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October 19, 2012

2 | SUPPLEMENT TO THE KANSAS CITY BUSINESS JOURNAL | BEST PLACES TO WORK | OCTOBER 19, 2012kansascity.bizjournals.com

The Kansas City Business Journal is pleased to recognize 30 businesses that make employee well-being a key com-ponent on their paths to success.

The 12th year of Best Places to Work in Kansas City includes longtime win-ners, such as Saint Luke’s Health Sys-tem, which now has tallied 10 years of recognition in the pro-gram. Close behind is eight-time honor-ee McCownGordon Construction. But this year’s program also brings in eight new companies, including Brush Creek Partners and Woople LLC.

Company represen-tatives provided most of the information list-ed in the profiles, which try to shed some light on what makes these places so great for em-ployees. We asked about key perks, how each company has cultivated its work environment, the business case for pri- oritizing employee well-being, examples of em-ployee loyalty and how companies get their employees engaged in improving the operation.

But our honorees weren’t chosen

based on what companies told us about themselves. Rather, we relied on the toughest and most insightful critics — their employees. To be recognized, a high ratio of employees needed to fa-vorably complete a workplace survey administered by market research firm Quantum Workplace. The winners

were selected based on responses about a variety of topics, in-cluding teamwork, manager effectiveness and trust in senior leadership.

To qualify for con-sideration, compa-nies had to have a minimum of 10 em-ployees, and a preset number of employ-ees had to complete online surveys. The first-, second- and third-place winners and seven finalists in each category of small, medium and large businesses

were honored as being among Kansas City’s Best Places to Work during an Oct. 12 awards luncheon at the Shera-ton Overland Park.

Congratulations to all our winners on a job well done.

LARGE COMPANIESBurns & McDonnell 4Argosy Casino Hotel and Spa 5Harrah’s North Kansas City 5Children’s Mercy Hospitals and Clinics 6Henderson Engineers Inc. 6Intouch Solutions 6PlattForm Advertising 6Saint Luke’s Health System 7Teva Pharmaceuticals Inc. 7VML Inc. 7

MEDIUM COMPANIESDEG 8Netsmart Technologies Inc. 9Pro Athlete Inc. 9 Athletic & Rehabilitation Center 10BATS Global Markets Inc. 10FedEx TechConnect 10Mariner Holdings LLC 10McCownGordon Construction LLC 11Saepio Technologies Inc. 11U.S. Engineering Co. 11

SMALL COMPANIESInternet Builder Consulting 12Jones Lang LaSalle Brokerage Inc. 13 Parris Communications Inc. 13Brush Creek Partners 14Davidson Architecture & Engineering 14LionShare Marketing Inc. 14Mersoft Corp. 14Ryan LLC 15Validity Screening Solutions 15Woople LLC 15

| CONTENTS |

| INTRODUCTION |

tem, which now has tallied 10 years of recognition in the pro-

Construction. But this

companies, including Brush Creek Partners

Company represen-tatives provided most of the information list-ed in the profiles, which try to shed some light on what makes these places so great for em-ployees. We asked about

company has cultivated its work environment, the business case for pri- oritizing

Quantum Workplace. The winners were selected based on responses about a variety of topics, in-cluding teamwork, manager effectiveness and trust in senior leadership.

To qualify for con-sideration, compa-nies had to have a minimum of 10 em-ployees, and a preset number of employ-ees had to complete online surveys. The first-, second- and third-place winners and seven finalists in each category of small, medium and large businesses

were honored as being among Kansas

We’ve done it again!

Apparently, we are having fun. And that fun is due to working with each other and our clients. So, thank you.

Validity is proud to be named one of Kansas City’s Best Places to Work for the third year in a row! Go directly to the source for your company’s employment screening and background checks.

“People rarely succeed unless they have fun in what they are doing.”

— Dale Carnegie

www.validityscreening.com | 866.915.0792

OUR COMPANY STORE KEEPS RUNNING OUT OF THESE

E n g i n e e r i n g , A r c h i t e c t u r e , C o n s t r u c t i o n , E n v i r o n m e n t a l a n d C o n s u l t i n g S o l u t i o n s

Burns & McDonnell is honored to be named

a Best Place to Work for 7 years and counting.

www.burnsmcd.com/careers

EOE

OCTOBER 19, 2012 | BEST PLACES TO WORK | SUPPLEMENT TO THE KANSAS CITY BUSINESS JOURNAL | 3kansascity.bizjournals.com

Download your free copy today at quantumworkplace.com/2012trends

Today’s workforce: Hostile or engaged? Industry trends to watch Economic recovery and the engagement effectRecognition: What do your employees want? And much, much more!

2012 Employee Engagement

Trends Report

Make work awesome.quantumworkplace.com | [email protected] | 402.884.7721

How will you MAKE WORK AWESOMEthis year?

Where did we get this data? From the nearly 5,000 organizations

participating annually in Quantum Workplace’s Best Places to Work.


Description: Full-service en-gineering, architecture, con-struction, environmental and consulting solutions firm

Top executive: Chairman and CEO Greg Graves

Employees: 3,600 nation-wide, 2,350 locally

Address: 9400 Ward Park-way, Kansas City, MO 64114

Past years honored: 2006, 2007, 2008, 2009, 2010, 2011

Key perks: Burns & Mc-Donnell offers a competitive compensation package that in-cludes free participation in its employee stock-ownership plan (ESOP). As a 100 percent em-ployee-owned firm, employees are rewarded for performance and, through the ESOP, direct-ly share in company profitabil-ity. Other benefits include tu-ition reimbursement, an on-site gym, a wellness program and a smoking-cessation program re-imbursement.

Burns & McDonnell Uni-versity provides personal and professional development and technical and business edu-cation through 1,500 internal classes annually. Many courses qualify for professional devel-opment hours needed to main-tain credentials.

The company focuses on a selected charity each year, this year being Wounded Warriors.

It also helps employee-owners give back — last year, in recog-nition of the 25th anniversa-ry of employee ownership, the Burns & McDonnell Founda-tion matched $50,000 in em-ployee-owner contributions to qualified charitable organiza-tions. The program’s success led to support for matching funds in 2012.

Burns & McDonnell takes time to celebrate beyond the annual company holiday party and a summer picnic. Its Fun Committee organizes activities promoting teamwork and ca-

maraderie throughout the year, including employee meet-and-greets, ice cream breaks, office Olympics, Wii competitions and more. Other examples of celebration included a gala in honor of the 25th anniversary of the company’s ESOP and a Founders Day celebration with a hamburger bar and jeans day, with donations benefiting Wounded Warriors.

Employee-owners get regu-lar communication via the in-tranet, monthly newsletters and semiannual board member vis-its to all offices to discuss the

state of the company.Work environment: At

Burns & McDonnell, the ESOP allows employee-owners to participate directly in the prof-itability of the company at no cost to them. That changes the way employee-owners think and work.

Business case: Burns & Mc-Donnell management recogniz-es that work-life balance pro-grams are crucial to its success and to the well-being of its em-ployee-owners, so the company tries to offer as many services as possible. On-site amenities

include a new health center, a workout facility, fitness classes, dry cleaning, a gourmet cafete-ria, an exclusive credit union, an ATM, mail services, use of company vehicles, complimen-tary access to the corporate travel agency for personal trav-el, a variety of health screen-ings and free monthly seminars about health, work-life balance, stress, parenting and more.

The health center, which opened in March, saw more than 550 employee-owners by June, booking 1,386 total ap-pointments. Burns & McDon-nell expects the clinic to reduce its health costs, directly affect-ing profitability.

Innovation: Burns & Mc-Donnell employee-owners are entrepreneurs — each has the ability to improve and expand the operation. The executive leadership and management team recognize that and pro-vide employee-owners with a variety of training opportu-nities, as well as assembling teams that excel through col-laboration.

