Carr & Huber, Inc. -¢ FourSquare Financial Group/MassMutual -¢ Francis Marketing, Inc. -¢ Grand Rapids Community Foundation -¢ Gymco Sports -¢ Harbor Industries -¢ Harold Zeigler Auto Group -¢ Herman Miller, Inc. -¢ Holland Hospital -¢ Hope College -¢ Hilb Rogal & Hobbs, Inc. -¢ HUB International Insurance -¢ Hungerford, Aldrin, Nichols & Carter, P.C. -¢ Huntington Bank -¢ Independent Bank -¢ InterCare Community Health -¢ Jackson National Life Insurance Co. -¢ Kendall Electric, Inc. -¢ L-3 Communications Avionics Systems, Inc. -¢ Law Weathers & Richardson -¢ Leisure Living Management -¢ Life EMS Ambulance -¢ Member First Mortgage -¢ Mercantile Bank of Michigan -¢ Mercy General Health Partners -¢ Michigan Medical PC -¢ Mill Steel Company -¢ Miller Johnson PLC -¢ Nimlok Grand Rapids -¢ NTH Consultants, Ltd. -¢ Nucraft Furniture Company -¢ Omni Community Credit Union -¢ Opportunity Concepts, LLC -¢ OtterBase, Inc. -¢ Pine Rest Christian Mental Health Services -¢ Pinnacle Construction Group -¢ Plante & Moran, PLLC -¢ Porter Hills Retirement Communities & Services -¢ Prima Communications, Inc. -¢ Priority Health -¢ Progressive AE -¢ Regal Financial Group -¢ Rhoades McKee PC -¢ Rockford Construction Co. -¢ Saint Mary’s Health Care -¢ Schawk, Inc. -¢ Seaman’s Air Conditioning & Refrigeration, Inc. -¢ Service Express, Inc. -¢ Sparrow Health System -¢ Specialty Heat Treating, Inc. -¢ Spectrum Health Hospitals -¢ Stahlin Enclosures -¢ The Campbell Group -¢ The Image Group -¢ The Rehmann Group -¢ Triangle Associates, Inc. -¢ Trillium Staffing Solutions -¢ Van Wyk Risk & Financial Management -¢ Varnum, Riddering, Schmidt & Howlett LLP -¢ Warner Norcross & Judd LLP -¢ Windquest Companies, Inc. -¢ Workstage, LLC -¢ Yeo & Yeo, CPAs & Business Consultants -¢ Zeeland Community Hospital

Industry: Cable related services Employees: 4,400 in Michigan

Locations: 30 www.comcast.com

The cable company, now diversified into phone and Internet service, has also widened its reach as far as benefits that include the usual medical and such, but also complimentary and discounted cable and other services, plus tuition reimbursement and stock plans. Keeping in touch with employees is a priority as well, through a variety of interactive communications. Employees are encouraged to seek resolution for issues and concerns and an annual survey has 95 – 98 percent participation for the last two years. Dave Buhl, senior vice president of Comcast’s Michigan Region, says being a leading edge technology provider will only enhance employee relations in the future.

Industry: Financial services Employees: 160

Locations: Warren, Milford, Detroit, New Hudson, Livonia and Redford, Mich. www.comm-choice.coop

It may be the third year winning for this organization, but only the first under this name (two-time winner Research Federal Credit Union merged with Community Choice in August). What hasn’t changed, according to Tracy Jones, vice president of human resources, is the high level of commitment by employees. Part of that may be due to the feedback they get. “We have semi-annual evaluations, a coaching process, and an internal service survey that allows us to share feedback and foster development.” The “family friendly” environment comes with “a high sense of empowerment and respect for team members and the contributions they make,” adds Jones.

Industry: Financial services Employees: 148

Locations: Eight www.cfcu.org

When Community Financial CEO William Lawton talks about a “good working relationship with employees,” he’s talking about emphasizing teamwork and two-way communications. “By working together productively, both Community Financial and our employees will succeed,” says Lawton. “There is real job security when we provide top quality service.” Lawton says having policies and procedures in place to resolve any problems that occur is key, as is valuing each employee as an individual. Leaders meet monthly with employees to provide a one-on-one communication forum and in the future Lawton expects to see “an even more innovative culture that nurtures cutting-edge employee friendly programs.”

Industry: Staffing Employees: 250

Locations: Rochester Hills, Mich. www.cesnet.com

In the midst of one of the toughest economies in the nation, Computer and Engineering Services is fighting back with a full employment package that’s focused on what employees need. Vice President Jay Miron points to communication practices he says helps when it comes to retention. Miron says employee relations begins even before employees come on board and extends through quarterly luncheons, monthly check-up calls, family events and annual performance reviews. When employees voiced concerns over rising gas prices, CES responded with a weekly gas card raffle, a small gesture, perhaps, but one that Miron says was received positively. “Our employees appreciate the fact that we listened.”

Industry: IT services Employees: 200

Locations: Three www.computer-consultants.com

When Computer Consultants of America is looking for help, it turns to employees, who serve as the primary source of new hires. Once on board, employees benefit from a process that seeks to develop individual career plans for everyone in the organization, providing them with guidance, training, certifications and higher education. Says CEO Nicole Meathe, “We (do it) by implementing simple kindness combined with hard work to ensure our presence in the information technology market.” Five years from now, the theme should be much the same. Just quicker. “It is our vision to respond even faster to our employees’ needs and continue to provide outstanding support and guidance.”

Industry: Software Employees: 200

Locations: Three www.compuware.com

It’s been four years since several thousand Compuware employees were asked to relocate from suburban facilities to the company’s new downtown Detroit headquarters. Today, the landmark Campus Martius facility includes a wellness center, onsite daycare for 400 children, all-day kindergarten and even a doctor’s office. Thomas Costello, senior vice president of human resources at the software development and services firm, says it’s all part of delivering a great place to work. “The nature of our business, which is about delivering cutting edge technology, means we need to attract and retain people,” says Costello. “Having a happy and engaged workforce only makes you more productive.”

Industry: Professional services Employees: 65

Locations: Birmingham and Grand Rapids, Mich., Chicago, Dayton, Ohio, Shanghai www.c-m-d.com

Twenty years ago, Van Conway and Don MacKenzie linked up to provide specialized turnaround consulting and litigation support services. Today, the firm has five offices and some 65 employees, but it’s still a family atmosphere. “Everyone knows each other well and enjoys working with one another,” says Conway, a senior managing director. An open door policy fosters interaction with all levels within the organization, one where the culture “encourages everyone to reach their highest potential.” Work-life balance, Conway says, is a company value that plays out in various forms, including a recent trip to Cedar Point for employees and families.

