New Orleans’Best Places To Work...New Orleans’ Best Places To Work How we ranked the winners 3 1. Zehnder Communications Inc. 4 2. Ochsner Clinic Foundation 7 3. Kenner Regional

A supplement to New Orleans CityBusiness

December 22, 2003

New Orleans’Best PlacesTo Work


BestPlaces2003.covers 11/24/03 2:25 PM Page 1

Thank you West Jefferson Medical Center EmployeesFor NOPG Best Places to Work recognition

It's an honor to salute West Jefferson Medical Center's Employees in this issue ofNew Orleans City Business. We are proud of the work that you, West JeffersonMedical Center employees, accomplish each and every day for our patients and thecommunity. You helped us establish a culture where patient, visitor and staff satisfaction can flourish.

The executive staff appreciates the West Jefferson Medical Center family for yoursupport and your loyalty. The New Orleans City Business Best Places to Workrecognition is great news! Thank you.

In addition to West Jefferson employees, today we congratulate our Board ofDirectors, members of the WJMC Medical Staff, our business partners and our vol-unteers whose dedication and energy help to make honors such as this one possible.

We commend individuals across West Jefferson Medical Center for their dedicationto the West Jefferson health system and the community. Your affirmation to quality isa constant in an ever-changing industry. We are further gratified by the support ofour community leaders and the encouragement our patients and their families offer.

West Jefferson Medical Center employees, doctors and volunteers are nationallyknown for their commitment to excellence in healthcare. The Best Places to Workrecognition comes on the heels of West Jefferson Medical Center's prestigious thirdconsecutive year ranking in the America's Best Hospitals listing. Once more for2003, we can all be very proud.

Sincerely,

A. Gary Muller, F.A.C.H.E.President and Chief Executive OfficerWest Jefferson Medical Center

1101 Medical Center BoulevardMarrero, Louisiana 70072(504) 347-5511www.wjmc.org

A. Gary Muller, F.A.C.H.E.President/CEO

Board of Directors:

Steve J. TheriotChairman

Jack OwensVice-Chairman

Larry Barnett Secretary-Treasurer

Richard L. Bagnetto, M.D.Frank C. Di Vincenti, M.D. Gary V. HamiltonDiedria B. JosephB. H. Miller, Jr.Charlotte RousselJim Ward


2003 Best Places to Work 1

President & PublisherD. Mark Singletary

EditorTerry O’Connor

Associate EditorMichael Giusti

Research DirectorDawn Joseph

InternsRebecca RoussellGenelle Thompson

Director of Custom Publishing and Industry ReportsMcKenzie Lovelace

Account ExecutiveAnn Bower

Art DirectorLisa Finnan

Production ManagerJulie Bernard

Published byNew Orleans Publishing Group111 Veterans Blvd, Ste. 1440

Metairie, LA 70005


New Orleans’Best PlacesTo WorkHow we ranked the winners 3

1. ZehnderCommunications Inc. 4

2. Ochsner Clinic Foundation 7

3. Kenner Regional Medical Center 10

4. Newton & Associates. 12

5. West Jefferson Medical Center 13

6. Diamond Data Systems 14

7. Peter A. Mayer Advertising Inc. 15

8. Harrah’s Casino New Orleans 16

9. Gilsbar Inc. 17

10. Correro Fishman Haygood Phelps Walmsley & Casteix LLP 17

Recruiting talent 18

Best Practices 21

Best of the Rest 21

New Orleans’ Best Places to Work 22

On the cover:William Gilbert, David Laxton and LisetteBayle gather for a brainstorming sessionat Zehnder Communications Inc. — thisyear's Best Place to Work.

We,at Newton & Associates, would like to thank our employees for recognizing our company as one of the best organizations to work for in New Orleans.

We strive to maintain our position in the marketplace byemploying only the most experienced, imaginative and professional recovery specialists, investigators, account managers, sales professionals, and support staff.

Newton & Associates is the only commercial collectionagency to be selected by INC. 500 as one of the fastestgrowing businesses in America. Out of the thousands of companies in our industry in the U.S., Newton & Associates isranked in the top 10 nationally.

If you are looking for a dynamic company with aninternational presence in the New Orleans area, and possess

the same type of entrepreneurial spirit that has made ourcompany successful, we would very much like to hear from you.

Victor McCulloughPH 800 509 6060 X364

[email protected] Branch Manager

PEO Med is a Professional Employer Organization (PEO),

helping small to medium size medical practices control costs,

improve productivity and provide better benefits packages.

Call a PEO Med Consultant today. 504-799-4040

You manage your practice.

We’ll manage your people.

BestPlaces2003 11/24/03 5:10 PM Page 1



Anatomy of a listingCongratulations to all companies named to this year’s inaugural NewOrleans’ Best Places to Work list. Making this list is no small feat.

The companies included had so much faith in the way they treattheir workers that they opened their doors to the most intimate scruti-ny. They chose to answer a litany of private questions and allowedCityBusiness researchers to interview their rank-and-file employees toask how well their bosses treat them.

We ranked the best employers through a mathematical formula,making the final list as objective as possible.

Providing access was the first part of the Best Places to Work rank-ing, making up 5% of the final weighted score. Companies refusing toprovide full access went no further than the initial inquiry and did notmake this list.

Salary and benefit offerings compose 20% of the final rank. Toensure a mom-and-pop retail store wasn’t competing with a multinational corporation,CityBusiness used regional and industry medians to calculate this portion. If a companypaid its entry-level employees at or above the regional median pay, it scored points. If acompany’s median salary was at or above the median for its industry, it scored morepoints. If it offered health care, vacation or other meaningful benefits — more points.

The final 75% of the ranking hinged on what employees told CityBusiness interviewers.Ultimately, the employees, not CityBusiness, decided which companies were the bestplaces to work, which is as it should be.

CityBusiness asked a random sample of each company’s workers 10 questions ratedon a one-to-10 scale. We spoke with more than 700 employees at the 37 companies thatmade the New Orleans’ Best Places to Work list.

Answers were weighted according to importance and run through a possible 100-point“morale index.”

Questions were:• How happy are you at work?• How much creative freedom are you given? • How would you describe the general atmosphere at your work?• How free do you feel at work to tend to personal errands and emergencies?• How sensitive is your employer to your family needs?• How much opportunity do you have for advancement?• How open is management to your concerns?

• When your concerns are aired, are they adequately addressed? • How much recognition do you receive at work? • How often does your company offer outings? Employees told us money is important, but it isn’t everything. Job satisfaction is boost-

ed by some of the small things employers do to show workers they are important.Employee recognition programs, parties and showing sensitivity to family concerns areoften cited as elements that make a truly good employer.

The bottom line is employees want to feel appreciated. Acknowledge people have livesoutside of work. Offer meaningful recognition. Sponsor fun group outings everyone willenjoy and make sure everyone is having a good time — not being judged.

Workers said they want to hear from you when they do good things — not just when theymake mistakes.

Some companies received excellent marks from workers but were docked in the rank-ings for withholding information on salaries and benefits, which made it impossible to prop-erly rank them.

Other employers provided access to a small, hand-selected sample of workers ratherthan the random number requested, which allows employees to speak more openly. Those,too, were penalized.

Our final top 10, all profiled in these pages, responded in full and had the strongestcombination of employee satisfaction and competitive salary and benefits.

The CityBusiness handicapping method allowed small companies, such as the 25-employee Zehnder Communications, which ranked as the city’s best place to work, to com-pete with economic giants, such as Kenner Regional Medical Center and Ochsner ClinicFoundation.

If your company made the list but did not score as highly as you had hoped, don’t fret.A perfect score is virtually impossible.

CityBusiness commends every company for opening its operation to public scrutiny. Thatspeaks highly of a company’s dedication to its workers and of its pride in its operation.

Remember, you are one of the top 62 workplaces in a region that is home to tens ofthousands of companies.