The firm seeks engagement and entrepreneurial drive early in the recruitment process, hir-ing top individuals who are technically excellent, high-performing team players with ownership attitudes.

| LARGE COMPANIES — FIRST PLACE |

Burns & McDonnell


Description: Casino and 392-room hotel

Top executive: General Manager Tom Cook

Employees: 1,011 locallyAddress: 1 Riverboat Drive,

North Kansas City, MO 64116Past years honored: 2007,

2008, 2009, 2010, 2011Key perks: Employees get

unlimited soft drinks daily, plus seven free meals during each pay period. They receive “Total Service Credits” when the company achieves custom-er service targets, and for five straight quarters employees have achieved “7 Star” pay-outs, letting them use credits to buy things such as airline tickets, cruises or iPads.

Employees, along with fam-ily and friends, get discounts to other Caesars Entertainment Corp. properties. An annual Chairman’s and Service An-niversary celebration rewards high-achieving employees and tenured employees with a red carpet experience as a thank you for dedication and loyalty to the company and for out-standing service.

For mothers-to-be and new mothers, Harrah’s provides ex-pectant mother parking and a lactation room.

Work environment: Harrah’s encourages employees to think

outside the box and come up with the newest ideas in the in-dustry. Each year, employees are selected to participate in an Emerging Leaders Summit at one of the Caesars properties. During the summit, partici-pants can explore any new idea they come up with to improve the business, the relationship and the value for customers and employees.

“The encouragement I re-ceived from the leaders of our company didn’t stop when the Summit ended — in fact, it in-creased,” said Clay Behrman,

director of property cage im-provement. “Since then, they have created a position — one that feels like it was created just for me — that allows me to explore and introduce chang-es to the industry standard in cash management and opera-tional finance.”

Behrman started with Harrah’s as a front-line hourly employee and has advanced through many positions during his career.

Business case: Health care premiums haven’t increased in more than five years, and for the

past three years, company em-ployees and spouses complet-ing Wellness Rewards healthy lifestyle steps can save as much as $1,850 a year in health ex-penses. Eighty-five percent of eligible team members active-ly participate in Wellness Re-wards programs and actively work with the casino’s on-site wellness coach.

This year, Harrah’s is fo-cused on providing total well-being for all employees by pro-viding easy access to services that help employees on and off the job. The four key areas are

physical, financial, personal and professional well-being.

Example of loyalty: Al-though a promising new ca-sino competitor entered the Kansas City market in early 2012, Harrah’s lost fewer than 20 team members. More than 200 Harrah’s employees live in the ZIP code of the new competitor, yet they choose to make the longer drive to keep their jobs at Harrah’s. A cou-ple of employees who left al-ready have returned to work at Harrah’s.

Innovation: Harrah’s offers an electronic suggestion box that allows employees to share ideas and suggestions daily, and employees participate an-nually in opinion surveys and supervisory feedback surveys geared toward taking specif-ic action based on employee feedback.

The company rewards em-ployees who submit “Big Ideas” that save costs or gen-erate revenue to improve the company as a whole.

A Continuous Improvement Department creates teams of executives, supervisors and hourly employees from a cross section of the company to vis-it one another’s departments with a fresh set of eyes and share their perspectives.

| LARGE COMPANIES — SECOND PLACE |

Harrah’s North Kansas City

| LARGE COMPANIES — THIRD PLACE |

Description: A Las Vegas-style casino featuring more than 1,700 slots and a AAA four-diamond hotel

Top executive: John Chaszar, vice president and general man-ager

Employees: 832Address: 777 N.W. Argosy

Parkway, Riverside, MO 64150Past years honored: 2010,

2011Key perks: Argosy’s offerings

include tuition reimbursement of as much as $4,000 annually, a 40 percent discount for em-ployees at every Argosy food outlet and a 20 percent dis-count on services in its spa.

Employees also get 16 hours of paid volunteer time; dis-counted medical, vision, dental and life insurance; a company-match 401(k) program; access to a free 24-hour “Club Fitness” workout facility on the proper-ty; an on-site employee dining facility; and activities for em-ployees and their families. In addition, Argosy team members get access to discounts at more than 45 Kansas City-area busi-nesses.

Argosy and its parent com-pany, Penn National Gaming Inc., emphasize the wellness and well-being of employees through a Wellness Works pro-gram. The program includes a

24-hour free fitness center for all employees, free and dis-counted smoking-cessation products, contests to encourage activity and an employee din-ing facility that features low-fat, low-calorie choices.

Argosy also provides an Em-ployee Assistance Program that offers support for many aspects of life — even beyond work — such as health, finan-cial, mental or other areas. All of the programs are focused on improving a team member’s health and well-being.

Work environment: Argosy’s service to both external and in-ternal customers begins with its core values — AIRR (Account-ability, Integrity, Respect and Relationship). The company strives daily to build relation-ships by treating people with respect and putting people first, creating a culture in which team members feel like part of a family.

That culture starts with an employee’s first day on the job, when he or she has lunch with the entire executive team to en-

courage a personal relationship. Training programs are built around the AIRR values.

Example of loyalty: Argosy Casino Hotel & Spa was the first casino to open its doors in Kansas City. With the com-pany’s reward and recognition programs, talent development and a

culture that puts people first, the employees have developed a passion and pride for Argosy. That feeling is demonstrated by loyalty to the company. Sixty percent of employees have been with Argosy for more than five years, and 21 percent have been with Argosy for more than 10 years.

Innovation: Argosy conducts internal focus groups consisting of front-line employees. Those employees are encouraged to provide feedback about ways to improve morale, leadership and work conditions for every de-partment throughout the prop-erty. In addition, the company conducts an annual team mem-ber engagement survey. Argosy uses that employee feedback to develop ideas, programs and initiatives, and results along the way are shared with employ-ees, who can provide feedback about whether the changes match their requests.

One department received a low score for rewarding and recognizing achievement, so its plan included creating a bul-letin board for recognition and offering prizes that are impor-tant to employees. For exam-ple, for a buffet employee, that could include making a man-ager roll silverware or getting to pick a workstation.

Argosy Casino Hotel & Spa


Children’s Mercy Hospitals and ClinicsDescription: Children’s Mercy Hospitals and Clinics is one of the

nation’s top pediatric medical centers. The 319-bed hospital provides care for children from birth through age 21.

Top executive: CEO Randall O’Donnell Employees: 6,000Past years honored: 2006, 2007, 2008, 2009, 2010, 2011Work environment: Children’s Mercy has its own character

and personality. Sure, it has bright murals and toys, a star dome, a giant piano in the park and kaleidoscopes. But there’s more: Staff members dedicate themselves not just to jobs, but to the patients and their families.

From the beginning of their careers at Children’s Mercy, every em-ployee knows he or she is a vital part of the patient-care experience. Leaders ask for, and listen to, opinions from everyone as part of efforts for continuous improvement.

Business case: Health care workers are notorious for taking care of everyone but themselves. Children’s Mercy believes that helping employees find time to take care of themselves not only positively af-fects their health, but it also improves the financial health of Children’s Mercy. For example, employees with two or more conditions such as diabetes, hypertension and obesity use more than twice as many dol-lars from the medical plan as other employees. By offering employees a wide spectrum of wellness programs, employees get healthier, al-lowing more dollars to be directed toward the organization’s mission — caring for ill and injured children, regardless of their families’ ability to pay.

Example of loyalty: Children’s Mercy values employees being loyal to its mission. The first public pediatric cancer ward dedicated to treating Palestinian children in the West Bank and Gaza Strip soon will open, thanks in large part to the expertise and guidance of Children’s Mercy Hospital staff members.

PlattForm AdvertisingDescription: A full-service enrollment solutions provider with a

focus on postsecondary educationTop executive: CEO Dave AdmireEmployees: 330Key perks: PlattForm offers comprehensive health insurance,

paid holidays, 401(k) matching up to 8 percent and a free on-site gym. On top of that, the company provides industry education cours-es, long-term disability insurance, life insurance, tuition assistance, Flex Fridays during the summer, and a health and wellness program.

Work environment: The company says it earns its playtime and uses it wisely. A Tuesday candy cart keeps employees sugar-buzzed, and a break room sparks competition spanning pool, pingpong, foosball and video games. PlattForm has set up talent shows and flag football games, and its Culture Club plans an array of activities, such as an annual 12-hour video competition or paying to throw pies in managers’ faces.

