BusinessTN

The Best Companies Group has once again analyzed detailed information provided by numerous Tennessee companies to create its annual Best Employers list for the state of Tennessee.

Ranking the Volunteer state's best employers begins with an open invitation for any qualifying organization in the state to enter the pool of nominees. Each organization is asked to complete a lengthy questionnaire capturing detailed information regarding the organization’s human resource practices, organization policies and procedures, organization culture and a wide range of demographic information.

The competition gets tougher each year as Tennessee's businesses grow in strength and numbers, but the best of the best have been narrowed down and ranked. Once again this year, the list is broken down into separate categories for medium-sized companies consisting of 25 to 249 employees, and larger companies employing more than 249 individuals.

The following companies stand out as the best small/medium employers in the Volunteer State.

1. InfoWorks, Inc.
James H. Clayton, III
Chairman
28 White Bridge Road, Suite 316, Nashville, TN 37205
www.infoworks-tn.com

At InfoWorks, employees are treated the way the company treats its clients -- not just when it's profitable, but all the time.

InfoWorks is a management and technology consulting firm that combines expertise in business consulting and custom technology solutions to help clients meet their business goals. Services include strategic planning, business process improvement, project management, custom development, implementation, training, and long-term support. InfoWorks provides services to clients in Middle Tennessee in numerous industry sectors.

Consultants work from the office or a location of their choice except when a client requires that they're on-site, which is minimal. For administrative staff, the company offers (typically) the option to work from home one or two days per week.

Across the whole company (depending on skills availability), InfoWorks has job sharing options so that when an individual is telecommuting on a particular day or on vacation or, for instance, on leave to have a baby, someone else handles that job function.

The focus of consultants at InfoWorks is achieving the results described in the client contract. As such, the company doesn't track days worked or hours worked per day, instead focusing on meeting and exceeding client deliverable expectations. With administrative and office employees, the focus is on achieving results, not having that person in the office a set amount of time.

At eight meetings a year, the company reviews the state of the business, including corporate financial statements and balance sheets. Substantial time is spent communicating how each person's or team's contributions tie in to and impact those financials. Such communications have helped InfoWorks survive economic downturns with no employee layoffs.

Each employee has an annual evaluation, which can be more accurately described as an annual self-evaluation. There are four topics the employee presents to the CEO in each of these evaluations. What were the employee's major business contributions or results during the past year? What are several situations where an employee felt their teamwork enhanced the effectiveness of the team? What skills or experiences did the employee acquire during the past year that improved their marketability or value to the client team? What skills or experiences does the employee think they need to acquire in the coming year in order to enhance their job and increase their earnings? After that meeting, the employee meets with the HR director to develop a detailed skills plan, including specific classes, seminars, industry conventions, or mentoring and coaching experiences that will help the employee acquire the skills or experiences needed. InfoWorks then sends employees to classes offered by the American Management Association and seminars offered by several graduate schools on topics like include improving negotiating skills, effectively communicating in the workplace, how to best have difficult conversations, how to handle difficult people, navigating the differences in how technical and business people communicate and how to provide and receive effective feedback. The result? Employees dramatically improve their performance and effectiveness and move into more challenging and responsible positions.

2. Avenue Bank
Ron Samuels
Chairman, President, CEO
111 Tenth Avenue South, Suite 400, Nashville, Tennessee 37203
www.avenuenashville.com

Avenue Bank’s tag line is "The Difference is Real." At Avenue Bank, the difference is real for employees as well as clients.

Still a very new bank, Avenue doesn't talk about having a company culture -- yet. What it does promote is its developing personality. Every employee has a part in creating that personality, one that has shaped up to include high standards, thinking creatively, operating with agility and striving for personal and professional success every day.

Headquartered in the historic Baggage Building at Union Station, Avenue Bank offers a full range of banking and financial services, including five-star service through its signature "Concierge Banking." With dedicated professionals, Avenue serves the creative spirit of Nashville community in private banking, commercial real estate lending, residential construction lending, entertainment and music industry, mortgage origination, treasury management and retail banking.

Every employee is an owner in the company, either by stock ownership, stock options or restricted stock grants. Options and grants are given at the discretion of management. It is the intent of management to continue similar practices in future years. Avenue offers stock options as a recruiting tool.

Every employee benefit package includes the option of joining a local health club. This membership is completely optional and paid for entirely by the bank. A health club is located adjacent to the corporate headquarters.

Understanding the importance of effective communication, Avenue convenes an all employee meeting once a week referred to as "Our Family Gathering." Internal survey information reveals that associates feel this meeting is one of the most important events in their week as regards to communication, information sharing and learning.