Industry: Banking Employees: 127

Locations: Six www.cscu.org

CEO Anthony Carnarvon says developing an organization where employees are genuinely happy is about providing a friendly work environment, comfortable work conditions and a great benefits package. “We are proud that our employees take pride in their jobs, are committed to our organization, and enjoy coming to work.” They also appreciate life outside work, supported and encouraged by the credit union, as well as the corporate commitment to communities and the charitable organizations to which it donates. Carnarvon sees a future where growth and low turnover dominate. “Our employee longevity and continued employee development will allow us to continually strengthen our employee relations.”

Industry: Professional services Employees: 1,057 (in SE Michigan)

Locations: Three www.deloitte.com

Last year’s “Best Practice” session on employee loyalty and customer retention was facilitated by Ken Pool, of the Michigan Business and Professional Association, and featured presentations by Cassandra McKinney and Maria Marcotte.

At Deloitte, offering the opportunity to serve the country’s foremost organizations is said to be the most compelling reason for its success in attracting and retaining employees. Once onboard, SE Michigan Offices Managing Partner Joe Angileri says employees get special attention on an ongoing basis. “We are proud of our ability to make personal connections to coach and mentor everyone as an individual in an organization of our size. We pride ourselves on the individual attention necessary to help our people grow and develop.” And in the future? “Our organization will be well-known as ‘the place to be’ to accelerate your career development.”

Industry: General contractor and construction

Employees: 200

Locations: Detroit and Novi, Mich. www.demariabuild.com

CEO Richard DeMaria says empowering individuals to be policy makers within the company has led to higher levels of engagement, commitment and long-term retention. With some 22 percent of employees having celebrated 15 years or more of service in the last year, the loyalty factor is producing dividends. DeMaria underscores that loyalty by treating employees as insiders. “Employees understand that each of us shape the company’s destiny every day and have meaningful input on methods for doing our jobs.” Volunteerism is also encouraged, the reward being “the knowledge that we have made a difference and have a strong voice.”

Industry: Private club Employees: 250

Locations: Detroit www.thedac.com

A special place requires special people. For the Detroit Athletic Club, congeniality is the culture and J.G. Ted Gillary, executive manager, says hiring “likeable” people is key to the organization’s success. “They are our most important asset in attracting and keeping a stable workforce,” says Gillary, who adds that coming to work in a beautiful and elegant 92-year-old facility has its own reward. “It’s simply a great place to work.” The culture also requires employees to work closely with each other. “There is nothing more comforting and encouraging than to be among people where trust and respect is the norm. Our organizational culture is also our product.”

Industry: Convention and tourism promotion

Employees: 52

Location: Detroit www.visitdetroit.com

CEO Larry Alexander says people not only understand the organization’s mission, goals and priorities, but how their individual responsibilities fit with those goals. “We’re a people-oriented industry rather than one that focuses on product.” At the same time, he recognizes the very real need for work-life balance. “People are encouraged to do things outside their daily job functions, which creates a cross functional atmosphere. People help out wherever there’s a need and that helps us remain a successful organization.” Alexander says being in the center of “everything exciting that’s happening in the Metro area” makes the convention and visitors bureau a great place to work.

Industry: Banking Employees: 395

Locations: 11 www.dfcufinancial.com

The largest credit union in Michigan and one of the largest nationwide, DFCU Financial says it’s committed to delivering “outstanding member experiences.” CEO Mark Shobe says the organization recognizes the link between member satisfaction and that of employees. “Our employees believe in and live our brand, which is to deliver highly personalized service and expertise,” says Shobe, who revamped the DFCU compensation system. “Only the highest level of personnel received bonuses. We increased the pay scale to ensure that it was competitive -¦ and we also introduced gain sharing. My feeling was that all employees are responsible for the success -¦ and all should share in that success.”

Industry: Quick service restaurant

Employees: 500 at Ann Arbor’s World Resource Center

Locations: Headquarters, three regional offices, 8,449 stores worldwide

Experts on employee performance include Shaun Wilson, Steve Morse, Teresa Weed Newman and Ron Pawczuk.

“Exceptional people on a mission-¦” For Domino’s Chairman and CEO David A. Brandon, it’s a recipe for continued success in a competitive business. “Our approach to attracting and retaining exceptional talent is to find out how our team members want to be treated, and treat them that way,” says Brandon. An open-door communication policy, development moves and extended learning courses are ways that’s played out. Brandon, who has Domino’s 10,000th store in his corporate crosshairs, knows he can’t get there without good people. “We work hard every day to make Domino’s an employer of choice today and will continue to do so.”

Industry: Energy services Employees: 10,768

Locations: 156 (field and office) www.dteenergy.com

Human Resources Director Kathleen Herwick says employees at DTE Energy take their work seriously -¦ and they’re rewarded for that dedication. “For every dollar paid to employees in base salary, our company contributes an average of nearly 87 cents more for other benefits,” says Herwick. A free wellness program (“Energize Your Life”) and a competency-based performance management system that encourages accountability are among initiatives she says makes DTE Energy “a model workplace.” Numerous programs for promoting diversity and a mentoring process that helps employees with problems that may interfere with job performance is part of what makes that possible.

Industry: Nonprofit Employees: 350-400 (seasonal fluctuation)

Locations: 17 www.easterseals.com

For Jackie Hooper, vice president of human resources at Easter Seals-Michigan, “finding the right people to be on the bus” is an important first step in creating a successful organization. “We need people who believe and want to support Easter Seals and its mission. A lot of the screening practices ensure that the people we bring on board have the same core values as we have.” Hooper says a strong staff recognition program and a free HMO option for health insurance are among the features that keep turnover rates low. “People want to feel they’re making a difference. We’ll always be looking for employees who are mission driven.”

Industry: Professional employer organization

Employees: 20 Location: Auburn Hills, Mich.

Being in an organization where team support is a dominant trait has its own rewards, says Employees Only CEO Mario Apruzzese. The company, which “leases” employees (handling payroll, benefits administration and the like), is one where “everyone tries to help out everyone else.” Apruzzese, a CPA who founded the firm, says an attractive benefits package combined with flex scheduling, job sharing programs and paid time away from work to participate in charitable or civic activities are among the strengths of Employees Only. He also sees a future where ever-increasing standards will make it challenging to provide a great work environment. “But that’s why it means so much.”

Industry: Vehicle rental

Employees: 850 in southeast Michigan and northwest Ohio

Locations: 110 www.enterprise.com

Hire entry level four-year college graduates, train them and promote from within. That’s the Enterprise model, says Chris Gould, area vice president and general manager, who says “fun and friendly” are among the key reasons employees cite in discussing their workplace among friends or family. Gould sees a future where continued growth means even more opportunity for employees. “We will continue to offer fantastic career opportunities,” says Gould. “Our corporate business sector continues to grow and our managers focus on growing our daily rental fleet with every activity. This is what will continue to provide career opportunities for our employees.”