Conference rooms sport themes such as superheroes, sports or “The Wizard of Oz.”

Innovation: PlattForm celebrates and rewards employees through its Employee of the Month and Innovator of the Month rec-ognitions. The most recent Innovator of the Month award was for finding a more time-efficient and cost-effective way to print business cards, decreasing costs by roughly 30 percent. The same person also helped set up an option for employees to make automatic charitable donations from their paychecks.

In addition, PlattForm has companywide innovation teams. Every quarter, groups can meet on- or off-site to brainstorm for half the workday. The ideas then are presented to management, potentially to be developed and implemented companywide.

Henderson Engineers Inc.Description: Henderson Engineers, founded in 1970, provides

mechanical, electrical and plumbing engineering design services through its headquarters in Kansas City, as well as eight branch of-fices.

Top executive: CEO Duane HendersonEmployees: 430Past years honored: 2006, 2009, 2010, 2011Key perks: Henderson Engineers offers paid overtime, perfor-

mance bonuses, flexible schedules, casual dress, social events and free breakfast two times a month. The company also provides an employer-paid premium for health, dental and vision insurance, along with employer-paid term life insurance and disability/travel ac-cident insurance, among others.

Work environment: Founder Fran Henderson was notorious for his “no suit and tie” dress policy and laid-back persona, which set the tone for the atmosphere within the company. Henderson En-gineers believes that laid-back atmosphere — combined with a de-mand for high-quality design, attention to detail and excellent client service — is an ideal environment for aspiring and seasoned employ-ees alike.

Henderson Engineers also rewards employees for staying with the company. For every five years with the company, each employee re-ceives Henderson Engineers apparel, a monetary bonus, a personal write-up that is distributed companywide or a combination of those.

Example of loyalty: When mechanical designer Pete Graeff fell while working on his house in 2009, it took a year and a half of rehab before he could return to work. When he finally was able to return, he couldn’t perform at the same capacity he had before because of the extreme head trauma he had suffered. Despite Graeff’s limited abilities, Henderson Engineers kept him on staff with the knowledge that he might otherwise be unemployed.

Intouch SolutionsDescription: A digital marketing agency that specializes in the

pharmaceutical industryTop executive: Founder and CEO Faruk CapanEmployees: 274Past year honored: 2011Key perks: Intouch Solutions offers employees free parking, a fit-

ness reimbursement, 80 percent of health and dental premiums, and 100 percent 401(k) matching. Employees also get a year-end bonus, paid holidays and three weeks of vacation, plus paid time to volunteer in the community.

But beyond standard benefits, a big part of the culture is how the company celebrates success. Departments take turns hosting themed Friday happy hours twice a month. The company also gathers monthly to celebrate birthdays, anniversaries and the occasional wedding – with cake. And during the summer, associates have the option of tak-ing summer hours on Friday afternoons.

Work environment: Intouch Solutions doesn’t act like a typical marketing agency. Rather than focus on how many hours employees bill, the company emphasizes results and client happiness. Employ-ees share their knowledge rather than competing with one another. The company puts a premium on teamwork and independent thinking, technological innovation and artistic creativity.

Innovation: Intouch Solutions strives to help bring innovation to health care marketing. Associates at all levels come up with innovative ideas for products that differentiate the company, trying to address un-met needs within the highly regulated industry.

During the summer, the company’s Business Innovations Team Chal-lenge offered individuals and teams a cash prize for their vision of a bet-ter, forward-looking pharmaceutical website of the future. Fourteen teams presented their ideas during a two-day symposium to a panel of judges that included company leaders and employees.

| LARGE COMPANIES — RUNNERS-UP |

Bank of Kansas City’s Vision Statement says it all: It is our mission to create an enjoyable and challenging environment that empowers our employees to achieve their goals at work, at home and in the community. Every day our employees embrace that vision. Good work is rewarded and professional growth is encouraged. We support our employees who give back to our community by serving on nonprofit boards and advisory committees. This year, Bank of Kansas City took an even greater role in the community by accepting the challenge of serving as a Pacesetter for the United Way’s city-wide campaign.

We think we’ve created a pretty great place to earn a living, which is why we are proud to support our peers by sponsoring the 2012 Best Places to Work with the Kansas City Business Journal.

Bank of Kansas City takes great pride in the work we are doing in our community.

Our strength and stability allows us to better serve you. If you are looking for a go-to partner with the experience to understand your challenges and the solutions to make your business even stronger, look no further. Our top-notch team of banking profession-als is here to help take your business to the next level. Whether it’s funding to get going, or financing to grow, you can count on us. And because Bank of Kansas City is part of BOK Financial Corporation, a $26 billion fi-nancial services holding company, we have a wealth of expertise and substantial lending capacity.

We congratulate the nominees and win-ners of the 2012 Best Places to Work. Thank you for your dedication to your business, em-ployees and our community. We’re proud to work alongside you to be part of the current and future success of Kansas City.

Long live a strong community.

a word from our sponsors

a Great place to Earn a Living


Saint Luke’s Health SystemDescription: A faith-based, nonprofit health care systemTop executive: CEO Melinda EstesEmployees: 9,600Past years honored: 2003, 2004, 2005, 2006, 2007, 2008,

2009, 2010, 2011Work environment: Saint Luke’s has built an environment in

which service and commitment to patients, families and one another is valued and rewarded. Senior leaders throughout the system believe that one of the most important factors in achieving the system’s vision is a highly competent and engaged workforce led by experienced man-agers. Recruitment, retention and reward/recognition strategies are designed to achieve those objectives.

Business case: Employees get a 50 percent medical premium re-duction when they complete an annual health assessment and have received an adult wellness/well woman physical exam during the cur-rent or past calendar year.

In 2011, the premium reduction resulted in 98 percent health as-sessment completion and 97 percent getting exams. Saint Luke’s has a detailed Wellness Balance Score Card that reflects employee annual wellness improvements, using 2009 results as the baseline. Match-ing employee health assessment reporting with actual medical claims activity provides key health data, helps monitor medication adherence cost savings and shows what programs should be added to support the ongoing physical, emotional, spiritual and financial wellness of employees.

Example of loyalty: Saint Luke’s has an annual service award luncheon to recognize employees in five-year increments. In 2012, it recognized about 1,000 employees – including several who had more than 40 years of service with Saint Luke’s. Also, Saint Luke’s, on aver-age, rehires 50 people who once worked there and decide to return. And it is not unusual for retired employees to come back to volunteer, or for volunteers to apply to work at Saint Luke’s.

Teva Pharmaceuticals Inc.Description: Offers a total approach to disease management,

combining proven medications, patient education and a variety of sup-port services

Top executive: Larry Downey, executive vice president, U.S. Brand Pharmaceuticals

Employees: 315Past years honored: 2005, 2006, 2009, 2010, 2011Key perks: Teva offers tickets to Kansas City Royals and Chiefs

games; covered parking; a fitness center; an on-site restaurant; First Aid/lactation rooms; and summer hours. A new environmentally friend-ly office, scheduled to open in September 2013, will include an audi-torium, exterior garden seating, a parking garage, water features and more.

Work environment: Teva has a values-driven culture that’s based on personal commitment, high integrity, strong teamwork and achievement orientation, creating opportunity and employee/customer satisfaction. It provides regular, open communications about the busi-ness, its priorities, colleagues, and the industry and market. Employees also have access to senior leaders, who work to stay in touch with the wants and needs of the organization and who genuinely care about employees and their development.

Wellness: It is common to hear Larry Downey say, “Our most im-portant asset goes home every night.” That’s why Teva offers perks such as an on-site fitness center, off-site fitness center discounts, on-site flu shots and health assessments that provide a monetary reward for achieving healthy milestones. Teva also has liberal time off/parental leave programs, adoption assistance, tuition support, internal develop-ment opportunities and discounts for day care, weight loss and smok-ing cessation.

Example of loyalty: Many new mothers claim they never will leave the company because of the flexibility and “phase-in” approach of their return to work after childbirth.

