No. 4, 25–100 employees: Interactive Hotel Solutions

Employees understand the company’s financial situation. They understand every aspect of the company’s operations. And they understand how their work translates into success for the company, which means bigger paychecks and other incentives.

It’s the result of a companywide emphasis on training and communication, according to Krystal Simon, director of employee relations.

When hired, employees at the Springfield-based Internet sales and marketing company are paired with mentor staff members, who show them the ropes and answers their questions.

New workers are taken through a number of orientation processes, including a scavenger hunt that has them searching out the longest-employed person or different department heads.

IHS practices open-book management and provides financial literacy training for employees.

The goal, Simon said, is to avoid a from-the-top-down management structure so employees “have more ownership and more pride” in the company.

During the company’s weekly “huddles,” questions are answered, employees are recognized and issues are discussed.

In October, IHS recognized Employee Ownership Month with a “Stake in the Outcome” lunch.

Employees ate a steak meal while discussing the company’s value, how that value can be created, and why it’s important for the company.

“It’s really important for us that they make the link that what they do on a day-to-day basis ultimately is to grow the value of the company, which is going to grow the value of the (employee stock-ownership plan), which is going to grow their opportunity to gain a bonus or take on more responsibilities,” Simon said.

To explain the ESOP to the staff, the company brought in about 25,000 $1 bills and showed people what yearly contributions would look like, literally, in stacks of cash.

The ESOP is one of a plethora of incentives offered at IHS, earning the company honors for Best Incentives among companies with 25 to 100 employees in Springfield Business Journal’s 2006 Best Places to Work competition.

Through the employer-funded ESOP, contributions are based on the company’s success. Last year, Simon said, the company contributed the maximum amount of nearly 25 percent.

Bonuses also are available for every employee – IHS paid out its maximum contribution of 20 percent last year, as well.

Other incentives include a 401(k) matching plan offered after 90 days at the company, paid time off for both full- and part-time employees, and dental, vision, long-term disability, life and employee-plus-dependent insurance.

Average annual salary increases, available to all employees, often top 15 percent, according to IHS’ Best Places survey.

The company also hands out IHS Bucks to employees for accomplishments or service within the community.

Bucks can be redeemed at auctions for which the company buys nearly $2,000 worth of gift cards, iPods, grills, attraction tickets and weekend getaways.

“Most of our employees are very young, so we work very hard to think of creative ways that motivate them and retain them,” Simon said.[[In-content Ad]]