The Globe and Mail

Rank	Company name	Location	Business
1	Axia NetMedia Corp.	Calgary	develops and operates broadband networks
2	Joe Fortes Seafood & Chophouse Restaurant	Vancouver	restaurant
3	Windsor Family Credit Union	Windsor, Ont.	financial services provider
4	DRN Commerce Inc.	London, Ont.	debt recovery software provider
5	Kawartha Credit Union Ltd.	Peterborough, Ont.	financial services provider
6	Sapphire Technologies Canada Ltd.*	Toronto	high-tech staffing and recruitment
7	4Refuel Canada Ltd.	Langley, B.C.	fuel delivery and management technology
8	Dempsey Corp.	Toronto	distributor of specialty products
9	National Leasing Group Inc.	Winnipeg	equipment leasing
10	Skjodt-Barrett Foods Inc.	Mississauga	food manufacturer
11	Fuller Landau LLP	Toronto	chartered accounting and consulting
12	High Road Communications	Toronto	public relations and marketing
13	Kingston Ross Pasnak LLP	Edmonton	chartered accounting
14	Benefits By Design Inc.	Port Coquitlam, B.C.	administered benefits agency
15	Spectra Credit Union	Estevan, Sask.	financial services provider
16	Allergan Inc.	Markham, Ont.	multi-specialty health care company
17	SOCAN	Toronto	performing rights organization
18	Chevron Canada Resources Ltd.	Calgary	energy company
19	Lakeside Process Controls Ltd.	Mississauga	process automation solutions
20	GrowthWorks Capital Ltd.	Vancouver	venture capital
21	Rare Method Interactive Corp.	Calgary	interactive marketing firm
22	Hood Group	Sherwood Park, Alta.	consulting services for petroleum industry
23	Innovation Place	Saskatoon	operator and developer of research parks
24	Sovereign General Insurance Co.	Calgary	property and casualty insurance
25	Mega Group Inc.	Saskatoon	marketing, promotions, technical sales support for retailers
	*formerly CNC Global Ltd.

When Phil Roberts had an idea for expanding his company's broadband services to share with his boss, he had no need to make an appointment with a secretary or knock on an executive's closed door.

Instead, Mr. Roberts, a marketing strategist employed at Axia NetMedia Corp. in Calgary, simply took a few steps away from his cubicle to company president Geoff Thompson's neighbouring, same-sized cubicle, tapped him on the shoulder and began a discussion out in the open for all to hear.

"In many organizations, it would be very rare, if ever, for any employee to take five minutes of the president's time [like that] to explore a new idea," Mr. Roberts says.

Or to have such easy access. But Axia is a company where there are no fancy corner offices, where boardrooms are glass-walled for all to see through, and where all 132 employees - including Mr. Thompson and chief executive officer Art Price - work at cubicles alongside colleagues, sparking plenty of idea sharing and teamwork among employees and the top brass.

Axia's open and highly collaborative environment and culture of transparency are among a handful of qualities that helped the company gain the No. 1 ranking on the latest top 25 list of the best small and medium employers in Canada.

It's the fourth annual such survey by Queen's Centre for Business Venturing at the Queen's School of Business and Hewitt Associates, a global human resources services company, in partnership with The Globe and Mail.

Axia beat out about 70 other eligible companies, all with 50 to 399 employees, for the top honour.

Other key traits the best employers demonstrated ranged from ample opportunities for career advancement to clear communications practices and hiring and training practices that go beyond basic human resources.

"In each case, companies made the list because of a subtle combination of many factors usually connected to a clearly articulated philosophy of where their people fit into the organization's culture and direction," says survey co-ordinator Einar Westerlund, director of project development at the Queen's School of Business at Queen's University in Kingston, Ont.

"Good companies are led by business leaders who connect their people to the business and have a way of making results more intimate for employees and showing how employees' jobs are important to the big picture," Mr. Westerlund adds.

What key attributes do the Top 25 organizations share? Here are five:

1. WANTED: EMPLOYEE INPUT

The doors are wide open at Axia, which designs, develops and operates broadband networks.

One of the reasons Axia scored top of the heap was because it encourages employees to share their ideas, and then acts on them quickly, leading employees to feel that their contributions do make a difference in how the company performs, Mr. Price says.

"Our employees want to know they can participate and contribute and ... they want to be challenged," he adds. "They want to have results, so if you can create an environment where they get what they are excited about, they are happy."

Other facets of Axia's open-concept culture include on-site monthly "coffee with Geoff" sessions, where employees are invited to share coffee and ideas with Mr. Thompson and pose pointed questions about the company's performance.