VML Inc.Description: A global digital marketing agency based in Kansas City

with operations on five continentsTop executives: Global Chairman Matt Anthony, CEO Jon CookEmployees: 730 nationally, 1,200 companywide Past years honored: 2002, 2003, 2009Key perks: VML pays in full for all of an employee’s medical and

dental coverage, and it offers adoption benefits, vision insurance, flex-ible spending accounts and health savings accounts. Employees get a 75 percent match on 401(k)s up to 6 percent of the employee contribution.

Staffers also can enjoy free beverages and snacks, an in-house coffee bar and dry cleaning (with free pickup and delivery) and three paid days off annually to volunteer. Fridays in the summer bring half-days, and em-ployees get a holiday vacation week each year between Christmas and New Year’s.

Work environment: VML values its Midwestern roots, which marry a can-do attitude and commonsense approach with a wide vari-ety of cultures, customs and traditions. The company says its staff is as comfortable in front of a whiteboard during a client meeting as they are introducing a speaker at a TED event.

VML works on its relationship with its client partners as well as the broader community. A majority of staffers contribute to the VML Foun-dation, which focuses on the communities where VML has offices to use the company’s collective energy and talents to deliver the greatest ben-efit for those who need it the most.

And just to keep things light, the VML Ministry of Fun plans events throughout the year, including the VML World Series of Jokers Poker League and International Beer Friday.

Business case: Employee well-being is VML’s highest priority. It of-fers an annual wellness assessment and follows up with programs to help staffers reach their wellness goals. The company offers an on-site work-out room, with a trainer available three days a week to help with fitness, dietary recommendations or lifestyle habits.

| LARGE COMPANIES — RUNNERS-UP |

w w w . P r o A t h l e t e I n c . c o m

Embrace Stewardship"A life is not important except in the impact it has on other lives."

-Jackie Robinson

Core Value #8


Description: Creates digital marketing, commerce and col-laboration strategies that em-power organizations to ampli-fy their competitive advantages and achieve their objectives

Top executive: CEO Neal Sharma

Employees: 105Address: 10801 Mastin

Blvd., Suite 130, Overland Park, KS 66210

Past years honored: 2006, 2009, 2011

Key perks: DEG provides excellent traditional health benefits; flexible schedules and a casual work environment; high-profile clients; free soda, juice and coffee in the com-pany coffeehouse; and weekly Beer:30 gatherings.

Other highlights include an in-office speaker series, sub-sidized fitness club member-ships, charity and communi-ty involvement and grassroots Culture Club events such as cook-offs, Mario Kart tourna-ments, “Good Job, Science!” parties, trivia contests and happy hours.

A “Dale Dollar” program re-wards employees by covering $100 of vacation travel-relat-ed expenses; on their fifth an-niversaries with the company, employees also get two tickets to any destination in the conti-

nental United States.Work environment: DEG

aimed to build an environ-ment that’s engaging, chal-lenging and rewarding, but on top of that, it built a company that cares. DEG’s core values center around doing the right thing in any given situation, which means DEG employees take great care of clients and one another.

DEG believes that the best idea wins in any discussion,

regardless of where it comes from, so the company works openly and collaboratively across disciplines, keeping cli-ents’ objectives first in mind. For DEG employees, being ex-perts at what they do means loving what they do.

Business case: DEG’s future depends on finding difference-makers who want to do great work for some of the world’s biggest brands. To attract and retain those excellent peo-

ple, DEG believes it is impor-tant to have a compelling, fun, challenging workplace — one in which employees have all of the resources they need to imagine and create smart strat-egies but one that also is enjoy-able.

The company wants employ-ees to look forward to com-ing to work, but it also believes employees deserve time away from the office to foster other interests, travel, be with their

families and be a part of the community around them. Di-verse experiences aligned with professional goals produce a rich and meaningful work-place.

Innovation: DEG believes that it is fortunate to have a long list of remarkable “client partners” and that the work the company does on their be-half is innovative, challenging and fun. DEG employees have diverse interests, backgrounds and life goals, and that diver-sity enables them to bring fresh perspectives and ideas to their work, and engagement is key to what DEG does.

In an ever-changing indus-try, excellence demands that DEG employees constantly are curious about technology and how it can be creatively ap-plied to benefit clients. Sever-al of DEG’s business segments were formed because an em-ployee had an interest in that area, and DEG gave the em-ployee the opportunity to ex-plore and develop that interest and learn to leverage it appro-priately on behalf of the com-pany’s clients. In several cases, those people now are leading that new discipline for DEG, and they’re doing remarkable, important work for the compa-ny’s clients.

| MEDIUM COMPANIES — FIRST PLACE |

DEG

www.ryan.comPMS 288 Blue or CMYK = C100-M85-Y0-C43PMS 1255 Ochre / Yellow or CMYK = C0-M35-Y85-C30

At Ryan, we’re proud of our �exible myRyan work environment that allows employees to achieve the highest level of success and productivity in all areas of life, including professional and personal endeavors. We remain committed to delivering superior client service and results, while providing employees incredible �exibility for work-life success. © 2012 Ryan, LLC. All rights reserved.

Ryan is Proud to be Selected as One of the Best Places to Work in Kansas City.

Ryan employees choose to work where and when they are most

e�cient and e�ective.

A special thanks to our Kansas City employees for voting Ryan as

one of the best places to work.

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Description: A knowledge and electronic health records partner for behavioral health, Netsmart helps clients trans-form care with clinical and hosting solutions that coordi-nate care, improve outcomes, optimize revenue cycles and reduce health care costs.

Top executive: CEO Mike Valentine

Employees: 598Address: 4950 College Blvd.,

Overland Park, KS 66211Work environment: The

work environment at Netsmart is driven by a fundamental be-lief and focus that people mat-ter. Netsmart has cultivated that environment by building a high-performance, person-centric culture focusing on as-sociate development, serving clients and the opportunity to contribute in extraordinary ways to the communities the company serves.

Netsmart’s offerings touch the lives of millions of people every day, letting employees positively influence the lives of those who provide and receive care. That common cause unites the company in the pur-suit of optimal health care ex-periences.

“The rapid evolution of tech-nology in health care is one of the very few bright points of

growth in today’s world econo-my,” CEO Mike Valentine said. “Even more special is that fact that every day, we take steps forward in making a substan-tial difference in the quality of care that millions of people re-ceive every year.”

Netsmart created the non-profit EveryDay Matters Foun-dation to link those who work in behavioral and public health with clients so they can learn from one another and help debunk the stigma often as-

sociated with mental health. The foundation also provides grants to advance innovation of care in those communities.

Collaboration: Netsmart re-cently moved its headquarters to 4950 College Blvd. in Over-land Park — a location that has been named “The Solution-arium.”

The design of the new build-ing incorporates spaces that encourage ad hoc discussions and allow for teams to gather as they work. Hoteling spaces

encourage engagement with traveling and visiting em-ployees, and the Solutionari-um lets Netsmart employees work with clients to map out solutions in a forum that en-courages creativity, providing contextual and visual design elements.

Netsmart also tries to offer a medium for every employee to connect. In June, the company launched internal communica-tions website “myNetsmart,” which lets associates know

what’s going on at all levels of the organization. Employ-ees are encouraged to share knowledge and ideas, highlight client success stories and rec-ognize one another for their contributions, as well as share information about person-al interests. In three months, myNetsmart enabled 648 us-ers, started 75 groups — the largest has 474 members — and started 468 blogs. There have been more than 4,000 blog posts and 13,238 activities.

Blogs about personal in-terests — such as technolo-gy, exercise or even random thoughts — foster community and relationships.

Example of loyalty: Netsmart believes loyalty is demonstrated by the actions employees take to best serve clients because of their belief in the company’s shared val-ues. They’re empowered to do the right things as needed, when needed.

The company celebrates un-solicited feedback from clients when an employee exceeds ex-pectations.

“We probably have redefined the traditional view of compa-ny loyalty into something that represents our belief that we have a true obligation to our clients,” Valentine said.

| MEDIUM COMPANIES — SECOND PLACE |

| MEDIUM COMPANIES — THIRD PLACE |

Netsmart Technologies Inc.

