People are the secret to Ergo’s awards success
Unless our people are at the forefront of what they do and fully engaged in delivering the best possible solutions and services to our customers, Ergo is not going to succeed.Read The Article
I was delighted to pick up awards at two separate industry events in the last month. We won Platinum standard at the Deloitte Best Managed Companies Awards, which honours the highest levels of business management and performance. The Platinum standard is reserved for companies that have achieved “Best Managed” status for seven consecutive years.
At the Great Place To Work awards ceremony, we were delighted to scoop third place in the Best Medium Workplace category. Last year we were no.8, so I’m proud that our employees endorsed us in the feedback survey and the judges were impressed enough by our entry to take us into the Top 3.
I think both awards speak volumes about how much attention we pay to recruiting the right people and giving them the best possible environment for developing their careers. A lot of companies will claim that their people are a key to the success of the business, but at Ergo it’s an unassailable fact.
Perhaps more than any other sector, success in the tech business depends on employees constantly upskilling and staying relevant. Unless our people are at the forefront of what they do and fully engaged in delivering the best possible solutions and services to our customers, Ergo is not going to succeed. That’s why we set great store on continuous training.
Discovering and developing talent is embedded in the culture of Ergo, and formalised through a number of programmes that add to an innovative, energetic working environment. This works for all of us. As a company, it means we can ensure our clients are operating at the leading edge; for our employees, they have a constantly evolving career, not just a job.
Another reason why I believe we’re a great to place work is because our people get to experience the best of both worlds – a company with the energy of a start-up, where they are valued for what they bring to the workplace, and the opportunity to work on large-scale projects at the sharp end of the tech sector.
I’ve said before that I try to keep this 23-year old business on its toes, thinking like a start-up. Constant change and evolution is needed to survive and thrive in the fast-moving technology sector. Not only does this make us more hungry and agile as a business, it provides an opportunity for our employees to shape their own destiny. This is why we look for motivated self-starters when we’re recruiting. We want people who can pick up a ball and run with it.
We’ve spun off two new companies in the last few years, Fenergo and FlowForma, both headed up by Ergo people who came through the ranks. What better reward for talented employees than getting them to run their own businesses. It’s a strategy we plan to continue.
I was particularly pleased that we improved our GPTW placing in what turned out to be a year of extraordinary growth. The acquisitions of iSite and Micromail were bedded in and overall employee numbers jumped from 180 to 250. We were very focused on staying true to the culture of the company as we entered a new phase of expansion.
Key to this is keeping people in the loop and making sure they are involved and engaged with what we’re doing as a business. This can be a challenge when you have technical people located on customer sites. Along with other managers, I spend time travelling out to meet them; reconnecting with them and making them feel like a valued part of the team.
The initiative has already proved to be enormously beneficial. Some people who were not happy in their offsite roles have been moved back to the office and found a position where their skills are a better fit. Others work away happily but now feel more closely connected with the Ergo culture.
We’ve been known to go the extra mile – quite literally. One of our senior consultant engineers, responsible for highly successful projects over many years, had to make a big career choice when the family wanted to return home to the Czech Republic. Rather than lose a talented member of the team, he now works from Prague and travels to Dublin four times a year.
When you have taken time to recruit the people that fit your culture, nurtured their talent and aligned them to your business, you should always do your best to keep them involved.
To join our award winning team, check out our current opportunities here.
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