"Having access to [executives] you would not normally have in a larger or more closed organization creates better communication that leads to more engagement from all team members," Mr. Roberts says.

Every day, the company's 13-member executive team meets for a 10-minute "daily muddle" to review work done the day before, as well as look at pending projects and any hurdles that might stand in the way of completing future work. Ditto for members of employee teams assigned to various projects, which often come up with ideas for new products and services.

Employees' ideas have been acted on in as little as a day and often within three to four months.

After Mr. Roberts suggested his idea to expand Axia's broadband services last August, Mr. Thompson asked him to elaborate by developing a slide presentation. By December, the idea was developed as a new Axia service and has since been presented to at least one potential customer.

Employee input is also welcomed at the Windsor Family Credit Union, which ranked No. 3 in the survey, primarily at ongoing meetings where employees are free to offer their comments, positive or negative, says president and CEO Marty Komsa.

Half- hour staff meetings are held daily in each of the credit union's five branches, and vice-presidents meet weekly with their staff.

Non-management staff meet quarterly with a CEO advisory committee to discuss issues ranging from branch cleanliness to corporate profits.

Three times a year, Mr. Komsa invites all 130 employees to a staff meeting where he makes a "state of the credit union" address, with time for questions. Once a year, all employees are also invited to participate in a comprehensive survey, with all responses carefully read and analyzed by Mr. Komsa and his staff.

And the company pays attention. When several staff requested improvements to the credit union's annual massage therapy benefit this year, it was increased. And last year, in response to employee feedback in the survey, one of two annual performance appraisals was replaced with an employee/manager discussion about where employees fit into the future of the credit union.

In place of a former six-month review, managers now spend a lot of time with employees discussing their future role in the organization, Mr. Komsa says. "Our employees feel their opinions are tremendously valued in the success of our organization. We are an organization that tries to hire the best people, treat them with respect and value their work and input."

2. CLIMBING THE LADDER

Career opportunities abound at Joe Fortes Seafood & Chophouse Restaurant in Vancouver, especially for strong performers, says managing partner Darren Gates.

Based on observations of management and co-workers, employees who stand out are offered a variety of resources for professional growth, including business coaching, tuition reimbursement, work experience and training paths for management.

It's not uncommon for a rookie cook or server to be promoted to management within a year of joining the restaurant, says Mr. Gates, who notes that 75 per cent of current management at the restaurant, which ranked No. 2, were promoted from within.

At the Windsor Family Credit Union, all staff sit down with managers shortly after they're hired to set clear career objectives. And those objectives are measured and reviewed monthly, quarterly or annually depending on the position, Mr. Komsa says.

At Axia, employees are kept aware of what is going on in the company, and are encouraged to move to new challenges. All job openings are posted internally and employees are welcome to apply.

For instance, all network analysts in the company's Network Operations Centre are encouraged to boost their certifications. Each analyst's photo and current certifications are posted on the centre's "wall of fame" and the team usually celebrates with a pizza lunch when someone earns a new certification.

"The program benefits our customers by allowing us to deliver even better service, and it opens up new career opportunities for the analysts," says Dawn Tinling, vice-president of investor relations and communications.

3. KEEPING STAFF IN THE LOOP

Companies that work hard at connecting their employees to the business in meaningful ways scored top marks in the survey.

At London, Ont.-based DRN Commerce Inc., which provides companies with technology that helps recover debts, CEO Wayne McLeish feels the best way to keep staff in touch with the company is to ensure employees have access to the same financial documents that are presented to the board of directors.

So, every month, financial documents that clearly spell out the company's financial position are e-mailed to both staff and the board. At monthly meetings, employees are invited to question company officials about those numbers and related business issues.

"This sharing informs employees about where the company stands and the status of their jobs, and it also enables them to see that, if they work really hard on a given project or with a given client, the results of that hard work show up in our financial statements," says Mr. McLeish, whose company ranked fourth in the Queen's-Hewitt survey.

In addition, managers give all staff a full overview of the company's status at monthly meetings. "All of our financial dealings...are out in front of employees," Mr. McLeish says. "It gives all employees the sense that we are all on the same team."

At Axia, employees who want the lowdown on corporate performance can check for updates on the company's internal Web site, says communications manager Bill Hart. He also produces a monthly newsletter that keeps Axia employees up to date on a mix of business and employee matters, from new hires to achievements by existing staff.

At Kawartha Credit Union Ltd., which operates 19 branches in the Peterborough area, keeping the lines of communication open begins the minute an employee is hired, CEO Robert Wellstood says.