Avenue Bank has an open door environment that extends to all members of the executive leadership team. CEO Ron Samuels holds impromptu luncheons with employees where employees are invited to share what's on their minds and ask questions or discuss obstacles.

The bank is very supportive of associates' desires to develop and advance in their roles and careers via professional education. External courses are paid for by the bank on request and with management approval. The bank has purchased a comprehensive self-paced, web-based educational training program that is available to all bank associates at no cost. Courses cover a wide variety of banking topics, compliancy and regulatory classes, important HR topics, sales and more. The bank has also instituted a practice of offering a variety of training opportunities (determined by interest and need) that are taught by one of its management team members on Wednesday mornings before work. These classes can last from two to 12 weeks depending on the content. Classes are open to anyone who is interested. Topics have included credit underwriting and reading financial reports. A free, unrestricted lending library of business oriented books was established for any Avenue associate to contribute or borrow a book of interest.

When the Art and Business Council of Middle Tennessee initiated a corporate band challenge, Avenue Bank, including its CEO and CFO, formed a band with only three weeks to practice (called the Hummingbirds), entered and won 2nd place. The band has played for several local community events as well as a couple of bank events. Avenue also has a voluntary holiday choir group that gathers and visits random clients with a repertoire of carols.

3. National Association of State Boards of Accountancy
David A. Costello, CPA
CEO
150 4th Avenue North, Suite 700, Nashville, TN 37219
www.nasba.org

NASBA prides itself in creating a family environment where employees feel valued, trusted and respected.

The not-for-profit National Association of State Boards of Accountancy is the membership organization of the 55 boards of accountancy statutorily established by legislatures in the 50 states, Puerto Rico, the Virgin Islands, Guam, the Northern Mariana Islands and Washington, D.C., to regulate accountancy within their borders. The organization that relocated to Nashville from New York about a decade ago supports its activities through not-for-profit and for-profit enterprises.

NASBA is the group responsible for administering the CPA exam and for licensing all CPAs in the country (and some foreign countries). And like other entities of its ilk, it also advocates and moderates the issues the industry grapples with on a constant basis, ranging from legal quandaries to questions regarding professional mobility, education or exam issues.

Under CEO David Costello, the national organization now owns and operates two new subsidiaries. One is the for-profit Professional Credentials Services, which develops and administers licensing, occupational and certification exams for more than 50 different professions other than accounting. The other is a 501(c)(3) foundation called the Center for the Public Trust, a public interest project that proactively works to spread the good news about positive, ethical things occurring within those same 50+ professions, serving as an antidote to all the bad news that generally reaches the public's ear.

Employees attend semi-annual lunches (in small groups) with CEO Costello where he communicates and discusses the status of current NASBA projects and ventures, it's vision and direction, as well as the company's financial standings. Employees are encouraged to ask questions. Employees are also asked to share with the CEO what they are doing right and what the company is doing wrong. Items raised are noted and addressed after the luncheon. Costello purposely visits each department through the week in an effort to foster open communications with employees.

NASBA conducts a number of traditional and untraditional recognition and appreciation activities throughout the year. Creative examples range from chili cookoffs to ugly sweater contests, lunches with the CEO at the Palm Restaurant and free Predator hockey tickets for employees who go above and beyond.

To encourage leadership training and development, NASBA invites guest speakers to monthly "lunch and learns." Guest trainers conduct internal training sessions with departments. Leadership training is also provided at semi-annual events such as the directors’ retreats and manager/supervisor summits. Employees attend college leadership classes funded by NASBA's education reimbursement program. NASBA employees can strengthen their communication skills through an internal Toastmasters program "Speak Up NASBA."

Need a healthy work/life balance? NASBA’s "Mojo Healthly Living Team" lost over 400 pounds in its first year. A more recent contest was "No Gain - Maintain" through the holidays. The "Well-To-Do Wellness Program" promotes healthy living by giving employees credits for achievements. Credits may be used towards prizes and awards. NASBA not only provides on-site flu shots but also on-site healthcare with a local doctor making house calls to the office.

4. North Highland
Dan Reardon
CEO
550 Pharr Road, Suite 850, Atlanta, GA 30305
www.northhighland.com

Working at the North Highland Company is more than just a job. Inherent to the company culture at North Highland are the mantras "Own Your Life. Own Your Career. Own Your Company."

