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ON THE MOVE DANIEL BARBATO TO LEAD NEWARK, DE OFFICE AND BRIAN FISCHBACH TO LEAD PITTSBURGH, PA OFFICE Pennoni will continue its expansion and success under new leadership in its Newark, Delaware, and Pittsburgh, Pennsylvania, offices. Daniel Barbato will serve as the firm’s Newark Office Director, and Brian Fischbach will serve as the firm’s Pittsburgh office director. Barbato previously served as the firm’s regional practice leader, division manager, and senior engineering in the municipal engineering division. His primary area of expertise is in water and wastewater engineering. His background includes more than 20 years of experience in the design, permitting, construction management, maintenance and operation of water and wastewater treatment plants, distribution systems, drainage systems, pumping stations, storage tanks, collection systems, production wells, and wastewater disposal systems. He is also experienced in ecological monitoring and restoration projects, including pond restoration and stream health monitoring. Dan is knowledgeable in utility financing, capital programming, rate design, and local, state, and federal water
and wastewater regulations, as well and Federal and State grant programs. He is a licensed professional engineer in Delaware, Pennsylvania, Florida, and Maryland. Barbato looks forward to his new position as office director, saying, “I am honored by the opportunity to lead the Newark, DE office. I look forward to increasing our visibility and presence in Delaware, improving and advancing our project management process, and implementing profit improvement strategies. We have a great team in the office and it is truly exciting to lead us into the future.” Fischbach previously worked as division manager and senior engineer in our civil/site division.Fischbachhasnearly30yearsofproject management and leadership experience in the civil and municipal engineering, solid waste, energy and site development sectors. He has managed projects and clients for the planning, design and construction oversight of private and public land development projects, well pads, impoundments, compressor stations, gas pipelines, water pipelines, and solid waste management facilities such as waste to energy
plants, recycling facilities, and landfills. He is a licensed professional engineer in Maryland, Pennsylvania, Virginia, and West Virginia. Fischbach sees a bright future in his new role, saying, “I have really enjoyed my experience at Pennoni as division manager and look forward to stepping into the office director position as well. I hope to build upon the successes achieved by the Pittsburgh region by increasing our name recognition and promoting Pennoni’s capabilities to key players in the market through a joint business development effort involving all staff.” As a multidisciplinary consulting engineering firm founded more than five decades ago, Pennoni approaches engineering challenges from a wider spectrum of angles than most, from land development to energy management. Pennoni’s goal is to help communities and private sector clients alike navigate the ever-changing technological advancements available and learn how best to integrate “smart” solutions into the current landscape and make them a part of resilient and sustainable planning.
JEN NEWMAN, from page 9
in Salt Lake City, says employees tend to look at firms with a solid work history and future growth opportunities. “Great firms offer stability, support and mentoring at every stage of your career,” he says. 5)Recognize and reward. Employees who feel valued, appreci- ated, and needed are likely to support management decisions, accept organizational changes, and stay loyal. Show your employees they are valued and appreciated by recognizing them and celebrating their successes and efforts with specific, tangible rewards. Fran Pruyn, senior principal at architecture firm CRSA, says: “It can be something as simple as periodic gift cards for ex- traordinary performance. Reward your people, and they will reward you with their loyalty.” 6)Work-life balance. For many people, work-life balance means more than having time to spend with their families or on activities. They want to contribute to a firm that cares about them as individuals. Give employees the opportunity to con- nect with one another and make a difference. Organizations that prioritize employees increase the bottom line. When employees feel valued, it encourages them to provide better customer service to clients. Doug Lineback, a 28-year employee at VFBA, says, “The firm gives employees the resources and equipment to do their job well and stay healthy, as well as providing a friendly atmo- sphere where the owners encourage employees and are inter- ested in their family.” 7)Compensation. Be sure that you are paying your employees what they are worth, or better, and ensure you are rewarding them on a regular basis with raises and bonuses. Offer com- petitive benefits that include flexibility based on individual needs, positions and skills. JEN NEWMAN, CPSM, is managing director providing marketing and business development training at Zweig Group. Contact her at jnew- man@zweiggroup.com.
percent lower than those with employees who are less en- gaged. Retention increases when employees feel that they have a sense of meaning and purpose and can connect how their jobs contribute to the mission and move the company forward. Engage your employees in your firm’s mission, vi- sion, and goals. Encourage employees to share and implement ideas that can improve processes and policies. When employ- ees feel like they’re part of your story, you will keep them inspired, engaged, and on board. Vicky Golie, CPSM, marketing director of Salt Lake-based architecture firm Babcock Design, attributes the firm’s em- ployee retention success to engagement. “We work hard and play hard,” says Golie. “We have a standing committee that meets regularly to strengthen our culture, keep moral high, make things fun, and strive for a work-life balance.” “The cost of losing an employee can run as high as 213 percent for highly-trained positions, meaning to replace a highly qualified employee making $80,000 a year could cost the company a staggering $170,000.” 4)Invest in employee growth. A drive to continually grow and improve is part of what makes a great employee. Com- municate openly with employees about their career paths and empower employees to set their own goals. Give them the training, tools, resources, and mentoring they need to achieve those goals. Couple this with simple, goal-based performance reviews and the result will be a highly motivated employee that stays for the long haul. Mike Johnson, of MEP firm Van Boerum & Frank Associates
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THE ZWEIG LETTER March 25, 2019, ISSUE 1289
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