Thank you all for your cooperation. I look forward to your feedback. We will repeat this proj-ect next year and are counting on you, our readers, to tell us how we can improve this projectand best highlight the employers who take care of their most precious asset — their people.•

Associate Editor Michael Giusti can be reached at [email protected], or 293-9254.

By Michael GiustiAssociate Editor


504.398.2261Fax: 504.398.2298

4123 Woodland DriveNew Orleans, LA 70131

Already a leader ineducation, now voted

one of theBest Places to Work.

Special thanks to our faculty, staff,and administration for their hard

work and dedication.

HEAD FOR HIBERNIA

FOR MORE INFORMATION:

To find out more about our employment opportunities or to submit your resume, visit us online at www.hibernia.com, keyword: CAREERS.

Join The Hibernia Team.If you are looking for an exciting banking career with an innovative company,Hibernia National Bank would like to talk to you.

Hibernia is currently seeking dynamic, qualified people to fill all types of positions in Louisianaand Texas. In short, we want good people with flexible skills – people that excel at caring,serving and selling.

Hibernia, a Forbes 500 company, has $17.9 billion in assets and 263 locations in 34 Louisianaparishes and in 18 Texas and two Mississippi counties. In fact, we are the only major multi-billion-dollar bank still headquartered in Louisiana.

Hibernia rewards its team of employees with performance-based competitive salaries, incentivesand benefits. We listen to what our employees have to say and offer training and outstandingprofessional growth opportunities.

© 2003 Hibernia National Bank, Member FDIC Hibernia National Bank is an Equal Opportunity Employer.


1 Zehnder Communications Inc.Advancement opportunities give Zehnder a leg up on its competition

When the Zehnder Communications staff leftthe 2003 New Orleans ADDY Awards, theywere dancing in the aisles of the Disco Bus,chartered specially for the event by the agency.

They had reason to celebrate.Three staff members, William Gilbert,

Aleis Tusa and Henry Chassaignac, tookhome trophies.

Zehnder, this year’s New Orleans’Best Place

to Work, went on to win a Gold ADDY at thenational competition.

The prize was especially sweet for Gilbert,who was hired less than four years ago as a sec-retary at the agency.

“When I started ... I was answering thephone,” recalls Gilbert, an advertising graduateof Loyola University New Orleans. “One of myduties was walking the (owner’s) dog, Milo.”

4 2003 Best Places to Work

Morale index: 90.25Number of employees: 25Median salary: $40,000Most unique benefit: quarterly retreatsLocation: New Orleans

Jeffrey S. Zehnder, president and CEO, left, relaxeswith Mike Rainey, vice president and creative director

in the lobby of Zehnder's Poydras Street office.


Zehnder's creative team evaluates its latestcampaign, the city of New Orleans' "It's time

to care again" promotion. From left: Henry Chassaignac, associate creative director;

Shea Duet, art director; Michael Rainey, vice president; and Heidi Ross, copywriter.

president, creative directorand partner.

Rainey came aboard abouttwo years after Jeff Zehnder,president and chief executive,founded the agency in 1995.

“We have a great team ofpeople and a great sense oftrust, teamwork and goodcommunications all the wayaround,” said account supervi-sor Julia Taylor, who joinedZehnder a year and a half ago.“The people who work herefeel they are trusted to do thebest job they can do.”

Zehnder has a diverse clien-tele that includes hotels, restau-rants, economic development organizations,the city of New Orleans and the LouisianaDepartment of Health and Hospitals.

The agency is especially drawn to workthat lets them do good while they are doingwell, Rainey said.

“We like to work on accounts that meansomething to the human condition,” he said,noting the recent campaign for the NatureConservancy of Louisiana. That account,which they worked pro bono, is what broughthome the national Gold Addy award.

One of the agency’s latest projects, thecity’s “it’s time to care again” promotion, wasdesigned to counter the old familiar “city thatcare forgot” nickname.

It focuses on combating cynicism andapathy, embracing diversity and other posi-tive attitudes, Rainey said.

The agency also worked on a promotion forthe Department of Health and Hospitals toraise awareness of special assistance available toparents of children with developmental delays.

According to Rainey, these types of proj-

ects have a huge impact on employee morale.The team working on the city campaign

was proud to be a part of an effort to makeNew Orleans a better place to live,Taylor said.They had the opportunity to meet many peo-ple with strong feelings about New Orleans.

“It was really fascinating to try to harnessthose feelings and develop a message that hasa broad appeal,” Taylor said.

As dedicated and proud as the staff is oftheir work, they also like to have a good time,whether they’re working on an ad campaignor socializing together at events like themonthly movie nights held on the office’s bigplasma screen.

“Having fun is part of our mission state-ment,” said Taylor, who added that the com-pany’s business cards are printed with thewords: “Make a difference. Do great work.Make a profit. Have fun.”

“We want the work that we’re doing to befun for us, our clients and the people who seeit,” Taylor said. •

—Sonya Stinson

His ambition helped land a spot in thecreative department.

Following a promotion to traffic and pro-duction, Gilbert’s big break came when alayout job opened during his second year atthe agency.

A drummer since age 10, Gilbert took theopportunity and began incorporating hismusical interest into his work by doingsound design for DVDs and interactivemovies.

Zehnder management prides themselveson spotting young talent like Gilbert andhelping them find their niche.

“We made it our mission to create anenvironment that is nurturing to innovationand creativity and that helps develop yourtalents and ability,” said Mike Rainey, vice

A relaxed atmosphere and nurturingenvironment helps establish a creativeculture at Zehnder.

From left: Craig Shultz, Joann Habisreitinger, Melissa Izor, Jeffrey Zehnderand Julia Taylor meet about recently unveiled billboards the team devel-oped for the Louisiana Dairy Board.



2


During her sophomore year at Holy CrossCollege, Wanda T. Williams began workingwith Ochsner as a nurse tech. She thought itwas wonderful and, 16 years later, with R.N.,B.S.N. behind her name, she still does.

“You have a lot of control over your nurs-ing practice,” Williams said. If there areissues that she feels need to be addressed,Williams goes to upper management.“Theylisten to us and modify things, help us makechanges so the nurses are happy,” she said.

Although Williams has never worked foranother facility, nurse friends tell her, “Wow,I can’t believe your management does somuch for you there,” she said.

She said she loves the people she workswith and said management’s open door pol-icy helps stem problems before they spiralout of control.

“They are very approachable and acces-sible,” Williams said.

Ochsner provides state-of-the-art equip-ment, so Williams and her co-workers cando what they do best, take care of people.

“Our people are very dedicated to themission, the institution and each other,” saidDr. Patrick Quinlan, CEO. “It’s a self-per-petuating cycle. Great people tend to attractand retain great people, and our job is toensure we have an institution that fostersbeing united in an atmosphere of respectand real sense of purpose.”

That begins with a philosophy of respectfor personal and professional growth,he said.

Ochsner ClinicFoundationCommunication,training and funpromote pleasantOchsner environment

Respiratory therapistDung Nguyen and

registered nurse KristyBroussard prepare

neonatal equipment fora special delivery.

Dr. Harley Ginsberg, medical director of neonatal Intensive Care Unit,and registered nurse Leigh Nagy welcome the unit's newest visitor.