North Highland employees can choose whether a consulting assignment is right for them. They can speed up or slow down their career or take a different path, depending on what they decide is right for them. And they can change their minds, later. All of this can be done without impacting their reputation or perceived value to the firm. The company's "local-only" policy means that North Highlanders work with clients within an hour's drive (employees can volunteer for travel and be rewarded for doing so). Employees make the call as to whether it's best for them to work at a client office, at the North Highland office, or someplace else.

An international consulting company, North Highland consultants average 15 years of experience. Since 1992, the company has grown to 17 North American offices, with a global network of Highland Worldwide partners, delivering a full range of business solutions across service lines that include: strategy and advisory, operations, information technology, finance and accounting, customer interactions, human capital and execution.

North Highland believes that every employee should have a stake in our business – and that is the primary reason it is employee-owned. As such, the company's mission, value and ethics statements, along with its internal brand, align with a central tenet: because all employees are owners of the company, they all have a stake in the success of a client, which helps the firm do even better work on behalf of the client.

Employees receive bi-weekly newsletters from CEO Dan Reardon highlighting organizational victories, challenges and other important news. Company executives also send out periodic video communications that give more information about financial results and major initiatives (such as the opening of a new office or addition of a new member to our board of directors).

The company holds two annual "all hands" organizational meetings in Atlanta, where its corporate headquarters is located.

North Highland maintains an open-door policy where executives are accessible to all employees and clients at all times simply by sending a meeting request to their calendar or walking directly into their offices.

The company also conducts regular cultural assessment surveys, employee satisfaction surveys and new hire surveys. It has also partnered with Silent Whistle not only to report any ethics violations or policy violations but to be able to anonymously make suggestions or comments.

In the recent past, North Highland hired a senior leader to lead all diversity efforts, assembled an internal corporate strategy team, met with local office leaders and retained internal consultants to guide and assess the current state of the company through focus groups and interviews. After that review, not only has North Highland implemented a council called the "Diversity Board," but the company has also identified individuals at each office to help foster the program and ensure its success.

5. MidSouth Bank
Lee Moss
Chairman/CEO
One East College St., Murfreesboro, TN 37130
www.midsouthbanking.com

MidSouth Bank is dedicated to making a difference in its community and the lives of its customers and employees. At MidSouth Bank, everyone is family.

Many organizations promote a healthy, family environment. MidSouth Bank truly believes their employees should feel as though both they and their families are part of the MidSouth Bank family. One example of the way MidSouth Bank promotes that feeling is simply by calling its employees "team members." As a team and a family, MidSouth Bank takes a genuine interest in the lives of its co-workers and their families. That culture promotes a positive work/life environment in which to operate. Team members in turn enjoy where they work.

MidSouth Bank is a state chartered bank, which began operations January, 2004. The bank offers a wide range of banking services including checking, savings, money market accounts, certificate of deposits, and loans for consumer, commercial, and real estate purposes. Additionally, the bank offers complete wealth management solutions through its Trust and Investment Division. The bank currently operates five locations in Rutherford County.

Communication with team members is one of the organization's greatest strengths. Monthly team meetings, coupled with group email, an intranet site, and quarterly newsletters ensure regular, current communication on relevant issues in a consistent manner. A true open door policy from top to bottom provides every team member access to all members of the organization.

The bank routinely recognizes team members who have excelled. This is accomplished by sharing success stories at monthly team meetings, via group emails, on the intranet site and in the quarterly newsletter. In those instances where something truly exceptional has occurred, the team member is rewarded with a gift (gift card, cash bonus, etc.). Twice a year, MidSouth honors team members with a "team party" where employees and their spouse/guest were provided food, drinks and entertainment.

MidSouth strives to foster an environment of free thinking where individuals are not afraid to make decisions. Team members at all levels are encouraged to take charge and make decisions. Mentoring coupled with support of professional development and educational opportunities and training give team members the chance to excel and grow.

MidSouth takes every opportunity to include family members in bank functions, from team parties to decorating for the holidays. Additionally, the bank will pay for sponsorships of athletic teams on which the children of team members compete, as well as underwrite school events. It is the culture at MidSouth that team members know that their families are part of the MidSouth Bank team.

Because of the size of the organization, young managers are given the opportunity to work very closely with and to be mentored by very experienced, seasoned professionals at a level that other organizations could never provide. Such experience well prepares these next generation leaders for advancement opportunities.

6. Access America Transport
Ted Alling
President
2515 East 43rd Street, Suite B, Chattanooga, TN 37407
www.accessamericatransport.com

Every employee at Access America Transport is growth driven. From the accounting department to the VP of sales, everybody wants to contribute.