Description: Internet retailer of baseball and softball bats and gloves

Top executive: CEO Scott Hedrick

Employees: 101Address: 10800 N. Pomona

Ave., Kansas City, MO 64153Past years honored: 2010,

2011Key perks: From the first day

of employment, each employ-ee receives an annual chari-table giving budget to give to a charity of choice. That budget ranges from $200 to $1,500 an employee. This year, Pro Ath-lete will donate about $100,000 to charity. Employees also get paid time off to volunteer.

Pro Athlete pays full premi-ums for employee health and dental insurance and matches employee 401(k) contributions up to 10 percent. The compa-ny also offers a fully stocked serve-yourself cafe with gour-met coffees, teas, espressos and lattes, and it provides employ-ees with free on-site haircuts one day a week.

Lunch is provided daily, along with healthy snacks. Em-ployees also may schedule time in the company workout facility — staffed with a personal train-er — during the workday or be-fore or after hours, depending on preference. Pro Athlete has a basketball court, batting cage,

racquetball court, lap pool, hot tub, sauna and locker rooms. Employee workout clothes are laundered each night.

In addition, Pro Athlete pro-vides interest-free loans to help employees buy their first homes. Each quarter, employ-ees are encouraged to pick self-improvement projects. The company covers expenses; em-ployees can work on their proj-ects during discretionary time at work.

Work environment: To es-tablish Pro Athlete’s work en-vironment, CEO Scott Hedrick studied the ways of The Walt Disney Co., Southwest Airlines Co., Google Inc., Zappos.com Inc. and other companies re-nowned for their outstanding

workplace cultures.The culture embraces hard

work, personal responsibility, efficiency and systemization. Meetings start on time, and employees typically respond to emails almost immediately. It is a priority to place employ-ees in positions where they use their talents and do what they do best, and employee perfor-mance is evaluated based on results, commitment and at-titude. There is a collective mindset to make Pro Athlete a world-class company in every way, and the company embrac-es remarkably high standards as the “Pro Athlete way.”

The culture becomes evident in Pro Athlete’s resolve to wow the customer. For example,

customers may return a base-ball bat they’re not happy with — even after using it in a few games. And employees smile and say, “No problem!” when a customer asks for a refund, even if the item they’re return-ing was bought from a com-petitor. Employees are proud of the Pro Athlete way.

The company doesn’t have a dress code, so it’s common to see jeans, shorts, ball caps or workout clothes. Baseball games can be viewed on TVs throughout the building, base-ball is a frequent conversation topic, and employees attend baseball events — each received a ticket to the All-Star Game or Home Run Derby.

Innovation: An employee,

Gabe, recently was promoted from an entry-level position in Pro Athlete’s shipping depart-ment to an administrative as-sistant role in the Employee Experience division. Soon af-ter starting the new position, Gabe received the assignment of reviewing the current on-boarding process and mak-ing improvement recommen-dations. He showed incredible diligence, resourcefulness, creativity and determination, going considerably above and beyond what he was asked to do. Thanks to his work, Pro Athlete now has Traditions, a world-class orientation process — which begins as soon as em-ployees accept the job — that new hires rave about.

Pro Athlete Inc.


Athletic & Rehabilitation CenterDescription: A healthy workforce company offering physical

and occupational therapy, post-offer employment testing, ergonom-ic on-site assessments, job conditioning and preventive online well-ness programs — a continuum of care to save employers money

Top executive: CEO Matt CondonEmployees: 91Key perks: ARC offers competitive pay and benefits, as well as

a 401(k) plan with an automatic employer contribution; a bonus structure of as much as 10 percent of total income based on clinic and company goals; leadership training and continuing education allowances; an advanced wellness plan; flexible scheduling to ac-commodate more work-life balance; fitness facilities in every clinic; and more.

Work environment: ARC’s philosophy is to hire the best peo-ple, give them the best technology and ongoing education avail-able, and help them become excellent. All efforts aim at providing the best care to improve clients’ health, performance and lives. Em-ployee and client turnover is almost nonexistent.

ARC’s executive team believes in developing leaders from within, soliciting feedback from employees and involving them in shaping its future.

Business case: ARC says it has one of the lowest associate turnover percentages in the region and in its industry. Low turn-over means happier employees, more attention to patient care and longer-lasting, deeper relations with key referral sources that drive revenue.

ARC’s wellness program helped the company save $30,000 in its first year by reducing group health insurance premiums and sick days, as well as increasing productivity. On top of that, the wellness initiatives mean healthier, happier employees and better employee retention and recruitment.

| MEDIUM COMPANIES — RUNNERS-UP |

BATS Global Markets Inc.Description: A leading operator of securities markets in the Unit-

ed States and EuropeTop executive: CEO Joe RattermanEmployees: 150Past year honored: 2010Key perks: The most unique perk at BATS is that it is an open

and transparent organization. Ratterman knows each employee by name and has an open-door policy. All employees are kept up to date about business developments and opportunities. Weekly staff meetings include all employees — in the United States and London — and no questions or concerns are off limits. The environment rein-forces that all BATS employees are part of a team.

BATS offers a comprehensive health care/retirement/compensa-tion plan, as well as a casual dress code. The company also gives employees two paid days a year of pre-approved community service leave, on top of vacation time, and matches qualifying charitable contributions that employees make on a dollar-for-dollar basis.

BATS also provides daily lunch, monthly birthday treats and ice cream for big achievements.

Example of loyalty: BATS prides itself on having low employee turnover, which it attributes to a positive working environment and a thorough hiring process. The company sets quarterly department milestones, which are linked to a bonus payment; meeting the goals depends on how the company and departments perform.

Innovation: At BATS’ weekly companywide staff meeting, leaders from each department — including executive management — give a detailed update about key business developments, company progress, coming initiatives and industry news. This keeps all employees in the loop and encourages them to ask questions while also fostering future initiatives and ideas. The collaborative process helps employees stay engaged, especially when BATS faces challenges that need solutions.

FedEx TechConnectDescription: A subsidiary of FedEx Corporate Services Inc., Fe-

dEx TechConnect aligns customer contact centers, worldwide rev-enue operations, claims, trace and package engineering within Fe-dEx’s professional services company.

Top executive: Senior Manager Beverley HightEmployees: 143 locally, 4,924 worldwide Key perks: FedEx distinguishes itself by offering a comprehen-

sive benefits package with medical, dental and vision to part-time and full-time employees.

A tuition assistance program helps team members have the op-portunity to pursue their educational goals and earn a college de-gree or postgraduate degree. Employees also have access to online courses to help them develop skills associated with their current jobs or one they may hope to qualify for.

Business case: Forty years ago, FedEx was founded on the guiding principles of People, Service and Profit. If a company takes care of its people, they in turn will provide excellent service, return-ing a profit for the company and shareholders. That foundation re-mains alive and well today.

At TechConnect, customer service employees have the opportu-nity to work every day with customers. Their new motto, which has become a part of today’s culture, is called the Purple Promise: “I will make every FedEx experience outstanding.”

Innovation: The company prioritizes open communication, two-way feedback and regular information, including strategy updates, so employees know what to expect and how they fit in. Employ-ees regularly share their ideas for improving the operation. Annual employee surveys and feedback sessions are followed by actions throughout the year. A Voice of the Customer link on the intranet lets employees offer feedback for updates to the tools and resources they use daily.

Mariner Holdings LLCDescription: A global financial services firm that provides wealth

advisory services and asset management through two affiliates: Mari-ner Wealth Advisors and Montage Investments

Top executive: CEO Marty BicknellEmployees: 352 Past year honored: 2011Key perks: Mariner covers 99 percent of health insurance premi-

ums for associates as well as their families. It also offers comprehen-sive dental, vision, life, disability and flexible spending options at re-duced rates.

Employees can benefit from the referral bonus program, annual bo-nus program, tuition reimbursement and financial support for profes-sional registrations and certifications.