Morale index: 86.7Number of employees: 7,313Median salary: $36,600Most unique benefit: Yearlong“Welcome Aboard” programLocation:Old Jefferson

continued on page 9


NEW ORLEANS PUBLISHING GROUPCustom publishing and industry reports

mc kenzie lovelace 504-293-9296 • Michelle Cox 504-293-9278

Ann Bower 504-293-9735 • SHANNON GROOTERS 504-293-9731

2004 Editorial CalendarCITYBUSINESS INSERTS

JANUARY MARCHFEBRUARY

Partnerships in EducationTennessee Williams

Success Guide

APRIL MAY JUNE

JULY AUGUST SEPTEMBER

OCTOBER NOVEMBER DECEMBER

OTHER CUSTOM PUBLICATIONS

NOMTN Heart of New OrleansNOMTN Soul of New Orleans

GNO Inc.. DirectoryGNO Inc. Newcomers Guide

Port of New Orleans DirectoryIFFC/BANO Directory

Port of South Louisiana DirectoryNashville Bar directory

Travis county Bar directory

Opera ProgramBallet Program

LPO ProgramLe Petit Theatre Program

Southern Rep Theatre ProgramTulane Summer Lyric Program

Saints Monthly NewsletterFresh Art Festival ProgramNew Orleans Bar Directory

West Bank Overview

Construction Report

Port Review

Power Generation

Nature ConservancyJazzFest Review

SUMMER TRAVEL GUIDE

Junior AchievementMeeting & Convention Guide

Oil and GasInnovator of the Year

Metrovision Fact Book

River Parishes Report

School To Career

Hot Ticket

Education GuideTechnology Report

Dining & Catering Guide

Legal Guide

Best Places to Work

Women of the Year

Military SaluteChamber Advantage



“When we promote good things for others,good things happen from that.” Ochsneractively promotes an open, emotionally safeand constructive environment throughmonthly town hall meetings, informal walk-arounds and breakfasts or dinners. Each ofthese provides ample opportunity for open,honest rapport between employees, manage-ment and physicians, Quinlan said.

“The ground rules are honesty and confi-dentiality because our primary goal isimprovement,” Quinlan said. “We alwaysask, what do we do well and what do weneed to do better?”

Recognition by colleagues and manage-ment is a key component to a supportiveenvironment that fosters personal and pro-fessional growth, Quinlan said.

“People need recognition and the rein-forcement of the people they work with,” hesaid. “Part of that process is nomination bypeople who know them best, which makes itmore meaningful.”

Additionally, extensive training affordsemployees a sense of ownership in theorganization. “We believe in investing in ourpeople at all levels of the organization,”Quinlan said. “Training makes them activeparticipants in the process.”

Throughout the year, Ochsner conductsnumerous social activities to promote goodrelationships among the staff. In addition toholiday parties for the entire staff, there areperiodic nurse recruiting parties and anannual hoedown.

“One of our important social activities isour Spirit of Caring program, that rewardsemployees who go above and beyond theirday-to-day work with extra service topatients or fellow employees,” said WarnerThomas, CAO.•

— Angelle Bergeron

continued from page 7

Registered nurse Mry McMillian evaluates a premature baby in the ICU.

Ginsberg takes stock after a busy morning. Ochsneremployees say despite the rigors of their work, the clinic remains a pleasant environment.


3At a Kenner Regional Medical Center employee forum in November,staff members screamed with delight as management told them aboutpatient throughput, shrinking budgets and regional growth.

Part of the excitement was due to the blonde wig, feather boa andknee-high silver boots former CEO Deborah Keel wore during theforum. Keel, along with the rest of her executive staff, strutted to discomusic, flashing lights and a mock fashion show during the presenta-tion. Such antics are part of a day’s work at Kenner Regional.

In just eight years,the Tenet hospital managed to stem high turnoverand instill employee loyalty as evidenced by its No. 1 ranking inemployee satisfaction out of 114 Tenet hospitals the past two years.

“I love the family atmosphere,” said Melissa Ponthieux, managerof medical staff services.

The feeling of family extends to patients as well. Kenner Regionalranks consistently in the top 10 Tenet Hospitals in patient satisfac-tion, based on patient surveys.

Audrey Jack, facility coordinator in the Business

Office at Kenner Regional,runs operations.

David Scott, skilled craftsman in theengineering department of KennerRegional, works in the boiler room

to ensure physical operations at the hospital remain online.

Registered nurse TammyGillespie takes care of patient

John Drake at Kenner Regional.

Kenner Regional Medical CenterManagement's creative delivery helps drive up employee morale


By Richard Slawsky Contributing Writer


In eight years, patent admissions have jumped an unprecedented 15%, saidJack Khashou, director of business development.

Hospital management likes to point out that although Kenner Regional maynot be the highest-paying hospital in the area, it has one of the lowest turnoverrates and boasts a full nursing staff, a rarity in the medical industry.

Many of the hospital’s 483 employees credit Keel, who was fired abruptly inlate November, with making that turnaround possible.

Tenet released vague details regarding the dismissal,only saying in a written release“We appreciate Mrs. Keel’s contributions at the facility and wish her the very best.”

Khashou said Keel made enduring changes to the hospital culture that will liveon beyond her tenure.

“We really worked with the staff and changed the way things were donearound the hospital,” he said. “Even though she was a mentor to all of us, she wasable to put systems in place where if she left, the institution would not fall apart.”

He said while the employees are shocked by the loss of Keel, it will remain agreat place to work.

“Our culture will maintain. Our passion will maintain. Our commitment tocustomers will maintain,” Khashou said. “What we do better than anybody else istreat people right — the patients, employees, everyone.” •

— Richard Slawsky

Dr. Lewis Siegel, cardiologist, at Kenner

Regional prepares his lab for a patient test.

Jack Khashou said, “What we dobetter than anybody else is treat

people right — the patients, employees, everyone.”

Morale index: 91.95Number of employees: 483Median salary: $34,652Most unique benefit: Management performances during employee meetingsLocation: Kenner

Maria Thibodeaux and Tracy Esquivel, echo technicians at Kenner Regional,examine patient Norbert Porche.

Editor’s note: CityBusiness learned of CEO Debbie Keel’s termination afterresearch for this project was complete.

Kenner Regional Medical Center scored extremely high marks in employeesatisfaction under Keel. Her removal, which places the workplace in transition,was factored into the final scoring equation.


4


Newton & AssociatesGiving wide berth to perform is Newton's secret to success

At Newton & Associates, a commercial collection agency based inMetairie, opportunity and independence are the keys to employee loyaltyand success.

“We treat them as if they’re running their own business and give them thetools to be successful,” said Tom Brennan, chief operating officer. “They comein, sit down and set their own daily schedule and what they need to do to be suc-cessful. And they’re compensated well for it. I think that gener-ates a certain amount of energy and electricity throughout theoperation.”

Hart Crandall, a senior collector, has been with the companyfor more than five years. When he joined, Newton & Associateswas doing $300,000 a month. Today, the company is pulling in$1.5 million per month.

“We’ve expanded and I like the fact I’ve had a hand in it, amencouraged to have a hand in it and have been compensated to

have a hand in it,” Crandall said. “Nobody in their right mind would complainabout working at a place where you have the capability of making $130,000 andup a year like I do. It’s very difficult to have any negative thoughts with that, threeweeks of vacation time and all the flexibility we’re afforded.”

Managers at Newton & Associates pride themselves on giving employ-ees wide berth to perform, especially those who have proven their reliabil-

ity, said senior collector Steve Blaze. That, coupled withthe overall environment, creates an atmosphere conduciveto success.

“There’s an atrium with multiple waterfalls creating aserene environment necessary to offset the stress in our line ofwork,” Blaze said. “The CEO, Bill Newton, is almost a fatherfigure to the employees, taking great steps to make us feel as ifwe’re part of a big family.”•

— Richard A. Webster

David Tattersall, senior vice president of marketing, of

Newton & Associate, irons out a problem with a client.

Morale index: 85.5Number of employees: 266Median salary: $36,000Most unique benefit: Regularparties, picnics and contestsLocation:Metairie


Even visitors notice the friendly atmosphere at West Jefferson MedicalCenter, says Karen Sherman, a medical technologist with 30 yearstenure at the Marrero hospital.

“People smile and say ‘hello’ when you walk down the hall,” saidSherman, the hospital’s point of care coordinator in charge of qualitycontrol for patient tests conducted at bedside.

Despite the size of the 462-bed facility and its workforce of nearly2,000, the staff is closeknit, Sherman said. Administrators are friendlyand approachable, too, recognizing that satisfied employees make forsatisfied patients.

Juanita Farris, clinical coordinator in the intensive care and cardiaccare units, said Gary Muller, West Jeff president and chief executive, hasmade a major impact since taking the helm three years ago.

