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nPeterson

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❚ ❚ Company sponsored professional conferences and training ❚ ❚ Employee awards and recognitions “We take care to ensure that individuals are truly the right fit for P2S. Candidates meet with multiple levels of management and their potential team, which gives them a solid understanding of our company, the job, and our environment and culture.” Retention begins with the onboarding experience. We have streamlined the process so new hires are engaged as soon as they sign their offer letter. We also have a formal 15- day and 90-day check-in and new hire mixers to ensure a smooth transition for our employees. Performance and de- velopment goals have helped our employees continue their personal and professional development, outline job expec- tations and increase employee engagement. It’s our goal to see employees grow and build their career with P2S and we encourage our staff to take ownership of their career. We’re prepared to support them through mentorships, profes- sional memberships, training, certifications, and a tuition reimbursement program. Our conversation regarding em- ployee performance and reviews go beyond the annual re- view. We encourage weekly resource allocation meetings, one-on-one meetings, 360-degree feedback surveys, and company luncheons. The P2S events and planning team or- ganizes events such as happy hours, meet-n-eats, philan- thropy outings, and other social events. This creates a cul- ture where employees enjoy coming to work and can build relationships with their colleagues. The belief is, if our em- ployees are engaged and there is constant communication and transparency between our leadership and all other em- ployees, then we are fostering a company for a happy team. TZL: What’s the key benefit you give to your employees? Flexible schedule, incentive compensation, 401(k), etc.? KP: ❚ ❚ Flexible work schedules. Employees can choose starting hour and work half-day Fridays. ❚ ❚ 401(k) match. We make a discretionary match to the em- ployee’s 401(k) contributions based on profitability. Histori- cally, P2S has matched 25 percent with no limit. ❚ ❚ Health and wellness: ❚ ❚ Medical, dental, and vision coverage with low employee and dependent premiums. We offer our employees an Open Access Plan medical plan which allows employees to self-refer themselves to a specialist. ❚ ❚ Company sponsored Biometric Health Screenings: We provide a 49-point blood panel test on-site to all staff and their spouses or domestic partners. Upon completion, employees receive a 50 percent discount on medical pre-

miums. We also encourage employees to discuss any ab- normalities or other health concerns with health care staff during this time. ❚ ❚ Free on-site wellness programs (fit camp, running club, and company sponsored outdoor weekend activities), healthy snacks, and gym with showers. ❚ ❚ Professional and personal development. Continuous spon- sored training and certifications; internal research; planning and development teams; catered lunch and learns with manu- facturers. ❚ ❚ Bonus program. All staff, including administrative, are eligi- ble to participate in our annual bonus program. The program rewards successful project management, project completion, mentoring, and other contributing factors. TZL: What’s the greatest problem to overcome in the pro- posal process? KP: A proposal is just a singular element in the sales pro- cess. The greatest problem for a growing company is to de- velop a comprehensive sales approach that builds a custom- er relationship from the ground up. The development of any opportunity must be strategized, planned, and measured. Once this underlying approach has been implemented, one can concentrate on the actual proposal quality. Besides a clear and readable layout, meeting the requirements, stan- dards, and needs of the client is the most important. Tailor- ing the proposal to meet requirements and showcase capa- bility is time consuming, but crucial for success. The biggest challenge is to implement a comprehensive strategy that drives the proposal process. “Marketing works together with our other departments, to constantly enhance internal processes and improve client relations and sales output. Using all available marketing tools is the only way to sustain the success rate.” TZL: How does marketing contribute to your success rate? Are you content with your marketing efforts, or do you think you should increase/decrease marketing? KP: We added a marketing department when we had ap- proximately 75 personnel. That department oversees and executes company strategy, coordinates communication, and develops and analyzes sales strategy. Marketing works together with our other departments, to constantly en- hance internal processes and improve client relations and sales output. Using all available marketing tools is the only way to sustain the success rate. Unlike many companies in the AEC industry, we use the corporate marketing approach employed by Fortune 500 firms. We strongly believe that an investment in marketing is an investment in our future. See CONFERENCE CALL, page 8

ember 11, 2017, ISSUE 1215

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