Industry: Internet promotions Employees: 350

Locations: Six (Detroit, Chicago, New York, Los Angeles, Dallas, London) www.eprize.com

The soldout awards program reveals the much- anticipated Elite category winners.

ePrize CEO Josh Linkner says the company mixes hard work with play to “keep team members on top of their game.” Company-sponsored events like an annual summer party, a Halloween gathering (“eeekPrize”) and March Madness festivities are part of the mix. “We take a holistic approach to employment and do our best to provide team members with ePrize perks they can’t find anywhere else,” says Linkner. With a goal of at least doubling the size of the organization in five years, Linkner says maintaining the culture and values will be key. “These rock-solid principles are the lifeblood of this company and will continue to drive everything we do.”

Industry: Professional services Employees: 555

Location: Detroit www.ey.com

Progressive. Flexible. Inclusive. They’re three words Jeff Bergeron, Ernst & Young’s Detroit office managing partner, uses to explain why the professional services organization enjoys success in its recruiting and retention efforts. And diversity. “We are also committed to continuous improvement opportunities for our people as demonstrated by our investment in learning and mentoring initiatives,” says Bergeron. “When our people achieve their full potential, our clients benefit and our business prospers.” Once employees have the technology tools and flexibility to balance work and personal life demands, they “take individual responsibility for their professional and personal growth and for performing at their best every day.”

Industry: Commercial real estate Employees: 36

Locations: Southfield, Mich. plus six offices www.etkinllc.com

A reputation for “unequaled client satisfaction” is what allows Etkin Equities to recruit the best talent, who benefit from a healthy, flexible and productive work environment with work-life balance. Principals Douglas M. Etkin and James A. Ketai attribute the company’s success to doing the right thing and the work ethic that they’ve tried to instill. Oh yes, they’re also “nice people.” Not a bad combination to have when you’re hoping to continue to grow. But Etkin, growth or not, wants to maintain “the high level of employee satisfaction we have today” in an environment where people “can be themselves without worry of the dreaded office politics.”

Industry: Automation Employees: 1,000

Locations: Rochester, Mich., with nine regional offices in U.S. and abroad. www.fanucrobotics.com

The company may be in the business of making labor-saving robots, but that doesn’t mean it doesn’t care about people-”or even those who work in customer companies. Indeed, an initiative (www.saveyourfactory.com) is intended to help companies retain their manufacturing base by having them fully and objectively analyze the advantages of technology, including robotic automation, before deciding whether to source overseas. For FANUC employees, an ongoing emphasis on empowerment drives HR efforts, which helps paint the biggest picture of all: 99 percent of FANUC customers say they’d continue to buy from the company.

Industry: Commercial real estate Employees: 150

Locations: 14 www.farbman.com

A family company from its inception in 1976, the Farbman Group has tried to maintain that family oriented environment, says Human Resources Director Kristin Higginbotham. An attractive benefits program, workplace flexibility, an internal “Farbman University” training program and outings throughout the year, as well as a wellness program and bi-weekly visits by a massage therapist, all contribute to an environment where people are staying longer than ever. Higginbotham hopes to see that trend continuing, even in an organization where turnover is not a problem. Still, “we hope we’ll have even more long-term employees than we do today.”

Industry: Banking Employees: 961

Locations: 90 www.53.com

Employee engagement is the rule when it comes to working at Fifth Third Bank. And for good reason, says President and CEO Greg Kosch. “We believe that engaged employees create positive, meaningful customer experiences. Employees are enjoying their success and as a result, refer their friends and family to the bank, both for employment opportunities as well as financial services.” Kosch says creating “exceptional workplaces that encourage individual work-life” balance is good for business. From a larger perspective, he says employees know they are “helping to build better tomorrows” for customers, a reward in itself.

Industry: Engineering, architecture, construction

Employees: 350 global, 41 Farmington Hills, Mich.

Locations: Five www.ftch.com

CEO Jim Townley says he knows who he works for at FTC&H. “The fact is we are inclusive, and work with (not for) each other,” he says. “We have broad-based employee ownership that allows us to chart our own path and growth initiatives. The emphasis is on professional development and providing the latest technology so staff can do what they enjoy and do best.” Townley points to work-life balance, the utilization of individual talents and a mentoring program as being among the initiatives of which he’s most proud. And for good reason. “A staff member who is well-rounded and puts family first does superior work.”

Industry: Banking Employees: 3,151

Locations: 157 www.flagstar.com

Dave Buhl of Comcast shares his insights after receiving the Elite award for Recruitment and Selection.

Fresh ideas. Value diversity. Foster creativity. They’re all part of Flagstar Bank’s strategy for attracting and retaining employees, an important factor for this growing company. Flagstar also boasts an open-door policy, which it says keeps the lines of communication flowing freely at all levels of the organization. That, in turn, allows the bank to take advantage of good ideas and move quickly to implement them, at the same time being aware of employee concerns. Community involvement through grassroots events and major sponsorships keeps Flagstar connected as well, even as management seeks to maintain a dynamic culture and family like atmosphere.

Industry: Health care Employees: 1,450

Locations: One www.gchosp.org

Walk through the hallways of Garden City Hospital and chances are you’ll run into employees who represent a second or even third generation of family members. Yes, it’s that tight knit, according to CEO Gary Ley, who says promoting a family atmosphere in an organization that’s friendly and caring is part of an organization that was founded in 1947 by six physicians. Today it has a well-earned reputation as employer and health care provider and Ley sees a future that will build on those strengths, with the same values coupled with the latest skills and technology helping to drive continued excellence.

Industry: Architecture, design, engineering

Employees: 350 Locations: Five

Having developed a reputation for integrity and providing a professional, ethical work environment, Ghafari President & CEO Kouhaila Hammer says a combination of corporate stability, worldwide career opportunities and a focus on technology are responsible for the firm being able to attract and retain employees. It’s also a challenging environment, but that’s part of what keeps talent in place. As for the future, Hammer says the company will work hard to maintain its leadership. “We expect to continue the trend of growth through greater service offerings but no matter how much we grow, we will never compromise our focus on customer service or our ‘do what it takes’ culture.”

Industry: Tooling Employees: 190

Locations: Utica, Mich. www.global-tooling-systems.com

CEO Randal Bellestri says achieving success in attracting and retaining employees is about the “total package” that comes from working at Global Tooling Systems. “We start by hiring qualified people, and offer them a safe, clean environment, pay them above-average wages, and provide them with enough work to keep them from any type of layoff.” Keeping that momentum going is also an important factor. “We communicate the philosophy that we all rise and fall together, and praise them equally for a job well-done. When your employees are happy, word spreads throughout the industry and local areas, and this attracts other qualified personnel.”

Industry: Public accounting Employees: 175 (5,000 + globally)

Location: Southfield, Mich. www.gti.org

“What you see is what you get.” Paul V. Wolber, office managing partner at Grant Thornton, says the phrase is at the heart of why employees join the public accounting firm. “We have been told there are many reasons for people being attracted to us from an employment perspective, not just one.” People are chosen to be part of the selection process for their ability to convey the Grant Thornton Experience to candidates. Add in the challenges of the profession, the growth of the industry, and retention “almost takes care of itself.” A doubling of the staff over the past three years would seem to support that statement.