“It seems like the emphasis of his administration is that he wants tohave a more hands-on relationship with employees,” said Farris, whosejob involves staffing, scheduling, budgeting and helping manage patient

care. “He makes himself pretty visible.”Part of that visibility owes to the “executive rounds” made by Muller

and five senior vice presidents when they meet with unit staffs. Eachexecutive meets with a different department each week, said Muller, whosays the one-on-one interaction is invaluable.

Recognition is an important part of employer-employee rela-tions, Muller said, and the hospital supplies this perk in the formof special employer-sponsored events, performance awards andmonthly birthday parties.

Muller says one of his most important roles is providing leader-ship to allow hospital workers to provide quality patient care, a goalhe emphasizes whenever he meets with new employees during ori-entation.

“I tell them that the only reason all of us come to West Jeff everymorning is to take care of the patients,” Muller said.•

— By Sonya Stinson

West Jefferson Medical CenterVisible managers and recognition give West Jeff a friendly atmosphere

Registered nursesMike Johnson,Anthony Digerolamo, Jacey Linder and Jeanette Kethan all work to keep the coronary care unit flowing smoothly.

Morale index: 82.3Number of employees: 2,000Median salary: $35,297Most unique benefit: Employeerecognition teamLocation: Marrero


5


6


Diamond Data SystemsSense of ownership draws people to the 'magnet for success'

Dee Millien, an 18-year veteran ininformation technology, says shehas especially enjoyed the pastthree years in her position as proj-ect coordinator for Diamond DataSystems.

“DDS is on the leading edge oftechnology in Louisiana so the atmos-phere is hard-working but exciting at the same time,”she said. “Sometimes you can be with a company thatcan fall back on technology and not delve into newthings, but DDS is right there on the verge of technol-ogy. That intrigues me.”

Millien especially appreciates Diamond Data’s “totalsolutions” philosophy — a technique that allows heraccess to every available resource to better serve clients.

She also enjoys the company’steam environment, management’sopen-door policy and the “greatpeople” policy. “They thrive onhiring great people and, when youhave great people working together,it creates a positive situation,”Millien said.

Joey Auer, DDS president and chief executive,said he’s worked 10 years to build his company intoa “magnet for success.”

After five years of working at home, Auer movedinto a 400-square-foot office, which had room fortwo people — if one of them stood.

Today, DDS has close to 100 employees andoffices in Elmwood Business Park, Stennis Space

Center in Mississippi and in Baton Rouge.“We assist enterprises with leveraging their

computer technology,” Auer said. “We’re a peo-ple business so I want to be a magnet for people-pleasers.”

Auer attracts and retains the “right” people byoffering the open communication, hands-on, per-sonal input and sense of ownership one has with asmall business combined with the outstanding ben-efits, training opportunities and stability of a largeorganization.

“What really drives me is giving people theopportunity to be successful,” Auer said. “Howmany people have that opportunity? And I believewe can reach our goals faster together than alone.”•

— By Angelle Bergeron

Morale index: 82.9Number of employees: 70Median salary: $65,000Most unique benefit:“Total Solutions” philosophyLocation: New Orleans

“We’re a people business so I want to be a magnet for people-pleasers,” Joey Auer said.



Chad Falgout has worked in the humanresources field for more than 10 years.Over that time, he said he has neverexperienced anything close to what hehas at Peter A. Mayer Advertising Inc.

“The people here, the personalitymix, it’s fascinating,” said Falgout, direc-tor of human resources. “Everybodypulls together for the team.”

He said what sets Peter A. Mayer apart from other companies is thespirit of cooperation between the employees.

“The people here are extremely generous,” Falgout said. “They willhelp each other,go that extra mile and put in the extra hours.I don’t thinkthey realize how much they’re appreciated for doing it and how success-ful it makes the agency. In a lot of companies, people do what they haveto to get through the day. There’s more to it here. People genuinely havean interest in the success of the company.”

Mark Mayer, president, said he and his brother Josh Mayer, the cre-ative director, place a great deal of importance on skill, chemistry, team-work and culture.

“We’re a family business and we want to preserve that close-knit family atmosphere that has been part of our success for 36years,” he said.

To strengthen personal relationships within the company,Mayer stresses group social activity. The company has a volleyball,bowling, and baseball team, among others. It holds holiday, craw-fish and Zephyr parties. And it is not unusual for the shop to closeearly on a beautiful Friday afternoon. “Just because,” Mayer said.

“Part of our guiding principles is to have fun,” Mayer said. “Yes it’sa business and we want to make money and it’s very important to dogood work for our clients. But it’s also important to enjoy the work wedo and enjoy each other.”

Account supervisor Butler Burdine said the Mayers put a lot oftime and effort into interviewing and hiring the right people.

“That’s where it starts. Getting the right people together,” Burdinesaid. “There’s an incredible level of respect among the employees.Everyone works together and gets along really well. And it’s not justbeing professional. It’s really a family atmosphere and not just for peo-ple with the last name of Mayer.”•


Peter A. Mayer Advertising Inc.Keeping the family feel

gives ad agency an edge

Morale index: 80.6Number of employees:103Median salary: $45,000Most unique benefit: Days off onbeautiful Fridays “just because”Location: New Orleans

“Part of our guiding principles is to have

fun,” Mark Mayer said.

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Harrah’s CasinoNew OrleansHaving fun defines casino's

business model, philosophy

The phrase “never meets astranger” seems to fit CatherineDiMartino, a frontline cashier atHarrah’s New Orleans, to a T.

You’ve got to be a peopleperson in the casino business,said DiMartino, who hands outher own list of things do in thecity to all out-of-town players who come to herwindow. A recipient of several awards for out-standing service, DiMartino said she loves work-ing at Harrah’s.

“It’s a great place to be,” said DiMartino, whowas selected one of Harrah’s “Who Dats” of 2002— the casino’s version of the Employer of the YearAward — along with co-worker Cheryl Ford.

Like DiMartino, Van Coulon, human resourceassistant in the community and employee initia-tives department, also enjoys meeting people fromall over the world at the casino.

“It’s a large organization with a lot of room forcareer advancement,” he said.

Coulon’s office coordinates employee activitieslike the talent show, craft fair, speaker series, vol-unteer program and voter registration drive.There’s an annual Family Fun Day and anEmployee Appreciation Day.

The Employee Health Fair held in the casinoballroom offers blood pressure checks and flu shotsand even has a masseuse, a dentist and a podiatriston site.

John Payne, Harrah’s general manager, said thecompany believes firmly that the chain of successbegins with its workers.

“Satisfied employees lead to satisfied customers,which in turn lead to higher revenues and profits,”Payne said.

With a staff that numbers from 2,500 to 2,600,Payne said that, along with good pay and benefits,Harrah’s is committed to providing continuingopportunities for employees to grow.

“Our business is not about the slot machines.It’s about our employees,” Payne said.•

— By Sonya Stinson

Morale index: 85.3Number of employees: 2,600Median salary: $37,260Most unique benefit: Family Fun DaysLocation: New Orleans

“Satisfied employees lead to satisfied customers, which inturn lead to higher revenues and profits,” John Payne said.

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10

9


Gilsbar Inc.Investing in employees reaps dividends for insurance company

Four years ago, when Jeanne-Marie Ganucheau joinedGilsbar Inc. as training and employee developmentcoordinator, she said she had to pinch herself.

“The way they treat employees is unbelievable,” saidGanucheau, a clinical social worker who works primarilyin health care.

Her “pinch-me” feeling came when Ganucheauattended her first meeting.

“Harold Aucoin, senior vice president of operations atthe insurance firm, stood up and said the company’s No.1 goal is to invest in employees,” Ganucheau recalled.“He said, ‘If we invest in our employees, they will do agood job and we will make money.’ ”

Ganucheau said she has seen that premise demon-strated numerous times through company-providedtraining, to periodic satisfaction surveys and wellnesscommittees.

