Marc D. Allan

Netlogx has two internal training programs: one for employees and one for interns.

Ten years ago, the company wanted to create a program that would unify its brands so everyone was working together toward the same goals.

Diversity is in the company’s DNA, Seth Morales says.

Atlas has broadened its definition of DEI to include areas like disability, neurodiversity, socioeconomic background, sexual orientation and gender identity.

They raised the base hiring rate to $16 an hour, provided part-time staff with access to health care benefits, decided to offer paid parental leave (effective this year), added paid time off for part-time and seasonal staff in addition to paid parental leave, and implemented paid internships.

Among Kierstin Janik’s achievements at Heritage Construction + Materials has been starting development programs and coaching to help people achieve what they want to in their careers. 

Alyssa Skarbek started as human resources manager and a team of one. Three years later, she has four direct reports and is director of human resources and a member of the executive team.

Becky Gonzalez leads three teams—operations, employee health and the Co-worker Assistance, Retention and Engagement (CARE) program—and six managers report to her.

BlastMedia is an 18-year-old PR agency that works with tech companies to get them coverage in trade journals and national publications and boasts it has always emphasized constant learning for its employees. In 2022, it formalized its professional development program under the name BlastMedia Accelerator Program. “We really wanted to formalize it into something that […]

Chronic conditions account for 86% of health care dollars spent at Culver.

As the pandemic eased, Zionsville-based financial services company Group 1001 wanted to make sure employees had “the best and most optimal work environment.”

Wells said the benefits and perks are necessary to keep employees engaged and happy, “so you’re not constantly having to hire new people.” 

Allied Solutions is using social media to help employees and job candidates aware of the company’s openings and culture.

In the aftermath of COVID-19, competition for talent has never been fiercer—especially in the clinical space in hospitals, she said. At the same time, hospitals are dealing with provider burnout, staffing shortages, high turnover rates and retirements.

In 2020, the Indiana Office of Technology dropped its degree requirement for job applicants.

Juletta Oliver Two programs stand out for her: the mentorship program for staff and the Institute for Supervising Excellence.