At Keller Schroeder, 95 percent of employees say their workplace is great.

EMPLOYEE RATINGS

     

This review is based on 73 employee surveys, with a 90% confidence level and a margin of error of ± 3.64. It was published on May 19, 2017. 1845 Visitors

What Employees Say

I'm proud to tell others I work here.
99%
 
People here are willing to give extra to get the job done.
99%
 
Management is competent at running the business.
99%
 
Management hires people who fit in well here.
97%
 
I believe management would lay people off only as a last resort.
97%
 

What They Do

We asked Keller Schroeder to explain what they do. Here is what they had to say.

Founded in 1978, Keller Schroeder is an employee-owned, regionally-focused information technology consulting services firm, and a value-added reseller and systems integrator of hardware and software products.  We have a cross-industry market focus including clients in manufacturing, finance, utilities, and healthcare.

About this Company

Website: www.kellerschroeder.com Industry: Information Technology
US Headquarters: Evansville, Indiana, 47715 US Sites: 1
US Employees: 85 Corporate Structure: Private
Founded: 1978

Keller Schroeder has been awarded:

Best Small Workplaces 2017 (ranked 21)


United Way Day of Caring

Perks and Programs

We asked Keller Schroeder to share a few programs they feel really capture what's unique about their workplace. Here is what they had to say.

  • Client Appreciation Event "Give Back: Every fall, Keller Schroeder hosts a themed "Client Appreciation Event" attended by approximately 300 people representing many of our clients. We select a community "give back" organization each year and clients are encouraged to bring items that would be helpful to that charity. Keller Schroeder also makes a significant corporate donations from employees and from the organization as a whole. This inspiring event provides a unique combination of client appreciation and community support that brings together multiple entities.
  • "Step It Up" Wellness Initiative: We combine wellness with community/philanthropic support. Employees track exercise minutes in a mobile and web application we designed. If employee-owners meet their monthly goal, they are entered in a drawing. Winners receive contributions to a local community charity on their behalf and additional fitness related prizes. In 2016 the organization contributed $6400 to local community organizations on behalf of employees through the wellness program. In addition to the contest, we have a comprehensive wellness program which provides for a free annual biometric screening and mini-physicals, weekly onsite wellness coaches to consult with employee-owners about their health interests and needs, free fresh fruit, and discounts on health insurance premiums for employee-owners and spouses who achieve specific wellness goals.
  • United We Serve: Our United We Serve program focuses on our purpose of making positive, personal impacts on employees, clients, and our community. In addition to coordinating our interaction with community organizations, the program plans and coordinates group book-studies, 'power hour' employee education sessions, a monthly personal financial wellness program, and a family-focused internal newsletter.
  • Bible Study and Prayer: Consistent with one of our values, "We value and encourage balance between personal, professional, and spiritual growth...", we offer a Bible Study, a voluntary weekly meeting during the first quarter of each year. We maintain an employee-owner "prayer list", an opportunity for employee-owners to voluntarily make known any particular areas of concern in their personal/family lives. A volunteer opens each monthly all-staff meeting with a brief prayer, often mentioning the needs on the list. The vast majority of employee-owners, both those who subscribe deeply to faith in their personal lives, and those who do not, would acknowledge that this monthly prayer is a welcome line of expressing care and concern for each other without promoting any particular denomination or church.
  • Social Events: We have a Social Committee which plans periodic events throughout the year to encourage employee-owners to connect outside of work, facilitating personal and team relationship building. Example of events we have engaged in include professional hockey game outings, movie nights, professional baseball game outing, bowling nights, and pizza parties. Our annual Shareholders meeting for our employee-owners is also a significant camaraderie-building event where employee-owners and spouses gather for food, ESOP information, and entertainment (inspirational speaker, magician, trivia, murder mystery, etc.) We host a United Way Cook-Out with games and friendly competitions each fall as a way to say "thank you" to employee-owners for their support of the United Way.
  • "About Us" emails: Our President and two VPs send "About Us" emails to all staff when a client provides an unsolicited compliment about client service or project impact pertaining to the efforts of one or more employee-owners. The email names the staff member(s), includes the verbatim quote from the client, and provides the client's name. This reflects on the shared accountability for results portion of our 'ownership culture' and acknowledges to everyone when we are excelling in that regard.
  • "Made Their Day" presentations: At our monthly all-staff meeting, we often include a "Made Their Day" presentation where an individual or project team will highlight a completed initiative for a client. The emphasis is on the benefits derived by the client as a result of our work. We also highlight "big wins" at our all-staff meetings, coupled with the benefit the client derived from the opportunity. Because our purpose is to make positive, personal impacts on people, we focus these presentations and highlights on the impacts of the investments for those we serve more than we focus on the specific technology used to provide that benefit. This is consistent with the aspects of shared accountability and shared knowledge of our ownership culture.
  • Open-Book Financials: We practice open-book financials, providing quarterly income statement highlights (including actual revenues, expenses, and profits), along with a more detailed annual review of expenses, revenues, and profit disposition (ESOP impact, etc.). On a monthly basis, we share progress on Key Performance indicators. This "dashboard-type" display focuses on 4 key areas where employee-owners have the opportunity to make an impact on our financials. These financial and productivity indicators, shared openly and regularly, foster a culture of transparency around what makes our business "tick" financially and are consistent with the shared knowledge and shared growth aspects of our ownership culture.
  • Open Cubicles: Our three top executives (President and two area VP's) sit in open cubicles and encourage staff members to step in to discuss any topic at any time. We do have offices for some staff, particularly those who need to be able to close a door to negotiate deal terms, salaries, etc., but our top executives intentionally do not sit in those offices. We believe this sends a message that our leadership wants to hear from and respond to all employee-owners' needs, interests, questions, and concerns and it provides a visible reminder that all employees are owners within the organization and play important roles in our continued success.
  • Employee Ownership: All full-time Keller Schroeder employees become owners through the ESOP once they meet eligibility requirements. Keller Schroeder contributes a percentage of wages to the ESOP annually and distributes a substantial percentage of its profits to shareholders within the ESOP. Employees' account balances grow directly from company contributions, company distributions, and the annual increase in company value. This component of sharing in the benefits of our growth is a critical element in the shared growth portion of our ownership culture. Employees can more easily engage like owners when they truly are owners; aware of financials, aware of strategic plans, and sharing in the rewards of the growth of the organization.