“At Gilsbar, it’s not for a quick buck, but more about

investing in a long-term plan that instills a sense of loy-alty and belonging,” she said.

Hank Miltenberger, Gilsbar president and chief exec-utive, said the company tries to “do a lot of extra things tomake it fun because work is hard.”

The basics are important, he said, including competi-tive wages, benefits, good review systems and fair vaca-tion/retirement policies. “On top of that, we want to addthings that make it fun like a health club and lots of partiesand contests. I like to have fun and I like to work with peo-ple that are fun people to work with.”

Miltenberger said he simply won’t tolerate anatmosphere of tension in the workplace.

“We really work on relationships, treating otherswith respect, the way I like to be treated,” he said. “I liketo operate under the biblical principals of treating peo-ple the right way.”•

— Angelle Bergeron

Morale index: 84.1Number of employees: 332Median salary: $28,610Most unique benefit: anti-tension atmosphereLocation: Covington

Correro Fishman Haygood PhelpsWalmsley & Casteix LLPEliminating internal competition helps attorneys learn from each other

Creating a positive workplace environment doesn’t take a grand mas-ter plan, said Louis Fishman, partner with Correro Fishman HaygoodPhelps Walmsley & Casteix LLP,a boutique law firm in New Orleans.

“We respect everyone who works here and recognize the contribu-tion of everybody from our most senior attorney to our most juniorstaff person. And that’s the key,” he said. “We never sat down and saidhow can we be named one of the best places to work. We just createdan atmosphere we felt most conducive to people being happy and ful-filled in the practice of law.”

Lisa Hebert, an associate, said everyone cares about the firm, itsclients and each other — professionally and personally.

“A job well done is appreciated and praised,” she said. “Althoughwe work hard, there is a family atmosphere. We celebrate everybody’sbirthdays as well as weddings and the birth of babies.”

Lawyers from big firms who were in search of a more collegial

atmosphere formed Correro Fishman, Fishman said.“The practice of law has become extremely competitive,” Fishman

said. “Competition exists both on the outside, which you can’t do any-thing about, and on the inside. That’s what we strive to eliminate.Internal competition can’t be totally eliminated but we’ve succeeded toa significant extent.”

Joe Peiffer, an attorney who started with the firm as a summer clerkwhile still in law school, said Correro Fishman is a great place to be asa young lawyer.

“Because it’s a relatively small firm you get to handle things onyour own. But at same time there are guys more experienced alwaysthere to help you whenever you need it,” Peiffer said. “I got a lot ofreal world experience fairly quickly but the older attorneys acted asa sort of safety net.”•


Morale index: 87.7Number of employees: 30Median salary: $42,000Most unique benefit: Small firm with big-firm advantagesLocation: New Orleans

“I like to have fun and I like to workwith people that are fun people to

work with,” said Hank Miltenberger.

“A job well done is appreciated and praised,” Lisa Hebert said.



Hunting talentRecruiting the best and brightest workersrequires computer savvy and a good offer

More companies are using the Internet torecruit and screen potential employees.

Countless Web sites exist solely for post-ing and sorting résumés. From CEOs toentry-level accountants, the art of poundingthe pavement to look for a job is evolving intoa computer-oriented cyber search.

Many recruiting firms, especially in thetemporary-staffing market,use the Internet asa way to speed the recruiting process andeliminate time-wasting interviews of unquali-fied applicants. Often, potential applicantsundergo a series of online tests before speak-ing with a live recruiter.

“Internet-based testing is a big part of ourbusiness and we put a lot of faith in it,” saidLarry Caldarera, president and chief execu-tive of Westaff New Orleans, a recruitingcompany providing contract workers for theindustrial, office, and manufacturing mar-kets. “We don’t even take walk-in applicants,simply because of the number of people wewould see if we did.”

Despite the perception of a weak NewOrleans-area economy, Caldarera said, thereis still a shortage of skilled workers in manytechnical fields.

“Recruiting is an ongoing proposition forus,” Caldarera said. “There’s a real shortageof specialty mechanics and people who doelectromechanical work and assembly ofelectric motors.”

Several recruiting firms also say compa-nies are adding to their work force throughtemporary or contract workers, which isoften a precursor to adding full-time help.

“Because of the state of the economy,companies aren’t yet hiring full-timers,”Caldarera said. “We’ve seen a real pickup inbusiness in the last 60 or 90 days.That,alongwith increased overtime, which we’re alsoseeing, is generally a precursor to an eco-nomic turnaround.”

Past experience and changes in the mar-ketplace may have made a permanent changein the way companies hire new employees,said Peter Schulz, director of business devel-opment for the New Orleans office of techni-cal staffing firm Universal Personnel.

Rather than being saddled with long-term

pension and insuranceobligations, many compa-nies are paying highersalaries while foregoingbenefits, he said.

“Often, people canmake 20% or higher insalary by working on acontract basis,” Schulzsaid. “Companies are try-ing to avoid situations likewhat the auto makershave found themselves inwhere they’re paying pen-sions for 20 or 30 years.”

Even as recruitingchanges, many things staythe same for job seekers.

Referrals are still oneof the main ways compa-nies match openings withpeople. For high-level jobs, networking isstill king.

Monster.com, the biggest job-search site,has more than 25 million résumés posted,making it easy to get lost in the pile.

“What we know from experience is that,at least on the executive level, 70% of execu-tives are going to change jobs through net-working. So posting your résumé on a jobboard is not the sole solution,” said MarkAnderson,president of Execunet,a Norwalk,Conn.-based job search, networking andcareer development firm.

Since its founding in 1988, Execunet hashelped place more than 144,000 executivesand matched more than 15,000 recruiters tocandidates. Most positions Execunet helpsfill pay in excess of $100,000.

“Networking hasn’t changed,” Andersonsaid. “What has changed is that the Internethas opened up more ways to network andconnect, and made it easier than it has beenin the past.”

According to an Execunet survey ofrecruiters around the country, in October,more than 67% of recruiters said they wereconfident or very confident the executive-level employment market will improve in thenext six months.

“What we find when wesurveyed employed executivesis that the major reason a per-son changes jobs is for greaterchallenges and greater respon-sibilities,” Anderson said.“Only about 20% of ourrespondents said that compen-sation was the most importantreason. In response, companiesare trying to provide an atmos-phere that enables executives togrow and expand their skillbase and responsibility.”

The downsizing trend ofthe late 1990s dumped manyexecutives into the job market.More than 80% say they arewilling to accept less than whatthey were making in their pre-vious position.

“Those in transition are more than likelygoing to have to accept something less thanwhat they were making,” Anderson said.“What they need to do is to focus on thevalue of what they can contribute to theirnext company. Ironically, we find that a lot ofpeople eventually end up in a higher-payingposition as a result of that mind-set.”

For business-school grads, a master’sdegree used to be an easy ticket to a six-fig-ure income. That’s no longer the case,Anderson said, making it a buyer’s marketfor graduate talent.

“At many of the business schools, there isa lower percentage of graduates who have joboffers at graduation,” Anderson said. “Paypackages have declined in the same way.”

To compete, Anderson says it’s necessaryfor job seekers to hone their ability to selltheir skills. Being able to demonstrate poten-tial value to a company is the major factor innegotiating a pay package, he said.

“The way to be successful in a job searchis to network to companies that may be ofinterest to you so you’re not competingagainst hundreds of other applicants,”Anderson said. “Then, create an opportuni-ty for yourself by creating the solution that acompany is looking for.” •

By Richard Slawsky Contributing Writer

“Networking hasn’t changed,”

Mark Anderson said. “What has changed is that the Internethas opened up more

ways to networkand connect.