Mariner offers free coffee, soda and snacks in the break rooms. And once a month, employees can get their shoes and handbags shined on site for a reduced rate.

CEO Marty Bicknell hosts an annual Fall Festival for employees and their families at his farm.

Work environment: Mariner was founded to be a different kind of financial services firm, free of corporate mandates, unencumbered by proprietary product sales requirements and with no limits on what employees can achieve. Employees have the opportunity to influence the direction of the company and create innovative solutions for cli-ents.

Despite the recent economic turmoil, Mariner has grown from eight employees to more than 350 in the past six years.

Employees stay engaged with quarterly companywide networking lunches, lunch-and-learn sessions with peers and brainstorming ef-forts with co-workers companywide.

Example of loyalty: Mariner’s employee retention rate in 2011 exceeded 95 percent. In addition, the company has found success pro-moting and transferring staffers to different positions within the firm rather than see them seek a job elsewhere.

By Greg Harris, President at Quantum Workplace

It’s hard to find good news in the workplace today. With high unemployment and low mo-rale, the headlines can be depressing. But in our 8th year of analyzing employee survey re-sults across hundreds of employers in the KC area, we find remarkable stories of heroic leaders from growing organizations fully committed to talent.

With more companies competing for recog-nition as this year’s Best Places to Work, mak-ing the list requires more than just ping pong tables and beer fridges. This program mea-sures employee engagement across every par-ticipating organization. It defines “engage-ment” by the presence of three outcomes among employees: discretionary effort, intent to stay, and advocacy. Honored companies have built cultures that leverage those three outcomes.

Among participating firms, 59.4% of em-ployees are engaged. While that number is down slightly from 2011—it’s much higher than the 33% reported to be the average by our firm and others.

Almost 14% of employees were scored on the survey as disengaged or hostile. This

proves that even the best employers still have to room to grow.

KC workers are 4% more favorable about their benefits plans compared to our national database of Best Places to Work. However rec-ognition and career development are areas KC employers lagged the national average. 64% of KC employees are confident they’ll be rec-ognized for going the extra mile compared to the national average of 71%.

Of this year’s 30 honorees, 18 were repeat winners from last year’s list. This is evidence that great culture is a long term strategy. Companies that maintain highly engaged workplaces are reaping the rewards of long term investments in their talent.

Our mission is to equip employers to make work awesome. We do this by elevating the voice of the employee to impact strategy and success. When leaders harvest the collective intelligence of their people, they have teams that collaborate better, innovate more, and grow faster.

a word from our sponsors

Celebrating the Best of the Best in Kansas City


McCownGordon Construction LLCDescription: An innovator in building commercial construc-

tion projects, the company was founded on three core values — integrity, relationships and performance.

Top executives: CEO Pat McCown and President Brett Gor-don

Employees: 74Past years honored: 2005, 2006, 2007, 2008, 2009, 2010,

2011Key perks: McCownGordon offers a bonus plan in which ev-

eryone is eligible; 36-plus lunch-and-learns a year; MGCU (Mc-CownGordon Construction University); a mentoring for success program; leadership development; a wellness program and fit-ness center; an online channel for submitting ideas; a volunteer group that plans events for giving back and having fun; a rooftop deck; free food every day; periodic Super Sonic Fridays (owners take orders for Sonic treats and go pick them up); Coffee Fridays (a barista comes to the office); valet dry cleaning; and bicycles and hybrid cars for associate use.

Work environment: The company’s offices purposely have few doors but many common areas that are conducive to gather-ing, including a full kitchen, mezzanine, fitness center and a roof-top deck. But the thing that really makes McCownGordon a great place to work is the team of associates who fill those areas.

Business case: The mission statement for the company’s MGC Wellness program is to educate and inspire the MGC family to achieve wellness and balance of body, mind and spirit. Healthy associates are happier and more productive, and company offi-cials are going to do everything they can to help associates and the company achieve that wellness.

According to a company survey, the initiatives have inspired 96 percent of associates to live healthier lives.

Saepio Technologies Inc.Description: Provides software and solutions for distributed

marketing organizationsTop executives: John Thomson, Eric Bur, Kevin Brooks, Mark

Hunter, Jeff GehebEmployees: 57 Past year honored: 2011Key perks: Saepio keeps employees’ costs for health care

cheap. Employees have the flexibility to work from home when they have to. The company also offers a solid compensation plan.

The perks extend to a casual work environment in cool office space in Downtown, where employees can get unlimited amounts of free soda and snacks.

Other perks include the annual Saepio Day at the Royals, dis-counted gym memberships, the “Wine Down” monthly happy hour, frequent Sheridan’s visits and a dog-friendly office environment.

Work environment: Saepio relies on a simple formula to cre-ate an environment for employees that fuels their growth: Client success equals company success, which equals individual success.

The company strives to create a fun, flexible, open environment for employees who have a thirst for excellence and a focus on inno-vating for clients. Saepio’s management espouses the “Work hard, play hard” mantra.

Employees have access and provide input to the executive team, part of an effort to create a collaborative team atmosphere. This in-cludes team meetings called “Saepio’s Super Amazing Bi-Monthly Fun House.”

Example of loyalty: Tim Middleton has been with Saepio from day one. And he live two hours away. But he makes the com-mute and never misses a day in the office.

He says he loves his job, and his dedication is unmatched by most.

U.S. Engineering Co.Description: U.S. Engineering Co., established in 1893, is a diversi-

fied mechanical contractor. It provides total service and maintenance and premium-value construction in commercial; industrial and process; insti-tutional; and science and technology facilities.

Top executive: Chairman and CEO Tyler Nottberg Employees: 330 locally, 1,030 nationwidePast years honored: 2008, 2009Key perks: The company’s field employees are union members and

enjoy the benefits associated with that membership. For non-union em-ployees, the company offers an extensive array of traditional benefits, such as health and wellness plans, life and disability, 401(k), profit shar-ing, an employee stock-ownership plan and a tuition reimbursement.

Benefits offerings align with the company’s focus on the overall well-ness of employees and their families. U.S. Engineering encourages em-ployees to enroll in a 529 College Savings Plan and matches the employ-ees’ savings, up to a maximum of $1,000 a year.

Work environment: The company’s culture is cultivated through selectively hiring people who will thrive in the company and by holding true to five core values:

• Exhibit integrity in everything they do. • Listen, identify and respond to customer needs.• Provide quality, on schedule, at a competitive price.• Respect, challenge and recognize each employee.• Ensure a safe working environment.The culture is quite familial and promotes having fun, too. As part of a

recent “Show your College Colors” Friday, employees were encouraged to support their favorite college football team by wearing the team’s col-ors and donating money to Harvesters on behalf of their teams.

Innovation: Winners of an “Idea of the Month” program receive gift cards and are considered for “Regional Idea of the Year” ($500 gift card) and “Idea of the Year” ($1,000 gift card).

| MEDIUM COMPANIES — RUNNERS-UP |

2010

2009

2008

2007

2006

2005

Hard Hats off to our team!

Our people make McCownGordon Construction one of the Best Places to Work in Kansas City. For the eighth year in a row, our �rm has been recognized with this special honor. Thanks to every one of our team members that make McCownGordon a great place to come to work everyday.

www.McCownGordon.com

Dorian DeShon, Superintendent

2012

2011


Description: Internet Builder Consulting has built more than 1,700 website solutions for cus-tomers nationwide since 1995. It is a true one-stop solution to allow clients to build better websites and get assistance with SEO, social marketing, pro-gramming and hosting.

Top executive: Owner Robert “Dot Com” Jackson

Employees: 14Address: 106 W. 11th St., Suite

1430, Kansas City, MO 64105Past years honored: 2004,

2005, 2009Key perks: The company

gives flex time, allowing staff to work hours that fit their family and personal needs rather than a strict set of hours; gives paid birthdays off; offers ongoing, paid training; and hosts events, such as Kansas City Chiefs games, the Bacchus Terror Party and nights out to play pool, go to the Nelson-Atkins Museum of Art or dinner as a team. The company provides classic cars for staff to use on personal time; paid cellphones, trips and vaca-tions; a fully stocked kitchen; and paid fitness club member-ship.