The company has grown from six people to 84 people in six years. Usually with growth like that, many people would fall through the cracks and feel under-appreciated. That hasn't happened at AAT. Everybody has a voice and all opinions are considered because as the economy has changed, so too has the need for new thinking.

AAT is a full service transportation company based in Chattanooga. The company handles all modes of transportation, including less-than-truckload, van, flatbed, refrigerated, heavy haul shipments and rail transportation. It also manages entire supply chain programs. Its business sectors include federal and state governments, commercial industries, and the U.S. military.

The company is more tech savy than most in its industry when it comes to communications. All employees have PDA phones that keep them mobile and easily accessible. Most have laptops, which allows work from home or out in the field. An intranet provides a suggestion area for ideas. AAT has an open door policy that extends from direct supervisors all the way up to ownership of the firm. The company offers an employee incentive program where employees are rewarded with points that can be redeemed for valuable gifts ranging from kitchen appliances to trips to Hawaii. Points are given because an employee has a great idea or reaches certain milestones like years of service.

As the company has grown, the owners and management have maintained the closeness with employees as if it were still a small firm. Employees appreciate the fact that they are treated as a part of the process and not like a number. Training is a big part of employment at AAT. Employees can go online and get training at any time.

Every employee has the opportunity to grow professionally. Front-end sales people have become branch managers responsible for staff within three-year windows. As the company has grown, so has the need for new positions. The company's policy is to hire from within first. Also, if the company feels that an individual needs additional education to perform a new but needed job function, AAT will pay to educate. It is up to the individual to set his or her own goals. But at AAT, it is up to the manager and the employee to make them come to fruition.

7. Hilliard Lyons
James R. Allen
CEO
500 W. Jefferson St., Louisville, KY 40202
www.hilliard.com

If there is one aspect of the Hilliard Lyons company culture that sticks out, it is the consistent tone of decency and integrity that is set from the top by senior management. Two of the five core values that guide the firm reflect this focus. They are "Client First," and "Integrity."

Through good markets and bad, for over 150 years, Hilliard Lyons has remained devoted to providing investment insight to generations of clients. The company provides comprehensive financial planning services and customized advice. Its focus on planning includes education funding, retirement planning, business succession issues, and trust and estate planning. It provides one-on-one advice on stocks, bonds, options, retirement plans, mutual funds, trust and estate planning, and fee based investment management. The firm has approximately 70 locations throughout the Midwest and Southeast.

The firm specializes in high-touch, sophisticated service. While clients (and employees) experience all of the "bells and whistles" they would find at a Wall Street firm, they also get personal service, like a real live person on the phone whenever they want. The firm also follows the "sunshine rule," whereby it responds to all requests and communications by the end of the day.

Hilliard Lyons has invested in a learning management system, Learn.com, which tracks individual development plans, thereby allowing employees to build and track their career development directly. The system's "My Transcript" feature captures all of the employee's development and learning experiences, including seminars, courses and workshops. Managers can use the tool to review talent and achievements as they engage in succession planning.

A mentor program allows employees to pick from a list of mentors who then commit for at least six months to support the individual's personal development and career objectives.

A formal "Coaching as a Leadership Skill" program was developed for Hilliard Lyons managers and supervisors and is run by trained employee facilitators.

Working with Michigan State University's Estate and Wealth Planning Institute, Hilliard Lyons developed a signature advanced course of study known as the "Chartered Wealth Advisor" program. This six-month program was designed to enhance the ability of financial consultants to attract new clients and improve their overall financial success. Other employees also take the course to gain valuable industry insight and knowledge.

The company's online learning environment, Hilliard Lyons University, allows employees to register and complete courses online to enhance their professional knowledge. It has five colleges: the College of Wealth Management, the College of Practice Management, the College of Technology, the College of Continuing Education, and the College of Industry Principles & Education. More than 140 industry-related courses are available, in addition to numerous soft skill courses, such as "The Foundations of Grammar" and "The Fundamentals of Exceptional Customer Service."

Hilliard Lyons' tuition reimbursement program will reimburse up to $5,250 per calendar year for full-time employees with at least one year of service. Hilliard Lyons also pays the full cost of study materials and license exams that are required for certain positions (usually securities-related).

Regarding employee wellness, Hilliard Lyons organized its own version of "The Biggest Loser," followed by a "Keeping It Off Challenge" and a "Maintain Don't Gain Challenge" that experienced outstanding participation.

8. Tennessee Valley Federal Credit Union
Blake Strickland
President and CEO
715 Market Street, Chattanooga, TN 37402
www.tvfcu.com

TVFCU is committed to ensuring its family of employees enjoy what they do each and every day as they make a difference in the lives of their members.