Peter AbadieTroy AbadieDamien AlexanderOlonda AlexisDean AlfonsoAymen Ammari Aaron AngeloMichael AustinHenry BanksChristopher BarbatoRyan BarbeFattema BarberRoy BarreSarah BencivengaPreston Bergeron Karen BienertJerry BilliotRussell Bitterman Jamie BlaisLainie BornsteinDerrick BoydTanya BrennanJacqueline BrodenChaunda BrooksShatonia BrownMichael BruceRobert BrunetMatthew BryumAaron BurgauAlexander BurgessWanda BurnsTyrone BurtonAmy CaballeroAreth CannonSterling CardonJulia CareyMichael CataniaPatrick Cavasin

Tabitha ChapmanJeffrey ChiassonTyrone CloferAnnette ColeGregg CollierJohn CorcoranJames CottinghamSherwood CoxTyrus CrumpClayton DardarDarryl DaviesShawn DavisMatthew DawsonAngela DeanMargarita DiazRobert DillmannNeil DomingoBarry DotsonJennie DoubledayMichael EddinsJeffrey EdwardsMatthew EkstromDarnell EllsworthCarlos EscobarAdam EvansAndrew EvansNatalie FloydJennifer FlynnSean FlynnGregory FonteKelly FontenotChristopher FoxTyrone FoxBruce FrankElridge FranklinGaynell FreemanHolli M. FreemanCarmen Frerichs

Michael FrickeHaley GabelDenise GassTodd GathmanStephen GauteMichael GegenheimerJohn GibsonMargaret GoodwinChristopher GoodyJohn E. Gordon

Anna GreenDavid GriffinEdgar Guillot Mindy GulledgeKirkland HackettJoseph HamptonTerrence HamptonLisa HappoldtThomas HarrellSharon SalisburyAndrew M. HarrisBooker Harris

Lorraine Hatton Frank J. Haynes Jr.Justin HebertMichelle HeinzGlenn Henderson Mark HesterJeffrey HighstreetSuzan HiharGregory B. HowardElroy Hugle

Erich ImswilerDerrick IrvinJulie JacobJustin JacobDenise JaunsemStephen JeansonneEric P. JohnsonErick JohnsonFreddie JohnsonDwight JonesEileen JoyceAlfred Keith

Kevin KempKirk KnipmeyerMario KohsmannDavid KrahmRichard KrummJeffrey LaBauveMaya LahtiColleen LampJonathan LandJeremiah LaVelle

Michael LaxtonSteve M. Lessing IISteven LewyStephanie LindsleySean LiottaBethany LitwinMichael LizerAlvin LockleyTanyell MageeKyle Makepeace Gerard MarasTrameeka Marcell

David MarinaccioLamont MarreroTerry MarshallFurnell MartinGeorge MartinezMark MartinezSamantha MasseyStephen McCleodKenneth McGruderHolland McGuire

Candace McHenryJustin McKeelJeffrey McRaeRaymond MelendezPaige MelerineClyde MercierMelanie B. MeyerGloria MillerMichelle MillerFrancisco MirandaAnita MonteroEdward Montero

Irvin MorganMargaret MorganBrandi MorrisEdward MorrisonKevin Nellum Herbert NelsonKevin NeroCanh Thi NguyenThuc NguyenTom Nguyen

Sachie NimtzClaudine NuetzelKevin O'DwyerJason OubreJustin ParksKendall ParnellJanna PerezTitus PerkinsIsabel PesantesViva PesantesBen PhelpsJennifer Plaisance

Larry PollardJennifer PreisierMichael PyleFrankie RabeyAlfred RaboteauJose RamirezRobert RamirezLaroslav RazdoboudksJonathan RednourMichael J. ReissJames RidgelyChristine RillsHeather RinkRene RiveraRobert RogersEric RuckerMelvin RuffinRobert RustDawn SadlerRobert SalazarNathan SanfordShauna SawsonBrett SchloegelRebecca SchneiderEric SchutzmannRichard ShakespeareJessica SheltonAshley ShuffieldWilliam SiliezarAlan SimmermanBen SimonJennifer SissacEugene SmartLewis D. Smith Jr.Daniel SmithSteven SmithKeith St. PierreEchoe Stoor

Marc StrongCarl SuttonAmanda TauzierAlthea TaylorKimberly ThibeauxDelinda ThibodeauxLeroy ThompsonZachariah TippinJoseph TuckerDalynne TurmanMichon TurnerLiza Vallese Michael Van NessCarl VigneTyrone WalterMarshall WaltonDaniel WashintonArthur Waters IIICharles WeaverEarl WeaverChester Webb IIIWill WebreLamarion WhiteRock Whittington Andra WilliamsChiva WilliamsLydia WilliamsRobert WilliamsRonald WilliamsCharlee WilliamsonKenneth A. Wilson Roy WombleDerrick WoodsLee WrageKariem Yungai

Our Team as of11/13/03

We Appreciate Everything You Do!

Thanks for “Making People Happy”

Being listed as one ofthe best didn’t surpriseour employees.

As a client of Gilsbar,it won’t surprise youeither.

◆ Third Party Administration◆ Self-funded and Fully-insured Health Plans◆ Group Life, Disability and Long-Term Care◆ Professional Liability and Business Protection

A great place to work and great people to do business with...Gilsbar provides insurance services to businesses, associations,professionals, health insurance carriers and insurance brokers

across the southern United States.

Call us today to find out how we can extend our best to your business.

1-800-445-7227

2100 Covington Centre ◆ Covington, LA 70433MK-03-1170

We thank our team of employeesfor making Salco Management, Inc.

a great place to work.

We are a premier medical practice managementand billing company providing exceptional services

to our clients through the integration ofmotivated people, quality performance

and innovative technology.

Our services allow doctors to focus on what’sreally important—patient care. To make your

practice more efficient, call us at (504) 799-4040


Help us identify young business leaders in our community.

• Nominees must be less than 40 years of age as of Dec. 31, 2003.• A panel of judges will narrow the field of candidates and make final selections.• The final group of Power Generation leaders will be profiled in a February 2004 supplemental

publication in CityBusiness and honored at a luncheon.• Use the form below to nominate your candidate.• Nominations must be received by December 19, 2003.

Nominee: ___________________________________________________________________________________Current Position: _____________________________________________________________________________Company/Organization:______________________________________________________________________Business address: ____________________________________________________________________________City, State, Zip: ______________________________________________________________________________e-mail address: ______________________________________________________________________________Business phone number: ______________________________________________________________________Age (as of Dec. 31, 2003): ___________________________________________________________________Birthdate (must be included):___________________________________________________________________College(s) attended: __________________________________________________________________________Business accomplishments (job responsibilities, special projects, business-related affiliations):____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Community involvement (nonprofits; civic, state and national organizations): _________________________________________________________________________________________________________________________________________________________________________________________________________________Achievements and awards (memberships, special recognition): _____________________________________________________________________________________________________________________________________________________________________________________________________________________________

Nominated by: _________________________________Title: __________________________________________Address:_____________________________________________________________________________________

Phone number: _________________________________e-mail address: _________________________________

Fax form to: (504)837-2258or mail to:

Michael GiustiThe Power Generation

111 Veterans Memorial Blvd. Suite 1440Metairie, LA 70005

POWERGeneration 2004THE

40Faces of theFuture

In a special 2004 supplement to New Orleans CityBusiness, we’ll show you the faces of the future. We will identify,profile and honor 40 young professionals whose success in businesses and organizations of all kinds is setting the pacefor the future of our region. We are looking for innovative achievers – entrepreneurs, small business owners, executives,and professionals who are making a mark for themselves with their energy, ideas and commitment to excellence.


Best PracticesHigher health insurance costsspark creative benefit offerings

With health care costs rising, employers are look-ing beyond traditional insurance packages to findcost-effective benefits that will keep their bestworkers happy.

Fewer companies could afford to offer health careand retirement benefits in 2003 than in years past,saidFrank Scanlan, spokesman for the Society of HumanResource Management in Alexandria, Va.

“In 2003, only 30% of the organizations we sur-veyed offered both health care plans and retirementbenefits compared with the 42% of the companiesthat offered these benefits in 1999,” Scanlan said.

In July, SHRM surveyed 3,000 small, mediumand large companies throughout the nation to assessbenefit offerings.