Industry: Staffing Employees: 900

Locations: Dearborn, Indianapolis, Chicago, Sacramento, Dallas

While loyalty is a word that’s sometimes over-used, that’s not the case with G-Tech, where the very first person hired by President Theresa G. Ghafari in 1991 is still with the organization. With a reputation for integrity, a professional, ethical work environment, consistent growth, and nationwide career opportunities, employees are recognized for their talents and contributions through advancement. Ghafari says while it may be “easy to promise more than you can deliver in an effort to recruit or place an employee,” it doesn’t happen at G-Tech. “Our credo here is ‘do what is fair, do what is right, and don’t worry about anything else.'”

Industry: Home entertainment distribution and category management

Employees: 3,000

Locations: Seven (U.S., Canada, U.K., Latin America)

Okay, you just saw Kid Rock walk down the hall. And Trisha Yearwood threw a concert -¦ in the cafeteria. For employees at Handleman Company, it’s all part of the average day. Yes, the firm is undergoing its own financial struggles, along with the rest of the music industry, but Handleman isn’t about to release its grip on core values that have made it a “101 Best Places to Work” for six years running. Perks such as “stork” parking for expectant mothers and dry cleaning pick ups are among the “no or low cost” initiatives in a company where everyone’s treated like family.

Industry: Architectural, engineering, planning, construction

Employees: 500

Locations: Detroit, Cincinnati, Chicago, Los Angeles, plus Bakersfield, Riverside and San Diego, Calif.

Never content to rest on its laurels, this premier firm is now taking a leadership role when it comes to sustainable development, with a commitment to develop best practices throughout the organization. Employees will benefit from a corporate commitment to pay for the cost of examination to become LEED-accredited professionals, says Chairman and CEO Dennis King. “It’s something we’re always doing for the people who work here,” he says. “Elevating the level of knowledge and talent of staff members is a good business decision and one that makes our employees more valuable in their role as engineers and architects.”

Industry: Health care Employees: 17,000

Locations: 200, including six hospitals, 25 medical centers

Henry Ford Health System calls its rewards and recognition program “Total Rewards,” a reflection of offerings as diverse and unique as its employees. Whether it’s flex benefits, retirement and pension plans, wellness, child care, employee assistance, or tuition reimbursement, each are considered an effective recruitment and retention initiative. Employees, who set new standards for diversity (a few of whom are in their 80s), come to work in a challenging, invigorating environment, says CEO Nancy Schlichting, who adds that Henry Ford’s leadership “provides a spirit of cooperation and desire for each employee to succeed, not only as an individual, but as part of a work team as well.”

Industry: Banking

Employees: 550 (East Michigan region); 13,000 throughout Midwest

Locations: 41 banking offices in region

Huntington says it’s “invested in people” and one might think that’s referring to the bank’s customers. But Michele Symkowiak, regional HR manager, says Huntington has been able to create a culture that focuses on people-”associates who look to HR as a first place to turn, not as a last resort. That proactive strategy helps cut down on the number of issues for which HR needs to be involved. “They seek us out at the front end,” says Symkowiak. “We’re very proud of the relationship we’ve established.” With Huntington being involved in the various communities in which it does business, employees are encouraged to do their part as well.

Industry: Content management solutions Employees: 40

Locations: Southfield and Grand Rapids, Mich., Ohio, North Carolina, Connecticut. www.imagesoftinc.com

Just after Jackie Wolf of Comerica Bank received an Elite award in the Diversity and Multiculturalism category, she shared her insights with Emcee Murray Feldman.

Founded 11 years ago by Michigan-born entrepreneurs, ImageSoft has no question as to why it is so successful: its people. As CEO Scott Bade explains, it’s the result of hiring “bright passionate people. Who inspire, encourage and challenge each other every day.” Employees find themselves in a position where an open exchange of ideas is encouraged and thinking beyond the norm is expected, no matter what position. They also work hard. “We have high expectations,” says Bade. An open communication strategy that combines regular team meetings, e-mail and voice mail for updates is part of it, but “nothing is more effective than simply walking through an open door.”

Industry: Repair and surplus equipment sales

Employees: 500

Locations: Warren, Mich.; Guelph, Ont., Canada; Monterrey, Mexico

When it comes to human resources strategy, owners Don Czerniewski, Paul Gutierrez and Glen Dantes have a simple goal: doing things that make employees of Industrial Control Repair want to work there. It may be flexible hours or superior working conditions, but open and regular communications is seen as one reason for the ability to retain people. “We have a lean initiative and we involve employees in a lot of the day-to-day decisions,” says Czerniewski. “If someone does leave, it’s usually for a reason we can’t control.” Continued growth is expected to create additional opportunities for employees in the months and years ahead.

Industry: Automotive supplier Employees: 155

Location: Troy, Mich. www.inergyautomotive.com

A supplier of plastic fuel systems, Inergy has relied, successfully, on word-of-mouth as a recruiting strategy. When prospective employees do come on board, they’re presented with a broad spectrum of employee relations practices, many of which wouldn’t be found outside a much larger organization. Examples: succession planning, international assignments, and training and development options. But still, it’s about the people. “The most common thing we hear from our employees is they enjoy the people,” says CEO Mark Sullivan. “Working with excellent people makes life at work more pleasant and interesting and provides our employees with opportunities to learn and grow professionally.”

Industry: Social services Employees: 230

Locations: 35, including group homes and independent living facilities

With health care costs continuing to rise, having full family coverage with no employee contribution is an even more compelling reason to work for an organization like JARC. As Executive Director Joyce Keller points out, having the best pay rate for direct care staff in the area is another. “Not only are our employees rewarded financially and through our amazing benefit package, but the work they do is always rewarding because each person who works for JARC makes a difference in the lives of the people we serve and their families,” says Keller. “We are creating the best possible life for people with developmental disabilities.”

Industry: Professional services Employees: 330

Location: Detroit www.kpmg.com

Known as a “career builder,” KPMG further promotes that reputation with an extensive Web site that encourages employees to look at opportunities throughout the firm, even if it means changing practices. Add in alternative work arrangements and a philosophy that speaks to giving back to the community and it’s easy to see why so many have chosen the firm upon which to hang their professional hats. “We let our employees drive their careers,” says Detroit Office Managing Partner Jeff Dobbs. “People like to work here because they really enjoy the people they get to work with on their teams.”

Industry: Benefits consulting Employees: 60

Location: Troy, Mich. www.mcgrawwentworth.com

When others answer “people” when asked what distinguishes a company from the competition, you’d be wise to listen. So it is that Thomas P. McGraw, founder and president, is relentless in his pursuit of finding quality people. “The right fit is more important to us than simply filling the job with anyone other than an exceptional candidate,” says McGraw. Having been successful in fostering a fair, open and honest environment where opinions and feelings are respected, McGraw says mutual trust has been the result. Having grown from three employees to a staff of 60 in the last 10 years, McGraw says the organization is ready for any change future growth will demand.