As a credit union, TVFCU is a non-profit consumer cooperative owned by its members. TVFCU has been providing a full range of financial services since 1936. Services include consumer and real estate loans, savings accounts, money market accounts, certificates of deposit, IRA and health savings accounts. Electronic services include on-line loan application, on-line banking, E-Statements, payroll deduction and direct deposit. A wide array of business account services are also available including commercial real estate lending.

TVFCU has incorporated a flat organizational chart that is basically only four tiers deep from the CEO to its newest employee. That allows a very open communication style that allows all employees immediate access to top management for exchange of information and ideas.

TVFCU has a strong promotion from within program. Most non-management positions are posted internally so employees view vacancies and can apply for any positions in which they are interested. Employees with the required skills are given consideration over outside applicants. All but one out of the company's eleven senior staff members have worked their way up through the ranks, including the CEO.

Branches have "dialogue environments," which allow employees to advance and learn new skills by learning all roles within the branch. As they learn new skills, they are eligible for pay increases. All but two of the company's twenty-six managers have worked their way into management roles.

The company provides tuition reimbursement at 100% of job-related degrees or courses. Employees are able to attend one- or two-day job related trainings as needs are identified. The company also sends new supervisors and potential future supervisors through a leadership development course at a local community college. Before opening a new branch, employees selected for the branch participate in an eight-week "Xtreme Training" program that prepares them for the dialogue environment and is designed to change their perspective from just "having a job" to being a professional and having a career.

Employees that are new to management or supervisory roles and employees that have been identified as future leaders are enrolled in a supervisory development program through a local community college. It is a two-semester program that meets one day each week. TVFCU pays for the course and employees are paid for the time in classes. Managers are provided with industry-specific training through CUNA (Credit Union National Association). Branch managers attend CUNA's branch management program (one week) and a supervisory school (one week) to improve their management and operational knowledge and skills. TVFCU also pays for single day trainings as needs are identified for all employees, such as business writing, communication and computer skills. TVFCU also offers an on-line university with a wide variety of courses that employees can access any time.

Each month, all managers are provided with copies of the board package, which includes financials. Following the monthly board meeting, an employee meeting is held at the downtown facility to review the financials, topics discussed and any action taken, as well as upcoming changes. Managers at outlying branches then take that information and share it with their employees.

Each year, CEO Blake Strickland travels to each branch/department and shares the goals for the new year. This way the company ensures that all employees are aware of their goals for the coming year and are able to ask questions about the direction of the company directly to the CEO.

9. Bank of Tennessee
Roy L. Harmon, Jr.
Chairman, President & CEO
10431 Wallace Alley Street, Kingsport, TN 37663
www.bankoftennessee.com

Bank of Tennessee understands that without their employees, they do not have a business. The bank further believes that without happy employees, it will not have a successful business. Therefore, the company strives to provide great benefits and a great working environment with growth opportunities for all employees.

Bank of Tennessee employees in turn are dedicated to the bank and dedicated to making the customers' experience a great one every time they come through the doors or utilize any of the bank’s services.

In 2008, Bank of Tennessee incorporated a "Star Performer of the Month" award. Each month, employees and customers can nominate an employee for outstanding customer service. First and second place winners are announced for both front line and back office employees. First place winners receive a trophy they keep at their desk for a month, a gift equivalent to $50 and a catered lunch with Chairman Roy Harmon. From this program, the bank has an "Employee of the Year" award -- a big celebration where dinner is served, entertainment is provided and the award is announced. Past themes have included the Oscars (replete with papparazzi and interviewers videoed and fed into the ballroom so everyone could see). Planning for the 2010 banquet -- "There's No Place Like Bank of Tennessee" -- will incorporate a Wizard of Oz theme.

Bank of Tennessee posts all open positions internally for three days prior to pursuing outside candidates in an attempt to promote from within as much as possible. Bank of Tennessee is locally owned and everything it takes to run the bank is located in the same area, giving employees more opportunities to pursue a number of career paths. In addition, Bank of Tennessee outsources back office operations, such as human resources, IT and deposit operations, providing employees the ability to work with a number of organizations and vendors.

The bank conducts a new supervisor orientation for all new supervisors. Managers are first introduced to training on the characteristics of being a good manager, what policies and procedures they need to be aware of as managers and what benefit information they need to know as managers. A second session introduces performance management practices and recruitment processes. They also learn how to provide employees with proper feedback and how to deal with conflict. In addition, the bank has a monthly manager peer group open to all managers and supervisors at Bank of Tennessee allowing them to gather together to build relationships, discuss improving management skills and address any issues or concerns that might be occurring as well as develop a plan to resolve them.