A soft economy and rising plan costs are forcingmore companies to make tough decisions abouthealth care, he said.

“Ninety-two percent of the organizations thatresponded said health care plans for 2003 had goneup. There was an average cost increase of 18% peremployer and 13% per employee,” Scanlan said.

Tom Daly, managing principal for Hartwig MossBenefits in New Orleans, conducts an annual surveydetailing benefit costs to the employer. According tothe survey, about 7% of payroll costs come fromhealth care benefits.

To augment health plans, some companies offercreative alternatives. Flexible spending accounts,dependent care options and family friendly benefitsare the most common alternatives. Newer benefitssuch as job sharing and domestic partner benefits arealso a top priority.

Some companies offered unique benefits like fre-quent flier miles, allowing pets to come to work andadoption assistance programs. Others boosted lessexpensive traditional benefits such as paid holidaysand sick leave.

The goal of all the benefits is to help makeemployees loyal to their employer, said Marc Drizin,vice president and loyalty specialist for WalkerInformation Market Research Company inIndianapolis.

“Loyalty depends on the relationship a personhas with his or her manager,” Drizin said.“Employees quit a job, not a customer.”

Offering good benefits is a financial investmentbecause increased loyalty helps employees stay on ajob longer, reducing training costs and other expens-es associated with high turnover, he said. Loyalemployees also speak well of their workplace and aremore likely to go the extra mile to meet the needs ofcustomers, he said.

“Money and benefits are satisfiers,” said Drizin.“Employees want to be treated fairly.”

Appreciation and recognition for a job well doneis an inexpensive way to make a happy work force.

“That pat on the back is important,” Drizin said.“Some employers offer free dinners, free stays athotels, tickets to sports events or movie passes.”

When things aren’t clicking on the job, employees

lose their motivation toperform and simply showup to collect a paycheck,he said. Disenchantedworkers become “trappedemployees” who simplypunch the clock whilelooking for other work.

Nationwide, trapped employees account for 31%of the workplace population, according to TheWalker Loyalty Report released in September byDrizin’s company. The report was designed to learnwhy employees stay at a particular job.

Drizin said trapped employees do not work for thelove of a job. “These people work for an organizationbecause they have to, not because they want to.”

Retention and employee satisfaction is especiallyimportant in skilled worker fields, said Ed Winter,spokesman for Northrop Grumman Ship SystemsAvondale Operations, which employs about 7,000workers throughout the metro area.

“We want our employees to consider NorthropGrumman as our industry’s employer of choice,”he said.

Northrop Grumman offers a workforce stabiliza-tion incentive program, which rewards workers witha lump-sum incentive for reaching their first, secondand third anniversaries. For the first and secondanniversaries, an employee receives $1,000; the thirdbrings $1,500.

Supervisors and customers may also recommendan employee for spot recognition awards. Eligibleemployees can be awarded from $500 to $1,000 foroutstanding achievement for a project or assignmentwith the approval from senior management.

Winter also said an employee can earn up to $5,000through suggestions that save the company money.

Tulane University, which employs nearly 2,000workers, offers traditional benefits and a few uniqueofferings, said Anne Baños, vice president and chiefof staff.

“We have a Center for Work Force Effectivenesswhere employees can reap the benefits of learningways and ideas to make personal, family and careerlife better for them,” said Baños. “The center alsoprovides different training skills in leadership andcomputer techniques.”

Tulane University also offers a tuition waiver foremployees and their dependents.

“It is a great opportunity to be able to work and totake advantage of the excellent institution that weare,” said Baños.

Benefits don’t need to be expensive, said PattiLopez, labor market analyst for the LouisianaDepartment of Labor. She said recognition goes along way because employees like to be recognized forthe work that they do.

“When you look in magazines and read about thebest companies to work, those companies are offer-ing different perks to acknowledge the service oftheir employees,” Lopez said. •

Benefits smorgasbordThe Society of Human ResourcesManagement surveyed 3,000 small,medium and large U.S. employers regarding the benefits they offered.

Benefit Percent offeringPaid holidays 98%Holiday parties 84%Flexible spending account 71%Scholarships for 19% family membersBowling parties 16%Adoption assistance 16% Company-paid group 4%vacationsPets at work 4%Source: 2003 SHRM Benefits Survey

By Rebecca Roussell Contributing Writer


Best of the RestThe following companies did notsupply enough information to beranked, but appear, based ontheir limited submissions, to benotably good places to work.

Acme Truck Line Inc.

Addiction Recovery Resources of New Orleans

Arrow Mortgage LLC

Board of Commissioners of the Port of New Orleans

Chateau Sonesta Hotel

City of Slidell

Countrywide Home Loans

Deutsch, Kerrigan & Stiles LLP

Elmwood Marine Services

F.H. Myers Construction Corp.

Harvey Press LLC

Howard Montgomery StegerPerformance Architecture

Irwin Fritchie Urquhart & Moore LLC

Laitram Corp.

LaPorte, Sehrt, Romig & Hand APAC

M.S. Rau Antiques

Mortgage First LLC

Muriel’s Jackson Square

North Cypress Fitness Studio

Pan-American Life Insurance

St. Bernard Parish School System

Task Force Staffing Services Inc.

The Rose Garden

Tree Medics Inc.

Wolfe’s of New Orleans Restaurant



New Orleans Best Places To Work(Ranked according to employee morale, salary and benefits)

NameAddressNature of business

PhoneFax

MoraleIndex*

Ave.startingsalary

Mediansalary

Employmentlength for

benefiteligibility

Numberof

workers Subs

idize

d m

eals

Dayc

are o

ptio

nsPa

id m

ater

nity

Cont

inui

ng ed

ucat

ion

Relo

catio

n as

sista

nce

401(

k) (%

mat

ch)

Pres

crip

tion

Telec

omm

utin

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Visio

nFl

exib

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urs

Fitn

ess p

rogr

am

Healt

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re b

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its

Job

shar

ing

Empl

oyee

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gniti

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am

Other benefits

1. Zehnder Communications Inc.650 Poydras St., 2450New Orleans 70130Advertising agency

558-7778558-7779

90.25 $27,000per year$40,000per year

two months 25 • • • • • • • quarterly retreats,professionaldevelopment,

2. Ochsner Clinic Foundation1414 Jefferson HighwayNew Orleans 70121Health care

842-2714842-3716

86.7 $20,800per year$36,600per year

one month 7,313 • • • • • • • • • • • • • • • discounts, year-long “WelcomeAboard” program,employeeassistance fund,free employeeclinic, lactationprogram, semi-annual moralesurvey

3. Kenner RegionalMedical Center180 W. Esplanade Ave.Kenner 70065Health care

464-8690464-8062

91.95 32,032per year34,652

per year

one month 483 • • • • • • • • • • • •

4. Newton & Associates3001 Division St.Metairie 70002Collections

469-9545200-2918


three months 266 • • • • • • • Christmas bonus foadmin/support staff

5. West Jefferson Medical Center1101 Medical Center Blvd.Marrero 70072Health care

347-5511349-2057


immediate 2,000 • • • • • • • • • • • • • • employeerecognitionprogram, fitnesscenter, supportgroups, awardprogram, employeesatisfaction surveys

6. Diamond Data Systems5732 Salmen St., Suite CNew Orleans 70123Technology

729-9100729-9101

82.9 $30,000-$35,000per year$65,000,per year

one month 70 • • • • • • • • 100% paid longterm disability,bonus/incentiveplan, supplementaldisability andsupplemental life

7. Peter A. MayerAdvertising Inc.324 Camp St.New Orleans 70130Advertising agency

581-7191671-8262


one month 103 • • • • • • • • • • • • • • • life insurance, longterm disability,profit sharingbonus,transportationreimbursement

8. Harrah’s Casino New Orleans365 Canal St., Suite 900New Orleans 70130Gaming

533-6028533-6009


three months 2,600 • • • • • • • • • • Family Fun Days,performancebonus, birthdaycelebration,Christmas gifts,wellness fair, talentshow