All new employees are given a one-hour history lesson on everything from its roots to its values and goals, Mr. Wellstood says.

"Lots of communication generates lots of enthusiasm, and that is one reason we have reached the goal we set five years ago to double in size by Sept. 30, 2007. Everyone got on board."

Employees of the credit union, which placed fifth in the survey, are also welcome to examine monthly financial statements, Mr. Wellstood adds. "We want our staff to know we are doing well and meeting our targets."

4. GOING BEYOND HR BASICS

In addition to great food and drink, treating customers well is the name of the game at Joe Fortes Seafood & Chophouse Restaurant.

But the high-end eatery's penchant for making customers feel good didn't happen overnight.

The restaurant is a product of good hiring practices and a rigorous training and mentoring program, says managing partner Darren Gates. "When you hire the right people and give them the right resources and clear guidelines about the job to be done, they will want to excel and they will produce for you ... and they will feel positive about the workplace."

Mr. Gates and human resources manager Molly Edge begin a recruitment by sizing up a prospective employee at other places of business, followed by up to three interviews that determine which position they are suited for.

Once hired, employees undergo a half-day orientation as well as a training program that ranges from 14 days for cooks to up to five months for managers.

"We look for people with a personality and commitment to personal growth, because we want to ensure they fit our culture," Mr. Gates says. "If they are designed personality and skill-wise to be waiters, their talents will be exercised and they will be fulfilled and engaged and love their job."

Joe's, as the restaurant is known locally, also offers weekly and monthly coaching sessions that show employees how to set goals and grow personally and professionally.

Staff can also take part in hands-on training sessions, both in house and off-site: Joe's service staff have been sent to the Napa Valley in California to learn about wine, and chefs have improved their skills by working with their counterparts in Las Vegas and other west coast locales. The company picks up the tab for all training.

"If people are clear on what they are supposed to do...it is a matter of giving them the resources and they will be happy," says Mr. Gates, who wagers that Joe's working conditions have played a key role in retaining staff in an industry known for high turnover.

Mr. Komsa says he believes the credit union's comprehensive hiring process ensures only those who are the right fit join the company.

"Every person has a value and a need and it is important that the value and need of the employee is known, and the same goes for the credit union," he says.

Determining if a prospective employee is the right fit takes place during as many as five interviews, high-level background checks and input from other employees and supervisors who take part in the hiring process and will eventually work with the new hire.

Proof that Windsor Credit Union employees are happy in their work lies in the organization's low rate of staff turnover, less than 3 per cent annually, Mr. Komsa says.

At DRN , each employee receives an annual educational assistance allowance that covers the cost of a self- development course and a self-help book to help with career development. DRN picks up the full cost of work-related courses.

The company also works diligently to develop professional development plans for individual employees, says director of finance Susan Addy.

"This plan is reviewed quarterly between the employee and their direct manager...and includes employee and manager input on strengths and areas for improvement. Included in this is a discussion on how the employee would like to grow within DRN."

To complement this, all new positions are first posted internally, says Ms. Addy, to ensure existing employees get the first crack at promotions.

5. I'M LISTENING

Managers at Joe Fortes don't wait for employees to raise their concerns about how the business is operated. They go looking for them.

"You have to do a good job of asking and searching for what people really think," Mr. Gates says. "Sometimes, it stings a bit, but when we've relied on employees to solely generate the information or offer the concern, it usually comes in half measures or they will hold back a bit. Managers need to ask a lot of sincere questions, then get moving on what your staff are telling you to do."

When a server recently reported that customers were having difficulty understanding the wording on menus used during special events, changes were made within a few days. "Servers are on the front lines, they see it (problem) at the tables, so when information comes back to management, we implement it quickly."

Joe's also invites employees to air beefs during daily staff briefings and performance reviews.

"I think this boils down to training the management to not take things for granted nor assume no news is good news," Mr. Gates says.

Axia cuts employee concerns off at the pass by discussing workplace issues at meetings of its employee culture committee, which brings them to the attention of the company's executive committee.

"Employees asked if the benefits package could be improved; HR and the executive committee examined what we had and came up with a stronger package," Ms. Tinling says.

Axia also puts out an annual anonymous on-line survey to measure employee satisfaction and determine if they are getting the information they need to do their jobs. The survey results are shared with the entire company.

One recent finding was that employees wanted more feedback from managers on job performance, Ms. Tinling says. As a result, managers were given training on how to coach and how to communicate more effectively.

That paid off for both: The training satisfied the employees' request for more face-to-face information while providing managers with a development opportunity.

