Michael Lee Stallard

During difficult times it’s natural for anxious individuals to retreat into isolation, a state that nearly always results in diminished productivity. When it comes to the amount of effort employees put in their work, research by the Corporate Leadership Council has shown that emotional connections are on average four times as important as rational factors.  Emotional connections arise when employees feel: 1) proud of their organization’s mission, values and reputation, 2) valued by their supervisor and colleagues, and 3) informed and that their opinions and ideas about matters that are important to them are considered by decision-makers before decisions are made.

Recently I visited an impressive organization that is poised to continue performing well even through the challenging economic environment we are presently facing. The Beryl Companies is a Bedford, Texas-based organization that focuses on call center support for hospitals.  Its three-year average operating margin of 15 percent is more than double that of its next best public competitor. The firm is widely considered to be the crème-de-la-creme provider in its industry.  Beryl has also been recognized as one of the best workplaces in America.

One key to Beryl’s success is that it knows how to maintain trust, cooperation and esprit de corps among its employees. Paul Spiegelman, Beryl’s CEO, advocates a “circle of growth” philosophy that says employee loyalty leads to customer loyalty which results in profitable business. Beryl achieves employee loyalty by helping employees feel connected to the company.

Beryl makes its employees feel proud.  In the company’s “Right Start” program for new employees they not only learn what Beryl does but why they do it.  Beryl’s mission is to “connect people to healthcare.”  In the middle of the call center floor there are electronic scoreboard-like screens that continuously track a variety of metrics including the number of connections Beryl call center workers have made year-to-date with individuals seeking physician referrals. The day I visited Beryl, the board showed an astounding 4.1 million connections had been made through early November. Beryl’s track record of operational excellence is also a source of pride for employees.

Beryl values its employees and that makes them feel more connected to the company and to their Beryl colleagues. It does this in a variety of ways.  The physical environment at Beryl is pleasant.  Employees have access to training to help them learn and grow.  The company maintains a “family style support network” to reach out and help employees and their families when they are in need. Beryl encourages camaraderie by sponsoring the “Beryl Book Club,” family-friendly events, “Beryl Outreach” events to help a designated community-based organization each year, a “Beryl Life” magazine for families who have members working at Beryl, and the “Beryl Well” program to encourage healthy lifestyles.

Another reason that Beryl employees feel so connected to the organization is that Spiegelman and his management team actively inform and consider the opinions and ideas of Beryl employees.  Beryl shares its financial and operational performance results each month with all employees in several town hall meetings.  Spiegelman also meets monthly with 12-15 employees for a “chat and chew” informal lunch discussion. In all of these forums it helps that Spiegelman and his management team members are approachable, open-minded and curious. To further give employees a voice and make sure that “no stone is unturned,” Spiegelman even maintains an “Ask Paul” intranet site to field questions and consider recommendations.  

Every organization would be wise to make sure its employees feel connected to their organization. During this economic storm, their future may depend on it.