Industry: Insurance Employees: 670 in Michigan

Locations: Southfield, Grand Rapids and Saginaw, Mich., plus California, Kansas, Minnesota, Nebraska, Florida, Tennessee, Alabama, Ohio, Nevada. www.meadowbrookinsgrp.com

With work-life balance being at the top of issues of interest to Susan Cubbin, vice president of human resources at Meadowbrook, it’s no wonder that the program she’s most proud of is the “Get Fit, Stay Fit” wellness initiative. It’s also a statement of respect for employees. “We care about them, we want to help them succeed, and we provide an environment where they really want to work.” The future for Meadowbrook should be different-”but better. “We’re always trying to add things that enhance and improve the current status,” says Cubbin. “It will be different in the sense that we’ll be looking at better ways to do that.”

Industry: Financial services Employees: 62

Locations: Headquarters in Ann Arbor, Mich., plus six branches

Originally the University of Michigan Hospital Employees Credit Union when it opened in 1938, MidWest is now a community based financial services player. For Teresa Myers, vice president, human resources, the mission is “looking for individuals that will provide ultimate service to co-workers and members on a daily basis.” Medical benefits, tuition assistance, ongoing training opportunities, and “a pleasant, technology-oriented work environment” are part of the MidWest promise to job seekers. Even with the growth, members of the university community haven’t been forgotten; in 2003 it launched its UMHS Financial brand to meet the needs of the very group of people the credit union was founded to serve.

Industry: Steel fabrication Employees: 140

Locations: Headquartered in Grand Rapids, Mich.; facilities in Melvindale, Mich., Windsor, Ont., Canada, Louisville, Ky.

In a spectacular setting, Jennifer Kluge, left, joined Lisa Wicker to introduce the “Best of the Best” overall winner.

When people join Mill Steel, they’re “adopted” into the Samrick family, owners of the firm that Harry (grandfather of President Andrew and father of CEO David) started in 1959. “They feel they’re responsible for an employee’s family welfare as much as they can be,” says People Development Director Tom Stanfield. Once onboard, the caring attitude permeates the organization, so much so that some have called being at Mill “like working at a family reunion.” Not that it isn’t a serious place. “Our goal is for every employee to feel like they’re a small business owner,” says Stanfield. “And we don’t pigeonhole people.”

Industry: Consulting (PeopleSoft) Employees: 20

Location: Milford, Mich. www.miproconsulting.com

CEO Christopher Bishop says MiPro Consulting, which focuses on the PeopleSoft enterprise environment, has a number of core values, but the first is, naturally, people. “I’m proud that we can afford to be innovative, that we listen to our employees and hear what they want and what is important to them, rather than just offer cookie-cutter solutions.” Being able to provide work that people find interesting and challenging is also something Bishop is pleased to offer at MiPro. “I think they appreciate being recognized for their individual achievements and not treated as just a number or a cog in the machinery.”

Industry: Nonprofit Employees: 360

Locations: Nine throughout Detroit www.nso-mi.org

“Our employees see firsthand the impact they have in the lives of our clients and consumers.” That’s how CEO Sheilah P. Clay explains the success of Neighborhood Service Organization in attracting and retaining employees. The private nonprofit human service agency, founded in 1955 with a mission of reaching out to people and empowering them to improve their lives, treats staff like partners. “We cannot do this without them,” says Clay, who adds that “making a difference” is a major reason given for why employees enjoy working at NSO, which has a unique system of locating offices where problems exist in the community.

Industry: IT consulting Employees: 45

Locations: Farmington Hills, Mich., Ohio, Indiana, Missouri

Now celebrating its 10th year in business, the company was founded by two high school buddies with just $20,000 in personal start-up funds (and today, with no debt). Chairman and president Sandy Kronenberg calls a decade of sustained growth, even throughout the dot-com bubble, “a testament to our sure footing: people, tools and process.” The founders (CEO Duane Tursi is the other) say feedback from teams is an essential first step before any policy or procedures changes are made. Also standard is the Netarx practice of talking to customers, then integrating the knowledge gained into the company.

Industry: Nonprofit Employees: 156

Locations: Auburn Hills, Clinton Township, Davisburg, Flint, Madison Heights and Novi, Mich. www.newhorizonsrehab.org

CEO Stan Gramke says the 42-year-old nonprofit, which helps prepare people with disabilities for competitive employment, is one that recognizes staff through internal promotions and advancements. A testament to that is the longevity and retention rate, he says. With “excellent working conditions, hours and benefit package,” the organization attracts people who enjoy working with individuals with disabilities. Employees are encouraged to use their earned time off and maintain a work schedule that is conducive to that type of atmosphere. Gramke sees a future where New Horizons will continue to diversify its services to become more individualized in meeting the needs of people served.

Industry: Infrastructure and environmental engineering

Employees: 250

Locations: Headquarters in Farmington Hills; offices in Dearborn, Lansing, Pontiac and Grand Rapids, Mich., Cleveland, Indianapolis, Exton, Penn.

NTH boasts a “self-renewing” annual development program (NTH Project Management Academy) HR Vice President Stephanie Redman says is designed to “produce thoroughly prepared, well-rounded project managers and to encourage teamwork within the firm.” As President/CEO Ben Tiseo says, “we strive to provide excellent service to our clients and to provide an excellent working environment for our employees. Training, mentoring and professional development are key to our success as a firm.” The employee-owned firm, founded in 1968, is a nationally recognized expert in the geo-thermal discipline. “We have earned the respect of our peers and our clients by providing innovative, cost-effective solutions for both unusual and routine problems.”

Industry: Health care

Employees: 9,604

Locations: Four acute care hospitals, two long-term care facilities, one home care facility

At Oakwood, it seems one of the best ways to attract employees (especially hard-to-come-by nurses) is through employee referrals. Keeping them is at least partly a function of Oakwood’s orientation program (with management effectiveness also being cited). Another key part of the health care organization’s employee relations strategy is to listen, gathering input from a combination of satisfaction surveys, feedback sessions, and, in the case of employees who do move on, exit interviews. Add in flexible work arrangements and job sharing, tuition reimbursement and both child and adult day care programs and Oakwood becomes one of the “Best Places” to work.

Industry: Civil engineering, surveying, computerized information systems

Employees: 180

Locations: Headquarters in Livonia; offices in Lansing, Houghton and Auburn Hills, Mich.

www.ohm-eng.com

A clear vision of the corporate goals and objectives is the primary reason given by HR Director Kelly Jackson for the consulting firm’s ongoing success in attracting and retaining employees. That, and “having exciting projects to work on.” Founded in 1962 to serve as the consulting engineer for the city of Livonia (which remains a client), Orchard, Hiltz & McCliment this year acquired the remaining 40 percent of its interest in Houghton-based Hitch, Inc. But adding 15 members to the staff won’t change much. “We live out our core values,” says Jackson. “We’re a people-caring organization that’s family friendly.”

