That's part and parcel of a larger philosophy geared toward cultivating a team culture that also includes plenty of rewards and recognition of jobs well done, says Scott Clutter, director of recruiting.
“We just try to come up with fun, inventive ways to reward people. Essentially, that's what it's all about,” he says. “We expect people to work hard, but at the same time, we want to reward them for their success; we give them a target for the week or the month, and if they hit that goal, on Fridays we let everyone out at 2 in the afternoon. We have different ways to incentivize people.”
“The great part about the rewards and the special things we get is that they're team-oriented awards,” Lavi says. “We do single out individuals for great performance. But when the team as a whole is succeeding, they do their part to get that reward. It cultivates a team atmosphere in a business that can be individualistic.”
Given the rigors and intense client focus of staffing and recruiting work, LiquidAgents is careful during the hiring process to provide a thorough rundown on what the job will entail to weed out those who might not be cut out for it, Clutter says.
“If they're not going to be passionate about it, they're not going to stay long term,” he says.
“We give them a lot of information upfront. That allows them to make a better decision. We ask them a lot of questions to make sure they're going to be a good fit. When people come on board here, they know what they're going to get into. … This job isn't for everybody; we know that. We have to find people from a lot of different industries and environments. We have to find people from different skill sets,” he says.
LiquidAgents Healthcare was the highest-ranked company in the small employer category, defined as having 25 to 99 employees. LiquidAgents finished second overall on Modern Healthcare's ranking of the 100 Best Places to Work in Healthcare.
The company finds the right balance in pushing employees to do their best without getting pushy about it, Llevada says.
“When we hire somebody, they get immersed in the culture and the environment that the management has created. It allows people to work hard but still have some flexibility. It's not slave driving. People want to stay because of the environment and the culture.”
Management does not pressure employees about sticking to a specific schedule if they have other pressing priorities, says Jessica Junkin, senior recruiter.
“They're always willing to help out if you have a reason to leave early,” she says. “If we have something going on, they're not going to pressure us to stay here.”
Lavi, a father of two, has been able to arrange his work schedule so that he can walk his children to school before coming into the office. “That's something I never would have been able to do in a previous career,” he says. “That time with my kids is invaluable to me.”
LiquidAgents does employee performance appraisals at least twice a year and provides 360-degree feedback for all employees.
“We want to find out … how (managers) look at employees, and the way employees view management,” Clutter says. “We want to help them grow and get to where they want to go. We find out, what are their long-term goals; what are their short-term goals. … We ask them to basically grade us. Do we need to spend some time focusing on training? It may sound intense, but it's to give everyone an idea of where they are and get them to the next level.”