In 2010, Bank of Tennessee is introducing branch/department succession plans allowing employees to advance in their knowledge, skills and abilities for current and future positions. With the completion of each level comes an increase in compensation. The goal is to increase internal promotions and better develop employees for the future of the bank.

Through the bank's wellness program, Bank of Tennessee offers employees a gym facility full of exercise equipment, reimbursement for participating in wellness programs such as Weight Watchers, reimbursement for completing a smoking cessation and partial reimbursement for a gym membership. Bank of Tennessee also provides a personal certified trainer to employees. That individual conducts three workout sessions two days a week and is also available for one-on-one consultations.

10. Education Networks of America
David Pierce
Chairman, CEO, & President
1101 McGavock Street, 3rd Floor, Nashville, TN 37203
www.ena.com

Ask an ENA employee and they will say that the company has a family-oriented culture and that employees have fun whether they are working to solve customer problems or participating in employee events.

ENA provides managed network and communication services to customers in the education, library and government sectors. The company's scalable solutions facilitate collaboration, increase productivity and decrease the cost of information management through the convergence of data, voice and video technologies.

Although ENA is a technology driven company, it still believes the best way to share information is face to face. To foster this, ENA holds company-wide meetings quarterly where CEO David Pierce, along with key employees driving quarterly goals, provide employees with a progress update on these goals, or the lack thereof. Additionally, the CFO provides a financial update and Pierce highlights any new or revised business strategies that he is engaged in along with the board of directors and the executive team.

At ENA, all managers, including Pierce, have an open-door policy. Employees are encouraged to stop in and ask questions, share ideas or discuss any issue that is on their mind. There are also formal avenues for these types of exchanges such as CEO roundtable meetings where cross-functional employee groups are brought together to talk with Pierce about his strategies for the company's future, priorities or concerns he might have about the company.

ENA has both formal and informal ways of recognizing employees who perform above and beyond expectations and who have delighted the customer. In 2009, ENA provided managers with a recognition budget to encourage and promote spontaneous rewards or planned celebrations when a work team successfully completes a difficult or extensive project on time. The reward is designed to meet the individual's interests and values. It could be a lunch or dinner out with the team, a bowling or laser tag night, gift certificates, coaching or mentoring, extra time off, or anything else the manager knows would be a meaningful form of recognition for the employee.

ENA has a variety of avenues available to employees for career and personal growth and development, including the creation of an annual personal development plans. Each plan includes job related development needs the employee has for the next year to help accomplish their annual and quarterly goals and to support their career goals. The training comes in a number of forms including but not limited to classroom training or online training, course work for technical certifications, attendance at seminars and professional association meetings, mentoring opportunities, job shadowing, assignment to a work team or project team, etc.

The company also offers career advancement through internal job postings. All open positions are posted internally a minimum of five days before being posted externally. All internal applicants are given a chance to interview for the position and if not awarded the position are given coaching around developmental activities that would make them a viable candidate the next time there is an opening. Since 2006, ENA has filled a total of 28 internal promotions.

The company is currently implementing a career development program, called "ENA's Roadmap to Success" that will formalize its informal career planning program and introduce skills assessment to performance review and career development programs. A leadership training program geared towards managers is currently in the works and is planned to be implemented in 2010.

11. Coulter & Justus, P.C.
Sam Coulter
President
9717 Cogdill Road, Suite 201, Knoxville, TN 37932
www.cj-pc.com

The CPA profession is well-known for demanding schedules, extended periods of travel and excessive hours. Work weeks of 55 or more hours are standard in "busy season." There is also a high level of staff burnout and turnover rates of 15 to 30% are not uncommon at CPA firms. Coulter & Justus is smartly focused on employees, work/life balance and on offering an exceptional place to work and to grow professionally. As a result, turnover rate at Coulter & Justus is a fraction of its peers.

As a professional services firm, Coulter & Justus serves a broad range of clients and offer traditional services such as audit and tax. Additionally, it offers specialized services such as business valuations, transaction advisory, litigation support and international tax.

At Coulter & Justus, employee morale, performance and retention are strongly linked to consistent, appropriate positive reinforcement of behaviors that promote the firm’s goals. The firm generously celebrates the successful completion of large audits, surviving "busy season," administrative professionals' day and a host of other milestones – including those that take place in the lives of employees. Those in particular are always highlighted annually at the "State of the Firm" address given by founding principals Sam Coulter and Ron Justus.