Work environment: Everyone works as a team, helps one an-other with projects, teaches and shares new ideas and puts in ex-tra effort when needed to take

care of customers. The office is flexible, fun, open and ready to help any customer or staffer in need. This ranges from paying for a tank of gas to completely paying all website and market-ing-related bills for customers having hard times financially.

Business case: Part of the benefits are company-paid fit-ness memberships, person-al training and spa treatments at Rigenerante Day Spa in Leawood for the staff to have a massage, facial, nails or pedi-cure. This helps the team stay fit, active and refreshed, which leads to a productive healthy en-vironment.

Example of loyalty: Several staff members have turned down higher-paying jobs at other com-panies simply because they en-joy the work and environment at Internet Builder Consulting. Many times, staff has come in to attend to customer emergencies or requests in the middle of the night, including a request from former Kansas City Mayor Mark Funkhouser.

Sharing ideas: Every project or customer request is assigned to a team of individual experts who work together for a solu-tion. This approach allows each step to be completed by the most qualified expert, which produces better results for customers.

| SMALL COMPANIES — FIRST PLACE |

Internet Builder Consulting


Description: Full-ser-vice strategic communi-cations firm, specializing in public relations, public affairs, crisis communi-cations and public issues management

Top executive: CEO Roshann Parris

Employees: 11Address: 4510 Belleview

Ave., Suite 110, Kansas City, MO 64111

Past years honored: 2007, 2008, 2009, 2010, 2011

Key perks: Employees have the freedom to work from home and to choose a part-time schedule that helps achieve their de-sired work/life balance.

The company also has Parris Fridays during the summer. Between Me-morial Day and Labor Day, each “Parrisian” gets to choose two Fridays a month to take an after-noon off to get a jump-start on the weekend. Their “ticket to ride” is that they have to leave treats for their colleagues who stay behind.

Work environment: The company is family.

Employees are there for one another. They watch

each other’s backs, sup-port each other, jump in and cross-pollinate wher-ever the need exists.

The company doesn’t “meeting” employees to death. Although they are collaborative by nature, senior staff don’t “hover.” Instead, employees brain-storm over their open walls, caucus and chat in the Parris Cafe (a great Parisian café in the of-fice). The company has a great weekly tracking up-date system that lets em-ployees all stay connected without the need to re-port continuously.

Sharing ideas: Each week, employees have an energizing staff meet-ing in which they are ex-pected to “show and tell” new tools, trends, tricks and techniques that will help make them smarter and improve their clients’ communications needs at every level.

The side benefit is that it forces employees to conduct continual re-search on shifts in the in-dustry, and it also helps each staff member hone his or her presentation skills.

| SMALL COMPANIES — SECOND PLACE |

Parris Communications Inc.

| SMALL COMPANIES — THIRD PLACE |

Jones Lang LaSalle Brokerage Inc.Description: A commercial

real estate company that deliv-ers strategic, fully integrated services and solutions in real estate

Top executive: Larry GlazeEmployees: 10Address: 2600 Grand Blvd.,

Suite 500, Kansas City, MO 64108

Past years honored: 2010, 2011

Key perks: Jones Lang La-Salle offers employees many perks, such as outstanding benefit packages, bonuses, dis-counts on merchandise from key corporate clients and leav-ing early on the day before a holiday.

The company also holds quarterly cocktail hours and lunches, and it offers online training classes in all software, as well as career-based classes, among others.

Work environment: Jones Lang LaSalle offers an open environment that it thinks en-courages communication and lends itself to a good team-building environment.

Even the setup of the office helps with communication. Cubicles provide some priva-cy, but employees still can hear what’s going on around them — and they end up absorbing quite a bit. That way, if a cus-

tomer or individual asks about what’s going on in a particu-lar segment, it’s easier for an employee to provide better in-formation, even if he or she doesn’t typically work in that segment. It’s conducive to serv-ing clients better and filling in for people.

The open environment also allows brokers to talk amongst themselves about what’s going on in the market or about tips.

Business case: The com-

pany’s health coverage offers many ways for employees to stay healthy.

Jones Lang LaSalle’s fitness program, which covers offices nationwide, encourages em-ployees to form teams to com-pete in triathlons, bicycling or various other sporting events. One employee from the Kansas City office organized a team of about 50 — a mix of employ-ees and others — to participate in Bike MS. Employees then

can enter information about how they did and who partici-pated, and the overall company chooses a winning team to re-ceive a cash prize.

Employees also get cash re-wards for participating in an-nual tests and checkups. If they completed all of them this year, they received an extra $250 on their paychecks.

In addition, Jones Lang La-Salle sends out a monthly newsletter about health topics

to keep employees informed.The initiatives all aim toward

improving employee fitness and health, which should trick-le through to health care costs. Jones Lang LaSalle considers a healthy employee to be a hap-pier employee.

Example of loyalty: Loyalty at Jones Lang LaSalle applies to the company, but it also ap-plies to co-workers.

One employee had an opera-tion, but she continued to work partially from home. Another employee, who had been cross-trained on some of the same duties, picked up items that the sick employee couldn’t do. Ef-forts at cross-training allow the team to get the job done even if one person is gone.

Innovation: The open envi-ronment encourages new ideas. This year, Jones Lang LaSalle’s annual market forecast event is taking on a different feel be-cause of office collaboration.

Rather than a sit-down lun-cheon, which some pointed out confines conversation to those at each table, the company is moving the event to the after-noon in the hopes that peo-ple will be more apt to stop by, mingle and network — and that Jones Lang LaSalle employees will be able to communicate with more clients.


Brush Creek PartnersDescription: Brush Creek Partners is a full-service commercial

insurance and risk-management firm that brings a new approach to an old-school industry by using technology and innovative ideas to offer more comprehensive services and plans at a lower cost.

Partners: Steve Quirarte, Travis Holt, Ben Cohen and Tripp MillerEmployees: 10Work environment: The company has a flat structure, allow-

ing everyone to take ownership of his or her day-to-day tasks. Each employee’s opinions are valued equally, and performance evalua-tions are based on results.

There are no policies concerning vacation days or sick days, al-lowing employees the freedom to do what they need to do when they need to do it, as long as they get their work done. Some of the perks of the workplace environment are a rec room with a pool table and putting green; a full gym with a lap pool, hot tub and wet sauna; and an open, collaborative environment.

Business case: The company believes that the time and re-sources poured into hiring and firing multiple times for the same po-sition is far more expensive than hiring the right person in the first place and pouring more resources into that individual’s success. Be-cause it is a young company, with a little more than a year in busi-ness, there hasn’t been enough time to see this play out.

Sharing ideas: All but two employees work in an open room, along with three of the four top executives in the office. Brush Creek has no cubicles or partitions to provide privacy, thus creating a vi-brant flow of communication and sharing among all employees.

The two employees with offices constantly can be found coming into the main room to partake in the conversations. Whether it is a new employee asking for more guidance after a phone conversation or one of the seasoned producers asking the group for a new sales idea, the conversation always is buzzing.

| SMALL COMPANIES — RUNNERS-UP |

Davidson Architecture & EngineeringDescription: A design firm specializing in commercial

architecture, civil engineering, interior design and planningTop executives: John Davidson, Chris Hafner and

Justin BridgesEmployees: 14Past year honored: 2011Work environment: The goal at DA&E is to have a creative

work environment that allows individual thought, individual solu-tions and, ultimately, personal satisfaction as a team member in accomplishing a particular business or company goal.

Allowing individuals to get full recognition for their achieve-ments and the company’s creates a competitive environment that ultimately provides better solutions for clients.

Example of loyalty: When a firm has people who are held in high regard in their respective professions, those employees always will have opportunities for movement in their field. DA&E embraces personal and professional growth and encourages change if and when change is needed.

Two key employees sought change and spent time searching for other opportunities but realized that DA&E offered limitless opportunity to grow and to be part of something special.

Sharing ideas: The management at DA&E takes pride in what they like to call “giving a pretty long rope.” That basically means that employees are allowed to solve problems in their own way.

