Rosendin

Setting goals and working to achieve them helps us define what we truly want in life. Goals provide greater direction, focus, productivity, and motivation. Whether goals are set as a company or an individual, they give us a roadmap to help plan our future.

As we step back and look at the success Rosendin has had over the past 104 years, it’s safe to say that the company achieved the goals that were put into place time after time. Some goals may not have been as grandeur as others, and some goals may have been revised along the way, but with each success and failure, Rosendin gained experience, new knowledge, and a greater sense of motivation to succeed.

But who does the work to achieve the goals? People. People matter most and are the most important part of Rosendin. Rosendin’s Vision is to Lead, Inspire, and Build our people by creating safe and healthy work environments, both mentally and physically, providing the right tools to be successful at their jobs, creating opportunities for career growth, and contributing to better lives of the less fortunate living in the communities we serve.

By 2030, Rosendin aims to become a company that wins the hearts and minds of our employees and attracts and retains the best talent while continuing to grow and offer new and exciting opportunities.

Goals are attainable if they are kept within reach, and the company moves toward the goal as a whole.

When people have a shared sense of purpose and understand how their work helps achieve a company’s long-term goals and why their work is meaningful, the company’s culture shifts and strengthens. Culture is made up of employees’ shared values, beliefs, and behaviors and guides decisions and actions at the unconscious level resulting in positive effects on a company’s well-being and success. Who wants to work for or with a company with a negative culture?

CULTURE DRIVES BEHAVIOR. BEHAVIOR DRIVES CULTURE.
In a recent study conducted by the Harris Poll, nearly two-thirds of employees listed corporate culture among the most important reasons they stay with their current employer — or start looking for another job. MIT Sloan Management Review analyzed 1.4 million employee reviews using the Natural Language Understanding platform developed at Culture X to determine the ten elements of culture that matter most to employees.

1. People feel respected. The single best predictor of a company’s culture is whether people feel respected at work. Respect is not only the most important factor, it stands head and shoulders above other cultural elements in terms of its importance. People want to be treated with consideration, courtesy, and dignity and have their perspectives taken seriously.

2. Supportive leaders. Leaders help others do their work, respond to requests, accommodate others’ individual needs, offer encouragement, and have one another’s backs. Leaders influence all aspects of a company’s culture and can instantly create a negative or positive culture.

3. Leaders live core values. Leaders’ actions should be consistent with the organization’s values. A boost in culture is seen when leaders “walk the walk” or “practice what they preach.” When this is witnessed or experienced personally, culture is boosted.

4. Toxic managers. Toxic leadership can take many forms, but people who describe managers as toxic are more likely to say they are abusive, disrespectful, noninclusive, or unethical. These feelings create extremely negative views on a company’s culture.

5. Unethical behavior. Integrity is the cornerstone of most organizations’ culture and matters to people. When leaders or peers participate in unethical behaviors with zero repercussions, it feeds others to act unethically and diminishes the company’s culture.

6. Benefits. Recent research shows that benefits and compensation are equally important when it comes to the assessment of an organization’s culture.

7. Perks. When people talk about the perks of a company there is a positive jump in the overall culture sentiment. Ironically, coffee truly is the central perk! Although perks are not expected, they are appreciated and any opportunity to organize company social events like team builders or happy hours, positively increases a company’s culture.

8. Learning and development. Any opportunity to continue learning, develop or enhance skillsets, or receive tuition reimbursement for a certification or degree program is viewed as extremely positive. Companies need to ensure that people know about all the learning and development opportunities provided.

9. Job security. Job insecurity weighs heavily on people’s minds regardless of job title or rank. Fear of layoffs, offshoring, and automation are just a few of those insecurities. Companies should communicate and be transparent with their people about the state of the company. People appreciate honesty rather than being blindsided.

10. Reorganizations. When people mention reorgs, they are much more likely to also discuss the pace of organizational change as too fast, inconsistency in strategy over time, and a lack of clarity about the company’s evolving strategy. Job insecurity also comes into play.

By understanding the most important elements that positively drive culture, we can all be part of winning the hearts and minds of our people and attracting and retaining the best talent while continuing to grow and offer new and exciting opportunities for everyone. People are what matter most and will ultimately determine if Rosendin succeeds or fails. People determine our customers’ experience, and customers will judge the value of doing business with Rosendin by their experience with our people.

At the beginning of 2023, Rosendin promoted over 200 people across the country in roles of project management, estimating, safety, QA/QC, purchasing, finance, engineering, business development, training, marketing, and field operations. These promotions included 14 new Division Managers, seven Operations Managers, two Vice Presidents, and two Senior Vice Presidents. Training and building people from within the company is a key element of the Mission and Vision of Rosendin.