Industry: Specialty lending (manufactured homes)

Employees: 112 in Michigan

Locations: Southfield, Mich., Fort Worth, Tex.

At this specialty lender (Origen provides financing for manufactured homes), it’s “family first, worker close second,” a philosophy that starts with the CEO. For Laura Campbell, senior vice president of human resources, it just makes common sense. “We want our environment to be both rewarding and relaxing at the same time.” It plays out in flexible work schedules, dress-down days, and the organization’s “Make the Difference” program, which encourages employees to be involved in charitable and social events throughout the year. The result, says Campbell, is creating a place where people want to work. “When that happens, they’ll tell others.”

Industry: Staffing Employees: 450

Locations: Livonia and Grand Rapids, Mich., Chicago, Boston, Nashville

With a strong culture of employee involvement evident throughout the organization, Otterbase founder and CEO William Bennett says teamwork is an essential part of just about everything that happens at work. A series of shared core values drives the company, among them “passion” (for company, consultants, and clients), “diligence” (to ensure each objective is followed through to completion), and “humility” (to recognize the limitations and improve upon them). Bennett says employees participate in making policy through a formal executive committee, made up of eight employees who Bennett says have “full power to give policy direction” on HR matters.

Industry: Marketing and communications

Employees: 129 (17 in Torrance)

Locations: Dearborn, Mich., Torrance, Calif.

The 2007 Elite winners with Emcee Murray Feldman, 101 Program Founder Lisa Wicker and Jennifer Kluge.

Start with an inherently creative industry that includes public relations, interactive media and event marketing and it’s natural that what’s needed to thrive is a workforce that’s just as creative. That’s where PCGCampbell takes off. “The communications business is a constantly evolving one these days, so successful companies like ours encourage creativity and innovation from all employees,” says Kevin Kennedy, executive vice president. “Complementing the interesting assignments is our culture of flexibility and fun.” Yet the work gets done. “Staff teamwork and collaboration are key to our business,” says Kennedy. “People believe they can always count on their fellow employees when called upon.”

Industry: Banking Employees: 185

Locations: Madison Heights, Mich., 12 locations total

While people are still key, Cathy Revord, senior vice president and HR director, says employees are even more important in helping to link customers with newly bundled packages of financial services. “The mentoring and training is still part of that, but we have products our employees are proud to present to customers. They are products a larger bank has but we deliver with a community bank feel.” From the employee perspective, Revord says, “knowing their customer is being taken care of is important to them. The biggest changes have come in having more in their toolbox to help the customer. They feel they’re making a difference.”

Industry: Legal services Employees: 350

Locations: Nine in Michigan, one in Ohio

Determined. Distinctive. Fearless. They’re words the law firm says its clients use to describe its approach. But when it comes to employees, “inspiring” might be more appropriate. A “Great Place to Work” initiative has as its objective the idea that someone would remain with the firm “for the duration of their career.” Innovative benefits such as flexible hours and working remotely (for professional staff) are part of it. So are movie ticket discount programs, birthday celebrations, healthy living programs and a mentoring program. And in case you were thinking otherwise, the Plunkett Cooney work experience is no mere marketing concept. As their Web site states, “It’s an environment we instinctively cultivate.”

Industry: Mortgage lending Employees: 4,800

Locations: Two in Livonia; also Southfield, Auburn Hills and Troy, Mich., Cleveland, Scottsdale, Az.

Why do people want to work at Rock Financial? “It’s the culture. Without a doubt,” says Todd Lunsford, vice president of human resources at the mortgage lender. “It’s the sense of pride that we create and the level of ownership and responsibility that we give folks.” Those thoughts are underscored when new hires go through their orientation-”with the help of CEO Bill Emerson and Founder/Chairman Dan Gilbert. It’s also represented by a new type of thinking. “We’re looking for ideas, which is part of a bottom up strategy for continually refining our processes,” says Lunsford. “We want those ideas and that makes us a lot different than most companies.”

Industry: Digital pre-media graphic services

Employees: 3,300 worldwide

Locations: Sterling Heights, Mich., 150 locations worldwide

“Schawk’s industry leadership is a magnet that draws people to our doors, but it’s our culture that keeps people inside,” says President David A. Schawk, of the company founded by his father, Chairman Clarence W. Schawk in 1953. “We integrate visionary thinking with timeless values and ideals and I think this inspires great confidence among our employees.” An employee opinion survey-”with an 88 percent response rate-”helps keep the organization on track. David Schawk says embracing change means a constant state of reinvention. “We’ll be transforming our global organization to provide higher value solutions to brand owners (but) the fundamentals of how we treat our people will not change.”

Industry: Technology servicing

Employees: 15 in Detroit, 105 company wide

Locations: Detroit, Flint and Grand Rapids, Mich.; also Chicago, Indiana, Ohio, Wisconsin www.seiservice.com

With a 98 percent customer retention rate, Service Express needs employees who will also stay around. The company’s strategy? Give them opportunities that are important to everyone. A structured, multi-step interview process includes a day of job shadowing and the selection of new hires based on their talents. SEI points to its communication channels-””open and two-way”-”and its systems of measuring objectives and performance on a weekly and monthly basis as reasons for its success in recruiting and retaining staff. In short, employees who may require additional resources are not left to flounder; and at annual review time, there are no surprises.

Industry: Marketing and communications Employees: 11

Locations: West Bloomfield, Mich. www.shazaaam.com

Having started by visualizing what she wanted the company to be, Adrienne Lenhoff Wise enlisted employees in making it happen. And then, Shazaaam! “It’s become a reality and as a result people on our team love their careers,” says Wise. “They go the extra mile for our clients and have a vested interest in the growth and success of the company.” Shazaaam! employees are not ones to be pigeonholed. “They like being challenged to learn and do new things,” says Wise. “The nature of our work has them traveling to fun places, talking to different people and challenging their minds and unleashing their creativity.”

Industry: Environmental and related consulting

Employees: 210

Locations: Plymouth, Bay City, Kalamazoo, Lansing, Traverse City, Shelby Township and Grand Rapids, Mich., Toledo

With a 43-year reputation for providing high quality, innovative solutions and excellent service, SME CEO Mark Sullivan says the company “proudly advertises and celebrates the fact that we are a performance-based company that generously rewards those who truly deserve to be rewarded.” When it comes to recruiting, that sometimes means grabbing candidates-”even if there isn’t a position for them. “We’ll create an opportunity,” says Sullivan, who says he’s particularly proud of the organization’s communications practices and recognition programs. “We put tremendous heart into designing our benefit programs and group professional development and training activities.”

Industry: Civil engineering Employees: 98

Locations: Rochester Hills, Detroit and Trenton, Mich.

From a small storefront office on Woodward Avenue in Birmingham, Mich., founders Vern Spalding and Frank DeDecker began their partnership in 1954 with a handshake and an oath to focus on quality in workmanship and integrity in client service. A year after their first project-”lot grading plans for a builder in Lansing-”the pair had 40 projects on the go. Today, the 100 percent employee-owned business remains one that fosters long-term relationships with its clients, the result of empowering people to share ownership and sharing their time and expertise within the communities they serve.