"Personally, I like an open culture," Mr. Roberts says. "Better communication leads to more engagement from all team members, and, in the end, that is what creates value for our customers and shareholders."

Best of the Best: The top 5

Axia NetMedia Corp., Calgary

Industry: Technology; develop and operate broadband networks

Founded: 1995

Employees: 132

Why it's a winner:

The company culture, including its open concept office floor plan, has executives working alongside staff to encourage collaboration and idea sharing.

All company activities are communicated to staff via the company's internal website and a monthly newsletter.

The company has established a reputation that helps attract the best employees in a very competitive labour market.

The company does an excellent job of addressing employee issues and concerns.

One paid day off a month to do personal business.

Joe Fortes Seafood

& Chophouse, Vancouver

Industry: food service

Founded: 1985

Employees: 180

Why it's a winner:

Prospective employees are subjected to a rigorous hiring process to determine if candidates are suitable for the restaurant business and which jobs they're best at.

New employees undergo training programs that range from 14 days for cooks to up to five months for managers.

Online coaching shows staff how to set goals and grow personally and professionally hands-on training sessions paid for by the company at off-site locations.

Managers respond quickly to employee concerns.

Windsor Family Credit Union, Windsor, Ont.

Industry: Financial services

Founded: 1941

Employees: 135

Why it's a winner:

Employees are offered ample career opportunities and told what they need to do to be promoted;

Employees feel their opinions are valued thanks to regular employee-management meetings and an annual staff survey.

A comprehensive hiring process, including multiple interviews, high-level background checks and input from other employees and ... supervisors ensures new employees fit the company culture.

Individuals' performances are well managed and effective measures are put in place fairly and promptly when performance falls below expectations.

DRN Commerce Inc.,

London, Ont.

Industry: Software development

Founded: 1999

Employees: 80

Why it's a winner:

Employees have access to the same financial documents that are presented each month to the board of directors and are given a full overview of the company's status at monthly meetings.

Personal and professional growth of staff is supported by educational programs and books paid for by the company.

Staff are provided with challenging work assignments.

A culture of recognition that rewards exceptional performances and ideas with cash bonuses and gift certificates at favourite restaurants.

Kawartha Credit Union,

Peterborough, Ont.

Industry: Financial services

Founded: 1952

Employees: 200

Why it's a winner:

Comprehensive recruiting and hiring processes ensure prospective employees fit the company culture before they are hired.

Company-paid training and upgrading programs keep current skills sharp and prepare staff for other jobs .

Employees believe the organization adds value to the community it serves.

Full access to all monthly financial statements.

Managers set high but achievable goals with staff and provide effective, ongoing feedback.

Staff recognition awards that recognize employees who consistently go above and beyond the call of duty and demonstrate dedication, commitment and loyalty.

Randy Ray

Common characteristics

What do the Top 25 have in common? Here are some of the characteristics they share, according to survey co-ordinator Einar Westerlund, director of project development at the Queen's School of Business:

Possess a clearly articulated philosophy about people and where they fit into an organization's culture and direction.

Continuously emphasize the value and importance of employees to an organization and its success.

Execute well on all of the classic HR basics (recruiting and hiring, training and developing, promoting, retaining employees).

Treat engagement as an important all-hands undertaking, not just an HR program.

Make a demonstrable habit of seeking out and listening to employees' views.

Led by a senior team clearly committed to and championing efforts to maintain and improve engagement.

Senior team is all on the same page on key HR management issues.

Work hard to connect employees to the business in meaningful ways.

The methodology

This year's Top 25 ranking of Canada's best small and medium employers is the fourth annual undertaking by Queen's Centre for Business Venturing at the Queen's School of Business and human resources company Hewitt Associates in partnership with The Globe and Mail.

More than 150 companies registered for the study; in the end, the rankings were made on responses from 70 eligible companies involving nearly 10,000 employees and 700 leaders. To be eligible, a company must have 50 to 399 employees, have been in business for at least three years and meet certain survey completion response rates. To determine rankings, participating organizations completed three surveys. The first was an employee opinion survey, measuring and analyzing 17 drivers of employee engagement.

There was also a leadership team survey, completed by senior executives, to determine how well their goals and values align with those of their staff, and a human resources survey, asking about organizational practices, policies and programs to determine how well they match up with goals and values. Rankings were calculated from a combination of scores from all three surveys, with employee engagement results the most heavily weighted.

For more information, including instructions on how to participate in the next survey, log on to http://business.queensu.ca/centres/qcbv/bsme_study/en/registration/online.html.