The firm's criteria for advancement is well communicated and recognized by the staff. Each client service staff employee is assigned an annual counselor that is not typically within his or her department or with whom he or she regularly works. In the annual counseling session, the employee's strengths and developmental areas are discussed. Goals from the previous year are reviewed and new goals are set for the upcoming year. Each client service staff employee receives a minimum of two performance reviews each year, as well as regular feedback on each engagement they are assigned. Through these documented performance reviews and review notes, staff and their supervisors are able to have a snapshot of an employee’s development from engagement to engagement and year to year. In addition, specific "mentors" are assigned to participants in the firm’s business development program. There are also procedures for client service staff employees who are struggling in a particular area or discipline to receive individualized and specialized training to progress toward mastery of that area or discipline.

Because the firm has a true open door policy, any employee may approach a supervisor or principal for assistance in any area in which they are struggling. The firm's leadership leads rather than manages its employees.

The firm openly encourages a family and work life balance, believing that if an employee is not able to have such a balance it will be evident in their work performance and atmosphere in the firm. The leadership of the firm recognizes that the management of work and personal life is a shared responsibility between the employer and the employee. Flexible work options at Coulter & Justus encompass part-time employment and responsive scheduling for full-time employees so that all can meet personal, family, educational or community responsibilities.

The firm utilizes several hands-on leadership training and development opportunities through Coulter & Justus University (CJU) and its business development program. A blended learning approach is used in meeting the learning needs of employees. These include web-based training, classroom instruction and one-to-one mentoring. Through the "Rainmaker" program, client service managers and higher are encouraged to develop relationships with clients that can offer engagement opportunities for the firm, but that will also result in increasing the employee's confidence in his or her abilities. This program also provides soft skills training. In December 2009, the firm implemented "Leadership Academy Cascade Training" through CJU that will provide soft skills and leadership training for lower level client service staff.

12. Alexander Thompson Arnold CPAs
Al Creswell
Chief Managing Officer
624 East Reelfoot Ave., Union City, TN 38261
www.atacpa.net

Alexander Thompson Arnold CPAs has the resources of a large firm and the personality of a hometown firm. This means employees are more than numbers. They are an integral part of the firm's success.

Since 1946, ATA has helped businesses succeed and families prosper by offering a comprehensive array of tax, audit, accounting, consulting and wealth management services. Niches include municipalities, utility systems, financial institutions, employee benefit plan audits and administration, and business valuations. The firm's mission is simple - help every client achieve the highest level of success possible.

ATA has 11 offices in two states. To keep staff connected, the firm implemented a company intranet site that allows staff to see pictures of other staff members so they can know who their co-workers are. It also allows ATA to spotlight policies, benefits, audit schedules, promotions, and other news items. To communicate with staff and clients, ATA has established company pages on both Facebook and LinkedIn.

As a professional services firm, staff are required to have at least 40 hours of continuing professional education each year. ATA also encourages all staff to pursue their CPA certification and offers special incentives on the study programs, time off work to study and take appropriate tests and give each staff person who receives the certification a monetary bonus. If there is a special certification that is beneficial to the firm's different niches, ATA offers appropriate staff the opportunity to pursue those certifications at the firm's expense. To date, those certifications have included CBA, CCBIA, CITA, CISA, CGEIT, CVA, CFF, and more. To develop soft skills, the firm has offered staffers sessions on business development and business etiquette. ATA also encourages staff to participate in chamber functions to meet more people and build their business. To encourage staff to use their business development training to bring in business, staff receives a 10% commission on all new business they generate.

Part of ATA's culture is the importance of having a life outside of work. Although team members are expected to work hard, ATA also encourages them to have a life outside of work. During tax season, the most ATA employees are required to work is 48 hours a week -- far less than other accounting firms, because the firm understands there must be balance.

A company-wide picnic and "after tax" parties are family-friendly events. ATA also encourages family participation with its charitable activities, including Relay for Life, adoption of needy families for Christmas, area festivals, etc. ATA also has season tickets for area professional and college sports teams that employees have the opportunity to use.

ATA is one of the largest accounting firms in Tennessee and it has the resources to go with it. Since so many of its offices are located in towns and are run by the partner in those towns, ATA has a very local, small town feel. That gives teams a lot of local personality with the ability and resources for high quality service. It's really the best of both worlds and gives ATA staffers the ability to achieve their goals in their hometowns. Not many firms can say that.

13. Kramer Rayson LLP
Warren L. Gooch
Managing Partner
800 South Gay Street, Knoxville, TN 37929-9702
www.kramer-rayson.com

Kramer Rayson operates as a family and each employee and member of the firm understands that to be true.