Industry: Health care Employees: 18,000+

Locations: Various throughout Metro Detroit (including nine hospitals) www.stjohn.org

As a faith-based employer, St. John “recognizes the value and importance of a great work environment,” says CEO Elliot Joseph. Several programs put teeth to the philosophy, including an Associate Ambassador/Service Excellence program that empowers employees to make decisions and a Principles of Leadership program that outlines guiding behaviors “for how we work together” as well as being a foundation for leader development. St. John is also working to relieve a shortage of nurses. “We launched a results-oriented initiative in 2005 to transform the nursing experience and we continue to meet targets like reducing voluntary turnover and improving work environment scores,” says Joseph.

Industry: Staffing Employees: 75

Location: Southfield, Mich. www.staffpro-america.com

For President Lesley Delgado, every day is an opportunity to learn-”from the employees of StaffPro America, which she founded in 1992. “We learn and get our best ideas and solutions from them,” she says. “Because they are on the front line, they have the best and most intimate details about how their work affects the whole. Initiatives and best practices should always come from those who are serving the organization.” It’s an approach that works, if the stacks of thank you cards are any indication. “The most prevalent theme is appreciation for treating employees with a high level of respect for their personal and professional goals.”

Industry: Staffing Employees: 1,500

Locations: Detroit, with 21 office locations throughout U.S. and Europe. www.strategicstaff.com

Running a business as the enterprise it is doesn’t mean employee needs and desires can’t or shouldn’t be accommodated. Indeed, for President and CEO Cynthia J. Pasky, it’s good business to do so. Treating employees like family is at the heart of a philosophy that’s been paying dividends since it was founded in 1990, operating with a combination of honesty, ethics and hard work. “Each and every employee is treated with equal respect and acknowledgement and is offered immense growth opportunity,” says Pasky. “When they are working at S3, they are part of a family, a family that works hard, plays hard and is proud.”

Industry: Staffing Employees: 55

Locations: Bloomfield Hills, Dearborn and Flint, Mich.

For some companies, diversifying away from automotive is their focus. At TAC Automotive, it’s just the opposite. The organization focuses entirely on meeting the staffing needs of the automotive community-”both OEMs and suppliers alike. CEO Jim Cowper says the organization, a part of TAC Worldwide, uses measured touch points with all employees to monitor success. “Employees like the fact that they’re treated like professionals and are given the tools necessary to succeed and can ‘see’ weekly measurements of their work,” he says. In the future, Cowper says TAC will change with the market, with the intention of using the latest technologies available.

Industry: Telecommunications Employees: 24

Locations: Livonia and Plymouth, Mich. www.tdsmetro.com

With home and business customers buying everything from local and long distance as well as Internet and satellite TV (through an affiliation with Dish Network), TDS Metrocom is one busy place-”and one that needs people to succeed. For Cathy Sionkowski, market manager, being able to offer a dynamic, fast-paced work environment that’s challenging, exciting and rewarding helps meet that need. “We’re part of an industry where change is constant and the technology evolves at lightning speed,” she says. “Our employees appreciate working in a small business environment, and being part of a large, national company.”

Industry: Beauty supply wholesale and retail

Employees: 325

Locations: Headquarters in Farmington Hills, Mich.; 24 stores throughout Michigan, northern Ohio

He may have started The Nailco Group as a retailer of nail care products, but CEO Larry Gaynor has applied a fresh perspective to doing business in transforming the organization to one that meets the needs of retailers whose business is beauty. Everything from supplies to furniture and more can be found at one of the company’s online or brick and mortar stores. Yet it still comes down to people. “I’m proud of the fact that we have the ability to actually change people’s lives through their own transformation,” says Gaynor. “They get to see the results first hand. Harnessing their inner talents and strengths has seen tremendous results.”

Industry: Employee benefits broker/consultant

Employees: 55 Location: Bingham Farms, Mich.

Some things change. And some things remain the same. For Bryan Hirn, whose Rains Group was acquired by Arthur J. Gallagher over the past year, it’s different ownership. Yet a philosophy of treating employees “the same way we treat clients” remains. “We pretty much do whatever it takes to help people do their jobs, to be the best they can be.” A major initiative has been the implementation of a wellness program, which included the construction of an on-site workout facility. The company hired a personal fitness trainer and developed programs for healthy living, one result being a 75 percent reduction in the number of employees who smoke.

Industry: Public accounting and consulting

Employees: 175 Detroit area, 550 total

Locations: Saginaw (headquarters), Troy, Farmington Hills, Detroit, Cheboygan, Grand Rapids, Jackson, Lansing, Midland, Muskegon and Traverse City, Mich.; Bonita Springs, Fla.

Putting people first is at the heart of this growing public accounting enterprise that first opened its doors in 1941. And for good reason: it depends on its cadre of some 550 professionals to succeed. CEO Steve Kelly says giving employees the tools to succeed is a way for it to protect its investment. “We offer Dale Carnegie Training and leadership training and we encourage employee feedback,” he says. The firm expects to double its size within five years, adding more offices in Florida and Michigan, even as it remains on the cutting edge as a means of recruiting and retaining employees.

Industry: Construction services Employees: 150

Locations: Detroit, plus 24 construction offices

Much has changed since Henry C. Turner founded the company that bears his name in 1902. But maybe not: Turner called his clients “respected friends” and that’s not much different in philosophy today. It may be bigger (okay, a lot bigger) but as Steven Berlage, general manager and vice president explains, “an employee is getting the best of both worlds by working in a mid-sized office here in Michigan with a large company backing.” The depth of resources available at Turner means employees get all the tools they need. And they’re empowered to make meaningful decisions regarding day-to-day activities, with advancement based on performance, not experience alone.

Industry: Professional services Employees: 242

Locations: Sterling Heights and Southfield, Mich.

Who says a couple of hundred people can’t be close? Not CEO Tony Frabotta, whose colleagues at UHY Advisors work hard at personally developing relationships through a number of events that include family. Sure, those same colleagues work hard at what they do-”serving clients at UHY’s offices in matters of tax, business consulting and public accounting. There’s also an emphasis on continuing education. And providing an environment where UHY will be ready to adapt. “Our industry drives change,” says Frabotta. “Therefore, we are always looking for ways to help employees deal with external change in our industry.”

Industry: Health care Employees: 19,000

Locations: Ann Arbor, 30 health centers throughout SE Michigan

Ask University of Michigan Health System CEO Robert P. Kelch, M.D., why the organization is successful in attracting and retaining employees and you’ll get a straightforward answer. “People are drawn to the mission,” says Dr. Kelch. “They recognize that this is a very diverse organization where employees can build their careers and work among world-class experts in their field. They say they chose to work here because of the experience, our rich benefits, and our competitive pay.” Kelch says listening to employees is one of the employee relations practices for which he’s most proud. “That feedback is critical to helping leadership understand how we can improve.”

