By NICK STEWART
Working 9 am to 5 p.m. is an all too common work schedule, but for employees of engineering firm J. L. Richards’ Timmins office, that schedule is more of a suggestion than a rule.
The office’s 13 employees including engineers and support staff, are committed to a typical workday timetable, though they’re generally free to tweak the rules as they see fit. This means if a worker needs to attend a family event or take their child to hockey practice they are free to do so, provided they make up the hours.
“We do have hours that we try to encourage, but the big thing is that our employees go and enjoy their families and their time,” says Georges Quirion, branch manager.
Whether it means working a half-hour extra every day to take Friday afternoons off, or starting at 6 a.m. to finish at 2 p.m., flexibility is key to a harmonious working relationship, Quirion says.
J.L.Richards places a great deal of faith in intelligent, dependable employees, Quirion says, and the workers show their gratitude with a solid dedication to quality and a sense of ownership.
To further cement the relationship, the company offers a stock ownership package to its employees after two years of employment. This has resulted in a company that is fully owned by its workers, a fact which Quirion says imbues everyone with a true sense of investment.
“If they have a sense of ownership, they’ll take pride in what they do,” he says. “It’s a pretty positive environment.”
The company also sponsors each employee in an annual golf tournament held in Ottawa.
“We know they work hard, so we encourage them to play hard too.”
The company began in Ottawa in 1955, and established a foothold in the North in 1974 with the establishment of a Sudbury office. Other offices have since followed, with additional locations in North Bay and Kingston. J.L.Richards demonstrated its faith in employees when Quirion was asked to open an office in his hometown of Timmins in 2001.
“When I approached them, I was thinking that I’d be working in one of their other offices,” he says. “They said, ‘Well, you’re from Timmins and we’ve always wanted an office there, so would you want to start something up?”
The Timmins ' office has provided engineering services to a variety of clients, including a $4.3 million local sports complex, a $10 million police station, as well as a number of municipal and industrial projects. Employee ties to one another and their community truly drive business, Quirion says.
Once the right people are in the right job, the company gives them as much autonomy as they need to do their work properly and efficiently as possible. This includes allowing them to step outside of their assigned role to help with different tasks.
“I don’t like people being pigeonholed,” says Quirion. “If you allow them to challenge and question each other in a mature manner, then you end up with a better project in the end.”
This approach to problem solving and teamwork has resulted in a low turnover rate, with an average tenure length of 10 to 12 years within the company. However, it not only serves to retain its valued employees, but also helps to attract and promote internal growth. The Timmins office alone has jumped from two employees to its current 13 in just a few years. “It’s been steady growth and it’s going to continue,” says Quirion.
While many companies are quick to establish that their employees are their best and strongest resource, Quirion says that it is especially true for an engineering company that prides itself on the knowledge of its workers and the community business.
“It’s all based on your employees,” he says. “They really are the keystone of the company. That’s why I believe it’s important you take the time to listen to them, empower them to do more, and give them a chance to take on new things.”