Although the management team understands that this may re-sult in different methods, its job is to understand whether these methods still solve the problems presented.

The company believes that creativity and fresh ideas and thoughts are necessary to create different, and hopefully better, solutions.

LionShare Marketing Inc.Description: Founded in 1995, LionShare provides expertise in stra-

tegic consulting, research, creative, direct-mail services, execution and ful-fillment. The company primarily serves the health care industry.

Top executive: Founder and CEO Laura Lee JonesEmployees: 33Past years honored: 2005, 2006, 2008, 2009, 2010, 2011Key perks: The company has weekly happy hours to celebrate team

successes, along with pingpong and pool tables; a quiet room; 401(k) and profit-sharing plans; health/life/disability insurance; conference and seminar attendance for continual learning; a family pool party; quarterly team-building events; and flexible work schedules. Dogs also are allowed at the office.

Work environment: LionShare’s motto is: Work hard, play hard. Employees are expected to be efficient and effective while work should be occurring. But during scheduled “play” time, the team’s focus should be on fun. The company also notes personal achievements, anniversaries and birthdays.

Business case: LionShare owes its successes to its team members — and they are the top priority.

One team member, Kris Miner, was diagnosed with a rare form of cancer and required a bone marrow donor. The nationwide registry did not have a match, so LionShare hosted a communitywide drive in hopes of finding a match and building up the registry of prospective donors. All team mem-bers were active in this cause, which registered nearly 500 new donors.

Since then, many have been active in providing meals, creating care packages and doing all they can to support and encourage Miner and her family.

Example of loyalty: The best example for LionShare is being voted year after year as one of Kansas City’s Best Places to Work. Happy em-ployees translate to long-tenured employees, which ultimately translate to happy and long-tenured clients.

Mersoft Corp.Description: Performs software development and integration at

the enterprise level for Fortune 1000 companies. Develops websites, Web applications and mobile apps for businesses of all sizes.

Top executive: CEO Ron Sloop Employees: 20Key perks: Mersoft offers an opportunity for equity participa-

tion in new products or business lines that employees create or spon-sor. It has flexible work hours and a casual office environment that includes a game and TV room and a stocked kitchen. Employees re-ceive generous health and dental insurance plans, and the company provides matching contributions to a Simple IRA Plan.

Work environment: Every employee has the autonomy to de-velop new ideas and express them to the team. Mersoft is in the idea business, so it nurtures the openness and respect that allows em-ployees to understand that their ideas not only will be considered, but are essential to the company’s success.

Business case: The company is a collective of the skills, creativ-ity and passion of each employee. The technology products Mersoft delivers to customers are the output of these attributes, so these products are the highest quality and most efficiently produced. The results are evident in products delivered ahead of schedule, profit-able performance and customers who not only return year after year, but are eager to share their Mersoft experience with others.

Example of loyalty: Company officials set a deadline to update a software product Mersoft owns and markets. The CEO and two members of the team set up in the conference room to code until it was complete — a “hackathon.” It took three consecutive 20-hour days.

The entire team rallied behind them, providing meals and support during breaks and well into the early-morning hours to help them get it done.


Ryan LLCDescription: Award-winning global tax services firm, with the larg-

est indirect tax practice in North America. The firm, with national offices based in Dallas, provides a comprehensive range of state, local, federal and international tax advisory and consulting services.

Top executive: Principal Bob JonesEmployees: 11Address: 84 Corporate Woods, 10801 Mastin Blvd., Suite 750, Over-

land Park, KS 66210Key perks: Ryan constantly looks for creative ways to enhance its

employees’ perks to ensure they will consider staying “for life.” The firm allows employees to take time off or work remotely at their discretion, as long as the work is done consistent with clients’ needs. Employees receive four-week paid sabbaticals on their fifth anniversary with the company and every five years afterward. Teams receive $20 a person each month for team meals, outings and events — or they can bank money for larger events.

Work environment: The firm also looks for new ways to enhance the work environment. In 2008, Ryan introduced its myRyan work flexibil-ity plan. The firm’s wellness plan offers rewards for improving and main-taining healthy lifestyles. This program is voluntary, and employees can choose their level of involvement. A community outreach program encour-ages employees to donate and give their time to worthy causes.

Proof that these programs work is shown in a number of awards based on employee feedback, high client satisfaction and low turnover rates.

Idea sharing: Principals at Ryan actively roll up their sleeves and work hand in hand with employees every day. This creates a robust and open channel for sharing ideas, asking questions and making improve-ments to the business.

An annual meeting earlier this year included nearly 800 employees from the firm’s various offices. Participants’ suggestions for improving the com-pany were prioritized and presented to the CEO for live discussion.

| SMALL COMPANIES — RUNNERS-UP |

Validity Screening SolutionsDescription: A leading provider of background checks with a

reputation for quality, industry knowledge and impeccable customer service

Top executive: CEO Darren DupriestEmployees: 24Past years honored: 2010, 2011Key perks: Validity builds its employee perk programs on its

view of community. It provides employees with the opportunity to support the local community in many differently structured volun-teer events within a three-layered program.

Employees are encouraged to maintain health through a wellness program that provides healthy in-office snacks, reimbursements for health and wellness items and sponsorship of teams in 5K races. So-cial perks have included in-office massages, trips to the movies, sur-prise beer Fridays, a magic show, potlucks and Wii tournaments.

Work environment: Validity focuses on a face-to-face envi-ronment. Because a majority of business is completed electronically, the company encourages employees to take those few extra steps across the office to hold their conversations with co-workers directly. This has established an environment of trust and community instead of memos and closed doors.

Business case: Validity has staged its internal business ap-proach to best benefit employees. The company has built a support-ive environment that extends beyond the ideas of teamwork and solid leadership. Validity provides employees with time to help the community, take care of themselves and enjoy their fellow Validit-ians. A three-tier benefit structure is one that goes beyond the com-pany floor into the community (volunteering) and literally onto the streets (5K sponsorship). There is no Validity without healthy em-ployees, and the company makes sure they have the tools and time to be just that.

Woople LLCDescription: Assists organizations of all sizes to help them suc-

cessfully launch education and training programsTop executive: Owner Paul Cummings Employees: 15 locallyAddress: 400 N. Missouri St., Liberty, MO 64068Key perks: Woople offers an employee-curated learning library

and encourages knowledge expansion through an internal certifica-tion program and reimbursement for continuing education. The com-pany supplements its health and life insurance plans with access to the Woople Fit program and an on-site gym.

In addition, it has community give-back days, team-building activi-ties and an annual “bounce” meeting, in which all employees can par-ticipate in planning for the coming year.

Work environment: What does Woople mean? It means a shout of extreme happiness. The name embodies doing less with more im-pact.

Woople strives to make work fun. It hires passionate employees who believe in what the company does and who come to work to make a difference in people’s lives. The company’s mission is “Changing lives through dynamic instruction.” Operating with this philosophy, employ-ees feel rewarded professionally and personally as they help organiza-tions and individuals become the best they can be.

Sharing ideas: Woople encourages open communications. Break-out areas throughout the building provide comfortable places to share ideas. It also uses the Woople application as a communication tool.

Each department creates a monthly video message, which employ-ees are encouraged to watch. The objective is to inform employees of other departments’ accomplishments and goals for the month.

Celebrating one another’s successes and understanding what fellow teammates are doing foster a cohesive, well-informed team that works together to create a world-class organization.


LONG LIVE A STRONG COMMUNITY It’s our priority. It’s our mission. It’s our commitment. It’s who we are. We believe our

community is more than simply a place where we live, work and play. We believe our

community is our livelihood.

Congratulations to the 2012 Best Places to Work Winners

Thank you for your hard work and dedication to our great community. We’re proud

to work alongside you to be part of the current and future success of Kansas City.

Lending | Cash Management | International Banking Retirement Plan Services | Corporate Trust | Wealth Management

913.234.6632 | www.bankofkansascity.com

© 2012 Bank of Kansas City, a division of BOKF, NA. Member FDIC. Equal Opportunity Lender.

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