Industry: Promotional and marketing services

Employees: 1,070 in Michigan; 7,500 worldwide

Locations: Four in Michigan, 80 in total (U.S. and international)

Carol Spann, vice president of corporate human resources, clearly understands just how powerful something like culture can be to an organization as large as Valassis. “One of our key strategies is to enrich and evolve our culture, which speaks to how highly we value our associates and our commitment to continual improvement,” says Spann. “We want our workplace to be comfortable, enjoyable and, yes, fun. Maintaining such an environment where associates look forward to coming to work involves a business where they are an integral part of the strategic plan.” With the integration of Advo Inc. the next year should be an even more exciting one for the people of Valassis.

Industry: Professional recruiting Employees: 28

Location: Ann Arbor, Mich. www.vpartners.com

A family business in every respect, Variant Partners is run by the Sarafa family, headed by Sam and Rosemary and closely followed by sons David and Dennis, who both joined the firm in 1999. Now a part of the MRI network of professional recruitment firms, Variant still relies on a family culture to ensure people are treated well. “One of the things we’re most proud of is our drive to treat people the way they want to be treated,” says David. Twice yearly goal planning with employees includes a discussion around personal objectives. While it may not be overly innovative, “sometimes you just need to ask.”

Industry: Telecommunications

Employees: 1,300 regionally, 68,000 total

Locations: Southfield, Mich.; Indianapolis

Want a degree? Work at Verizon Wireless, either part-time or full, and you’ll be eligible for up to $8,000 in annual tuition reimbursement. Plus the company offers comprehensive, low cost family health insurance from the first day of work, and health, vision and dental insurance for part-timers. Jackie Underwood, Verizon’s associate director of human resources, says being a “compassionate employer” is something she takes pride in. “We value employees. And when we evaluate a change, we want to know how that change will impact employees.” A pay-for-performance company, Verizon expects to see a future where employees will be even more connected with technology than they are today.

Industry: Public accounting Employees: 170

Locations: Southfield, Mich. www.virchowkrause.com

Sometimes it’s just the work. At Virchow, Krause & Company, Regional Managing Partner Craig D. Nelson says success comes from “the opportunities we provide our partners and associates for a tremendous professional career in which their efforts are appropriately recognized and rewarded while allowing their personal lives and goals to remain a top priority.” Still, it doesn’t come without effort. “We are most proud of the investments we make to build camaraderie and strengthen our culture,” says Nelson. “Whether it’s a holiday party at Comerica Park or an after hours function, our employees know we care about them and their needs.”

Industry: Home health care Employees: 375

Location: Oak Park, Mich. www.vna.org

As Kathleen Holycross, CEO of Visiting Nurse Association of Southeast Michigan, puts it, “It’s a new workforce with new rules and VNA has adapted accordingly.” For an organization celebrating its 109th year of service, a new way of doing business includes flexible scheduling options, and a sophisticated computer system that gives employees secure access to network files from home. In addition to opportunities for job development and an attractive compensation and benefits package, Holycross points to a generous paid time off policy as reasons for the organization attracting and retaining staff and predicts the organization will remain a leader in home health care.

Industry: Automotive manufacturing Employees: 826

Location: Auburn Hills, Mich. www.vw.com

What does it take to be a “101 Best Places to Work For” company, year after year? Ask someone at Volkswagen of America (a perennial winner) and they’ll undoubtedly mention the outcomes: a high employee attraction and retention rate that’s related to a finely honed talent selection process. Or the ongoing employee development, progressive leadership practices, excellent benefits, rewards and recognition awards, or perhaps the flexible work schedules and the performance-oriented, employee friendly culture. At VW, words like “community,” “diverse,” “talented” and “engaged” are talked about regularly.

Industry: IT consulting Employees: 65

Location: Southfield, Mich. www.w3r.com

Having a strong customer base and employment opportunities are both reasons for W3R Consulting’s success in attracting and retaining the people it needs. Having a process for developing each employee through their time at W3R is another. CEO Eric Hardy says frequent interactions with each employee at the customer site helps the company foster an open dialogue about key successes and challenges. “We attribute our low turnover to open communications, which increases our awareness to challenges before issues arise,” says Hardy, who predicts his organization will grow significantly five years from now, but with the same strong bond with employees.

Industry: Consulting civil engineers Employees: 175

Location: Detroit www.wadetrim.com

Having an open mind is not an abstract concept at Wade Trim. For Tim McKindles, the organization’s director of human resources, it’s a way of thinking that has something of a domino effect. “You move an executive up and you have to fill that position, which repeats itself over and over again. It’s about promoting from within, which is very healthy for an organization such as ours.” Employee relations practices at Wade Trim typically involve two answers: “what is the minimum I can do?” and “what’s the right thing to do to make the employee whole?” Clearly, McKindles favors the second answer.

Industry: Construction

Employees: 530 (2,000 worldwide)

Locations: Detroit, Tampa, Chicago, North Carolina, Fort Meyers, Fla., Pittsburgh. www.walbridge.com

Get ’em young and get ’em early. That’s the kind of thinking behind a summer intern program that this past summer had some 25 university students working side-by-side with staff to learn the company’s business. “Our interns experience our corporate culture, learn important skills and are given performance reviews,” says President John Rakolta Jr. “We then invite the top talent to intern with us for the following year and upon graduation, to join our organization.” The practice is one of Walbridge Aldinger’s most successful recruitment programs. “We seek the brightest and best, and they reap what all our employees enjoy.”

Industry: Attorneys Employees: 288, plus 100 partners

Locations: Grand Rapids, Holland, Lansing, Southfield and Muskegon, Mich. www.wnj.com

Pay and benefits is important, but for a law firm with a mere 4 percent turnover, there must be more. And there is: the firm’s reputation and the quality and type of work it does for clients. “Once working for the firm, people appreciate our approach to teamwork throughout the organization,” says Managing Partner Douglas Wagner. “We hire professionals in every position and each person has an important and valued role to play in the service to our clients.” Location, location, location? At Warner, Norcross & Judd, it’s flexibility, flexibility, flexibility. “We attempt to meet people where they are and provide packages meeting their needs,” says Wagner.

Industry: IT consulting Employees: 70

Locations: Southfield, Mich. headquarters, consultants working in various offices www.xede.com

The nine-year-old management and technology services firm specializes in business technology strategy and enterprise application development and integration. Employees have taken on the service mantle-”rebranding the premium consulting services that larger national firms provide but in a smaller, nimbler, and locally focused consultancy. Regular meetings with company leadership and a mentoring program are ways Xede keeps those who come on board with the organization. A rigorous interview process that’s structured to bring on and retain high caliber talent is all part of the game plan at Xede. “It’s very fun and relaxed, but it’s very professional as well,” says Lisa Kloock, director of HR and operations.