Applications for various awards and recognitions were submitted, yielding the results shown in Figure 7.4-5 (complete list AOS). Recognition (Awarding Organization) 2017 • ILPEx Gold Award for Achievement of Excellence • Inc. 5000 list of Fastest-Growing Private Companies (Inc. Magazine) • Inc. 5000 Honor Roll recognition for 8 years on the list (1% of all companies) ( Inc. magazine) • One of the 100 Best Workplaces “Medium” sized category by GPTW Institute and Fortune magazine • One of 21 firms named “Best of the Best”Professional Service Firms (Service Performance Institute) 2016 • One of the 100 Best Workplaces “Medium” sized category by GPTW Institute and Fortune Magazine • Spotlight Award for Value and Excellence in Consulting -- Change Management (AMCF) • One of 20 firms named “Best of the Best” Professional Service Firms (Service Performance Institute) • One of Forbes magazine’s Top 25 Small Companies in America 2015 • Best Places to Work for Millennials (Crain’s Chicago Business) • Ranked #16 out of 25 Best Small Workplaces (GPTW Institute and Fortune magazine) • One of 20 Great Workplaces in Consulting and Professional Services by Great Rated—the workplace review site of GPTW 2014 • Spotlight Award for Customer Engagement (AMCF) • Ranked #22 out of 25 Best Small Workplaces (GPTW Institute and Forbes magazine) 2013 • Vincentian International Award for Corporate Ethics and Excellence to C. Richard Panico (DePaul University) • The 10 Best Companies for Employee Financial Security (The Principal Financial Group) • Ranked #22 out of 25 Best Small Workplaces (GPTW Institute and Fortune magazine) • Inc. 5000 list of Fastest-Growing Private Companies ( Inc. magazine) Figure 7.4-5 Awards and Recognition IPM is diligent in keeping employees informed about the organization, including the Company’s financial status, feedback on performance, matters that affect the organization, and decisions regarding the future of the Company. Unsurprisingly, the survey results are consistently high in terms of the effectiveness and transparency of communication from/with senior leadership (Figures 7.4-6, 7.4-7) . Annual Plan Survey 2013 2014 2015 2016 2017 The Company’s 8.95 8.91 8.92 8.96 8.96
IPM fosters a creative environment where innovative ideas are welcome
8.33
8.31
8.22
8.18
8.17
0 2 4 6 8 10
2013
2014
2015
2016
2017
Average Rating
Linear (Average Rating)
Figure 7.4-2 Fostering Innovation In 2014, IPM took part in a study conducted by Benedictine University’s Return on Values Project (ROVP) assessing the link between culture and profitability. The factors that IPM leadership was benchmarked relative to other study participants included the following, with the results shown in Figure 7.4-3 : • Caring Leadership: Do senior leaders keep employees informed, build relationships at every level, and encourage through mentorship and other interactions? • Cultural Leadership: Are senior leaders dedicated to the company’s culture and values? Is their behavior consistent with those values? Do they communicate the vision,values, and strategic direction of the company? • Credibility Leadership: Are senior leaders competent? Do they seek out new ideas? Are they trustworthy? Caring Leadership Cultural Leadership Credible Leadership Overall Leadership IPM 4.08 4.67 4.75 4.50 All Companies 3.95 3.96 4.48 4.13 Score ranges: 1.0 to 2.5 – Significant growth opportunity for company; 2.6 to 4.0 – Company is strong in this area, but can improve; 4.1 to 5.0 – Company excels in this area Figure 7.4-3 Benedictine University’s ROVP Results Figure 7.4-4 shows how IPM compares to the SPI Leadership Pillar. SPI Leadership Pillar
IPM 2017
SPI Average 2017
SPI 2017 Best of the Best (Top 20)
Well understood vision, mission, & strategy Confidence in leadership Ease of getting things done Goals & measurement in alignment Employees have confidence in company’s future Effectively communicates with employees
5.0
3.75
4.67
5.0 4.0 5.0
4.01 3.80 3.73
4.86 4.38 4.52
communication vehicles provide the information I need to feel apprised and connected to the Company IPM’s culture encourages frank, two-way communication throughout the organization
5.0
3.94
4.62
8.71
8.83
8.52
8.69
8.64
5.0
3.72
4.33
Responses: 1 (Strongly disagree) – 10 (Strongly agree) Figure 7.4-6 Senior Leadership Communication AP Survey
Figure 7.4-4 SPI Leadership Pillar In 2004, IPM began seeking validation of the context of internal perceptions of the Company’s culture and level of employee satisfaction through benchmarking information.
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