Denver, CO – Saunders Construction, Inc., one of Colorado’s leading construction companies, has been awarded a 2017 Top Workplaces honor by the Denver Post. The Top Workplaces lists are based solely on the results of an employee feedback survey administered by WorkplaceDynamics, LLC, a leading research firm that specializes in organizational health and workplace improvement. Saunders has also received national recognition for their training program that supports a corporate culture of upward mobility — in addition to competitive wages and robust benefits package. Saunders techniques have resulted in tremendous success in recruiting and retaining the next generation labor pool. They currently have over 600 employees, many of whom have been a part of the team for decades, starting out as day laborers and working up to Superintendents or Vice Presidents.
“We are honored to be recognized as a top place to work in our local Colorado community,” said Greg Schmidt, President & CEO of Saunders Construction. “We strive to engage, develop and create opportunity for our employees and realize that the best way to ensure a strong labor pool is to make sure we offer our employees the best training and ample opportunities to move along in what we hope will be a lucrative, fulfilling career.”
Saunders is among the numerous construction companies statewide looking for ways to recruit the next generation of skilled construction workers and help solve the labor shortage in the industry. Nowhere are construction workers in shorter supply than in Colorado, where the shortfall has left the state unable to keep up with population gains and vulnerable to losing its economic momentum (Department of Labor Statistics). But, true to its 45-year pioneering spirit, Saunders has taken a collaborative approach to solving this problem — working together with other construction companies and the local trade associations to find ways to recruit young people and create a larger pool of skilled labor across the industry.
Saunders’ comprehensive training programs help identify and grow future leaders, guide professional and ethical decision-making, and foster skillsets. Saunders continues to take steps toward enhancing its training program by developing and implementing custom training programs, and recommending personalized training plans.“Training at Saunders is geared directly towards the employees and their immediate needs. We want to help them be successful in their jobs and allow them room for personalized growth and development,” says Megan Galloway, Saunders Training and Development Manager. In addition, in 2015 the company added an English class for Spanish-speaking employees. Offered by demand, the eight-week course is designed to improve English translation for safer project sites, better communication and increased growth opportunities. Mandatory safety training courses are required for all employees and ongoing career development classes are available to employees poised for upward mobility to ensure preparedness in their next role.
Saunders’ Senior Vice President, Dennis Noland, started with the company in 1983 as a carpenter. Within a couple of years, Dennis had worked his way up to a foreman, and before too long, had become a superintendent. Dennis has been grateful for the leadership opportunities Saunders offered to him over the span of his career.
“Saunders apprenticeship and training programs available to trade employees can help build lucrative and life long careers in the construction industry,” commented Noland.
Noland’s story of success built from the trades is not unique within Saunders. Of the 55 Superintendents currently employed and building significant projects along the Front Rage, 64 percent started their careers in the trades.
“Over the last decade, Saunders has changed the way that talent development interacts with and affects our business. We set a strong expectation that learning is part of our culture and an essential requirement of each employee’s role,” said Schmidt. “Training is being approached in a spectrum of innovative ways and as a result, we have seen direct business impacts to our operational readiness, risk management and process alignment. We look forward to continuing our enthusiasm for learning and giving our employees more opportunities for both professional and personal growth.”
To be a Top Workplace, organizations must meet the Denver Post’s strict standards for organizational health. Several aspects of workplace culture were measured, including Alignment, Execution, and Connection, just to name a few.
Image courtesy of Saunders Construction
