Plante & Moran must be doing something right. The Southfield-based accounting firm recently landed on Fortune magazine's "Best Companies to Work For" list for the 10th year in a row.
Frank Moran, one of the founding members of the 85-year-old firm, was always concerned about professionalism and how employees interacted with each other, said Dan Essad (pictured), human resources senior manager. So the foundation for today's jerk-free environment had its start nearly a century ago.
The company's core value – to be a caring, professional firm deeply committed to our clients' success – is embedded in the fabric of the firm, Essad said. And that value includes internal and external clients.
Does the firm's success and A+ reputation have anything to do with its "jerk-free" environment? Without a doubt, said Bob Sutton, author of "The No A**hole Rule," a New York Times and BusinessWeek bestseller. Sutton, an organizational psychologist who teaches at Stanford, has mentioned the Southfield-based firm in some of his writings, including his blog, "Work Matters."
Following the announcement of the firm's 10th appearance (this year at #44) on the “Best Companies to Work For” list, Essad said the company continues to receive accolades year after year because of its culture and its commitment to a “jerk-free environment.” Cultivating such an environment ensures that the Plante & Moran's core values and principles remain intact, he said.
“When you really get down to it, where jerks infiltrate an organization is generally when that organization compromises its stated values and principles,” he said. That can happen in a lot of ways – generally when individuals begin acting from self-centered motives rather than those based on the best interest of the firm. Think Enron, he said.
Preventing jerks from walking through door – in other words, effective gatekeeping – also is something that Plante & Moran does well, Essad said. It's not enough to just have great credentials. Potential hires must demonstrate behaviors that are consistent with the company's values, mission, and philosophy. Hiring someone who has impressive credentials but less-than-admirable behavior is short-sighted. Letting one jerk in the door just invites trouble.
“It's kind of like a cancer,” Essad said. “You may not see it, but it starts. At first, it's under the radar screen . . . and you don't recognize it until the pillars start to crumble.” But unchecked, such a lapse can eventually destroy a company's culture, its principles, and its ethics.
Written by Jenny Cromie, certified human resources specialist (CHRS)
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