The firm recognizes that its future depends on our ability to hire and retain the best employees. As such, it has remained committed to providing its lawyers and staff with a professional and friendly work environment, competitive wages and outstanding benefits.

The firm's partners (owners) have a genuine concern for all firm staff. They try to provide a work environment and benefits consistent with those that they would want as an employee. Virtually all programs and benefits are applied the same for the receptionist as they are for partners.

Established in 1948, the law firm of Kramer Rayson provides private legal services to area businesses and individuals, with significant practices in labor and employment law, health care law, commercial law, contract law, estates and taxes, insurance defense and personal injury. Clients range from General Motors to the Knoxville Utilities Board to Tennessee Farmers Mutual Insurance Co. The firm handles both transactional and litigation matters.

Kramer Rayson has more than two dozen lawyers with offices in Knoxville and Oak Ridge. Associates hail from the law schools of the University of Tennessee, the University of Memphis, Vanderbilt University, the University of Kentucky, Seattle University, the University of Virginia, Southern Methodist University, and the College of William and Mary. The firm recruits associates with a combination of strong legal skills, integrity and collegiality.

The firm encourages its members to become involved in activities outside the practice of law. The attorneys have served on many local boards, including such institutions as the Knoxville Museum of Art and The University of Tennessee. In addition, firm members are actively involved in state and local bar associations and otherwise participate in numerous charitable and educational entities and activities. The firm has a strong tradition of community involvement and a commitment to the East Tennessee area. It views such engagement as a cost of doing business in the way they prefer business to be done. It’s an approach that has yielded a stronger community with a depth and breadth of participation.

Employees of the privately held, family-based company enjoy benefits such as corporate health-club membership, paid parking and annual bonuses.

14. Wyatt, Tarrant & Combs, LLP
William H. Hollander
Managing Partner
500 W Jefferson Street Suite 2800, Louisville, KY 40202
www.wyattfirm.com

The culture at Wyatt, Tarrant & Combs is truly that of a family oriented culture. Associates work together, celebrate together and even get each other through difficult times together. Last year was a challenging one for all businesses, and the Wyatt firm had to endure some expense reductions. However, after these expense reductions were announced via a firm wide meeting hosted by the firm's managing partner, many employees expressed gratitude at how the expense reductions were handled and the fact that through it all the firm was still able to maintain its great benefits package.

As evidence that everyone at the firm genuinely cares about one another and their well-being, as well as the community, consider that when one of Wyatt's staff members was diagnosed with cancer about two years ago, every office held fund raisers to help this employee financially. Most everyone in the other offices had never met this employee, but again felt like family and wanted to help.

Wyatt, Tarrant & Combs, LLP was founded in 1812 and is a full service law firm. The firm was founded on and continues to deliver sound legal advice, prompt service, vigorous advocacy, thoughtful counseling and attention to detail. The firm was built on a tradition of service. Throughout its long history, attorneys have been known not only for their legal skills, but also for their civic, community and political leadership.

After its first year of participation in the Best Employers in Tennessee survey, the firm determined it needed to improve its communications, and so it developed "Wyatt Wire," a bi-weekly publication on its intranet that provides firm-wide related news to the entire firm, from newly hired employees and attorneys to departures, the latest technology news, and the latest library, marketing and financial news.

After its third year of participation in the Best Employers in Tennessee survey, the firm determined it still had opportunity for improvement in communications. To that end, it implemented two more communication plans: First, it developed an on-line suggestion box. This "electronic" suggestion box is confidential and can't be linked or associated with anyone's name/login information and it is available to everyone in the firm through the intranet. This feature is marketed every couple of months to keep reminding employees that it is there and to use it as needed. The suggestions are sent weekly to the firm's managing partner who in turn sends them to the appropriate person for review and possible implementation. The second communication improvement made was to begin hosting quarterly, firm wide all staff meetings. In addition, attorney service teams meet monthly via video conference to review the latest legal trends and/or cases relative to their area of practice. Paralegals hold a quarterly information meeting.

A mentor program is also in place for new associates and secretaries. Each new associate is teamed with a senior attorney or partner that will be a source of firm related information and guidance as the new associate begins to practice law. The mentors that are used for this program report back to a professional personnel committee on the new associate's progress as well as provide feedback. This mentor/mentee relationship generally lasts 2-3 years. New secretaries are assigned a long tenured secretary within their office to be a source of firm related information, best practices for document preparation and completion and other general administrative information. This mentor/mentee relationship generally lasts six months to one year.