Think “great place to work,” and big companies like Google typically spring to mind. But across the country, many small businesses and nonprofits have built workplace environments and cultures that rival — or even outshine — the big names.
Training at many companies revolves around teaching employees to perform their current jobs better. At Exactech Inc., orthopedic devices manufacturer, it’s also about preparing employees to get a better job.
Every new employee is required to take orientation courses on company culture and reading corporate financial statements. But training is a continuing process, where employees are often asked to push themselves to new levels — in terms of both their knowledge and their interpersonal skills.
“We’re such big believers that the people, if they don’t have the expertise, won’t be happy,” says Chief Executive Bill Petty, an orthopedic surgeon who co-founded the company in 1985 with a bioengineer, Gary Miller, now the company’s executive vice president of research and development.
In late 2005, the company introduced Exactech University — a series of about 20 free short courses taught by Exactech employees on topics including customer service, listening skills and project management, along with product training. And the company often brings in outside speakers or pays for employees to take online and off-site courses when in-house expertise isn’t available.
Photo by Exactech Inc..
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