9. Gilsbar Inc.2100 Covington CentreCovington 70433Insurance

985-898-1654985-871-1810

84.1 $40,000per year$28,610,per year

one month 332 • • • • • • • • • • • free banking, nurse411 program,discounted localservices, freefamily health clubmembership

10. Correro Fishman Haygood PhelpsWalmsley & Casteix LLP201 St. Charles Ave., 46th floorNew Orleans 70170Law firm

586-5252586-5250

87.7 $35,000-80,000

per year$42,000-$92,000per year

one month 30 • • • • • • •

11. The Montalbano Group3101 7 th St.Metairie 70002Advertising agency

838-0187838-0393


immediate 28 • • • • • • • • • • •

12. Salco Management Inc.1450 Poydras St., Suite 2000New OrleansMedical

799-4040799-4041


one month 37 • • • • • • • • • • • • elective shots andlong term disabilityand life insurance

13. PetroCom LLC5901 Earhart Blvd.Harahan 70123Oil and gas

736-9400734-6100


immediately 60 • • • • • • • • employeeassistance program





PhoneFax

MoraleIndex*

Ave.startingsalary

Mediansalary


benefiteligibility

Numberof

workers Subs

idize

d m

eals

Dayc

are o

ptio

nsPa

id m

ater

nity

Cont

inui

ng ed

ucat

ion

Relo

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nce

401(

k) (%

mat

ch)

Pres

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tion

Telec

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shar

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Other benefits

14. PMOLink Inc.219 N. RoadwayNew Orleans 70124Technology

286-8882286-8883

85.5 $123,000per year$114,000per year

immediate 32 • • • • • • • • • • • • • •

15. Ralph Brennan Restaurant Group550 Bienville St.New Orleans 70130Restaurants

581-4230539-5537


two months-one year

500 • • • • • • • • bonus program,managementprogram

16. McGlinchey Stafford LLC643 Magazine St.New Ortleans 70130Law firm

586-1200596-2800

80.4 $36,000-$80,000per year$39,000-$85,500per year

one month 458 • • • • • • • • • • • • picnic, Halloweencostume party,holiday party,Fourth of Julyparty, staffappreciation day,annual meeting andparty, in-housecafé, philanthropicsupport/opportunities,holiday bonus,employeeassistance program

17. Franco’s Athletic Club Inc.100 Bon Temps RouléMandeville 70471Health and fitness

985-792-0200985-792-0333


90 days forhealth and

dental

135 • • • • • • • • • • • •

18. American Nursing Services Inc.3012 26th St.Metairie 70002Health care

833-3100837-7487

77.3 $30,000-$62,400per year$37,600-$68,640per year

one month 2,200 • • • • • • • • • paid leave andvacations availableupon hire

19. Ruth’s Chris Steak House3321 Hessmer Ave.Metairie 70002Restaurant

454-6560454-0419

81 $15,080per year$19,240per year

three months 260 • • • • • • • • •

20. New Orleans MetropolitanConvention and Visitors Bureau2020 St. Charles Ave.New Orleans 70130Tourism

566-5011566-5046

74.1 $36,000$41,000

two months 84 • • • • • • • • • free parking, pressshort- and longterm disability, lifeinsurance, paidvacation, paidholidays

21. Vinson Guard Service Inc.955 Howard Ave.New Orleans 70113Security

529-2260588-9651


one month 1,632 • • • • • • • • • • • long term disability,safety bonus

22. Lambeth House Continuing CareRetirement Community, operatedby BSI150 Broadway St.New Orleans 70118Health care

865-1960865-9514

83 $15,372per year$23,504per year

three months 150 • • • • • • • • • short and long termdisability insurancepaid by employer,life insurance$25,000 paid byemployer

23. Harvey Press LLC246 Harbor CircleNew Orleans 70126Printing

246-8474242-2007


one month 68 • • • • • life insurance,short-term disability

24. Omni Bank2900 Ridgelake DriveMetairie 70002Financial institution

833-2900841-2171

86.8 variesvaries

one month 161 • • • • • • • • • • referral program,length of servicereward (5, 10, 15and 20 years)

25. Hibernia National BankP.O. Box 61540New Orleans 70161Financial institution

533-2237533-3611


one month 5,472 • • • • • • • • • • • pretax parking,vacation, freeemployee checkingaccount, paid bankholidays, stockownership plan,employeeassistanceprogram, lifeinsurance





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26. Natives Landscape Corp.Landscape Architects andContractors320 N. Theard St.Covington 70433Landscape contractor

985-892-5424985-892-8698

87 $20,000per year

NA

six months 11 • • • • • nine paid holidays

27. Stone Pigman WaltherWittmann LLC546 Carondelet St.New Orleans 70130Law firm

581-3200581-3361

78 $13,000-$81,000per yearvaries

one month 125 • • • • • • • • • • • specialcompensation,cafeteria plan,qualified parkingbenefit, creditunion, Halloweencontest, annualretreat

28. Banner Chevrolet5950 Chef Menteur HighwayNew Orleans 70126Automobile dealership

242-2000253-8532

87.4 WNDWND

three months 160 • • • • • • •

29. Entergy Corp.639 Loyola Ave.New Orleans 70112Utilities

576-4000576-4369

78.6 WNDWND

immediate 15,500 • • • • • • • • • • • • • • flexible spendingaccount, LifeWorks, worklifecounseling,employeeassistanceprogram, maternitymanagementprogram

30. Mr. B’s Bistro201 Royal St.New Orleans 70130Restaurant

523-2078521-8304

80.6 $25,000per year

NA

one year 118 • • • • • • • • • dining discount forall employees,clothing and diningallowances tomanagement

31. Eustis Engineering Co.3011 28th St.Metairie 70002Engineering

834-0157834-0354

81 variesvaries

three months 68 • • • • • • • • • disability insurance,life insurance,employee eventson quarterly basis,family atmosphere

32. Where Y’at Magazine5500 Prytania St., Suite 248New Orleans 70115Media

891-0144891-0145

78.25 WND$27,000per year

six months 5 full-time;33 part-

time,freelance

• • • • • • • • free CDs, concertand sporting eventtickets

33. Professional ConstructionServices Inc.8001 Downman RoadNew Orleans 70126Construction

241-8001245-7475


three months 130 • • • • • • recruiting bonus(Buddy bucks)

34. The Rose Garden5616 Citrus Blvd.River Ridge 70123Catering

737-1300739-9884

86.5 WNDWND

WND 30 •

35. Our Lady of Holy Cross College4123 Woodland DriveNew Orleans 70131Education

394-7744391-2421

82.75 variesvaries

immediatelyfor full-timeemployment

137 403 (B), short termdisability, long termdisability, group life

36. Pel Hughes Printing LLC3801 Toulouse St.New Orleans 70119Printing

486-8646486-8350

80.6 WNDWND

three months 94 • • •

37. Gage Telephone Systems of NewOrleans Inc.2005 Third St.Kenner 70062Telecommunications

466-4243466-4667

72 WNDWND

six months 8 • • • • •

*Morale index is the weighted result of 10 questions asked to a random sample of employees. Final rankings were determines by considering Morals Index, salary, benefits and access. Morale Index accounted for 75% ofthe rank, salary and benefits 20% and access 5%. To be considered for this list in the future, contact us at 834-9292, or by mail at 111 Veterans Memorial Blvd., Suite 1440, Metairie, LA 70005.


NAMED ONE OF NEW ORLEANS' "BEST PL ACES TO WORK" BY CITYBUSINESS

Kenner Regional Medical Center—A Great Place to Work

To learn more about Kenner Regional Medical Center and our 5-Star Family,

call 464-8012 or visit our website at www.kennerregional.com.

Our Employees Enjoy 5-Star Treatment Too!



Documents

New Orleans’Best Places To Work...New Orleans’ Best Places To Work How we ranked the winners 3 1. Zehnder Communications Inc. 4 2. Ochsner Clinic Foundation 7 3. Kenner Regional