A Best Practices Case Study: Bowen Engineering Corporation

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November 8, 2007

Bowen Engineering Corporation didn’t start with the goal of being named one of the Best Small Companies to Work for in America (Great Place to Work® Institute and the Society for Human Resource Management). But, thanks to a culture that values people, actively invests in developing its employees, makes executive senior leadership accessible and approachable and creates smart people management strategies, it has built a highly productive and satisfied workforce that has earned them this prestigious honor.

“This accomplishment is a reflection of the core values of our company,” says Doug Bowen, Bowen Engineering president. “Our single most important value is a genuine concern for people.  We strive, everyday, to create an environment where our employees are empowered to have a voice.”

Through this collaborative environment, the company is seeing tremendous results. Individuals at all levels in the company, regardless of title or position, are providing leadership everyday. This, in turn, is making the company a better place to work.

Bowen says, “Finding quality people is harder and more competitive today than at any time in our 40-year history, and it will continue to get tougher. We are convinced that focusing on creating a great place to work will aid our chances of retaining great people and continuing to attract the best available talent in the market we serve.”

Bowen Engineering Corporation’s business has grown from $6 million in revenue in the early years to nearly 1,000 employees and about $170 million in revenue in 2006. The key to the company’s continued success has been in large part to senior leadership’s ability to relinquish control and to recognize the potential gains from investing in and developing employees into leaders who can carry the business into the future.

So, what exactly is Bowen doing to build the kind of employee satisfaction where “trusting management, taking pride in their work and having fun” is the mantra?  Here area few keys that have helped build their culture of camaraderie and commitment:

• Commitment to a culture of continuous learning, providing ongoing training and development at all levels
• On-going one-on-one coaching between managers and direct reports regarding performance
• Compliment-A-Day Club to encourage employees and management to recognize the contributions of others, promoting greater teamwork
• In-house, 12-month Leadership Development Program for key up-and-coming management, taught by senior management, utilizing mentors and an external Coach
• Stock ownership program to recognize employees who have contributed to and remain committed to furthering the company’s interests

Founder, Chairman and CEO Bob Bowen says, “I can’t wait to get to the office in the morning.  You see people growing and loving their jobs.  We’ve created an environment of engagement and in that, have passed that all the way down to the lowest-ranking employee in the company.”

Founded in 1967 by Robert L. Bowen, Bowen Engineering Corporation is a general contractor with corporate headquarters in Indianapolis.  Establishing a solid reputation as a professional, full-service contractor, Bowen spent its early years as a water and wastewater treatment plant contractor. Over the past four decades, Bowen has been self-performing earthwork, concrete, and mechanical work.  Bowen now performs work in many different markets including power, energy, commercial, industrial and private utility. Visit them at www.bowenengineering.com.