COMPENSATION BY THE NUMBERS

25% Match of employee’s 401(k)/403b contribution up to 5% of salary78% Company-paid health coverage for employees
78% Company-paid health coverage for dependents

COMPENSATION PROGRAMS

  • 401(k) or 403b Program
  • Employee stock ownership plan (ESOP)
Family Night at Icemen Hockey Game

WORK-LIFE BALANCE BY THE NUMBERS

19 days Paid time off after one year of full-time employment Unlimited Paid sick days after one year of full-time employment
9 Days Paid time off as of first day of full-time employment

WORK-LIFE BALANCE PROGRAMS

  • Flexible schedule (40% use it)
  • Telecommute option (5% use it)
  • Onsite Amenities (Free fresh fruit during the day; other snacks available for purchase; on-site package/mailing service; on-site fitness classes; dry cleaning service; "nap room" - a converted conference room with recliners, music player, and blinds over the windows to provide a home-like, comfortable place to go for rest and some quiet time, whether work-related or just for a personal moment.)

FAMILY CARE BY THE NUMBERS

60 days Job-protected maternity leave (including FMLA/STD) 35 days Fully-paid maternity leave (does not include personal vacation or paid time off)
40 days Average length of maternity leave new mothers take60 days Job-protected paternity leave (including FMLA)
5 days Fully-paid paternity leave (does not include personal vacation or paid time off)5 days Average length of paternity leave new fathers take
$5,000 Adoption benefit60 days Job-protected parental leave for adoptive parents (including FMLA)
5 days Fully-paid parental leave for adoptive parents (does not include personal vacation or paid time off)
*Employees are not required to use all their personal paid time off before taking parental leave. Not all employees are eligible for parental leave benefits.

HEALTH INSURANCE COVERS

  • Mental health care
  • Alternative treatments (such as acupuncture, homeopathy, or chiropractic)

Community and Environmental Impact

$27,000 Philanthropic donations in last year Yes Recycling program

Diversity

  • Written policy prohibits discrimination based on (at a minimum) age, disability, race/ethnicity, religious beliefs, gender and sexual orientation

Leadership Diversity

 

Workforce Diversity

 
United Way Picnic - Doing it for Dez

DEMOGRAPHICS

 
Shareholders Dinner - Murder Mystery

How to Get Hired

We asked Keller Schroeder for some inside information on how to get hired at the organization. Here is what they had to say.

What key characteristics tell you a prospective employee will be a great fit for your company?

We reach out to prospective new hires who have a passion for using technology to improve business performance, who think like owners instead of workers, and who have demonstrated they genuinely care about people.  Our employee-owners hold each other accountable for results and value a balance in their life.  Prospects should be able to give examples of aligning with those traits in their past.  We are knowledge-sharers, not knowledge-hoarders.  We search for technical businesspeople who know how to listen and communicate with our clients and with each other.  Prospects must exhibit humility and an energy for maintaining a constructive, collaborative culture.  Prospects that have demonstrated an ownership mindset in the interviewing process (doing research on the opportunity, bringing solid ideas about their potential contribution, and demonstrating a foundational knowledge of our company from their research) catch our attention as being a great fit in that key aspect of our culture.

What can prospective employees do to get your attention?

In all communication, be well-informed about who we are -- our practice areas and our culture.  Have a clarity of vision regarding how you can help our company make positive, personal impacts on our other employees, our clients, and our community.  Demonstrate how well you will listen to and learn about our clients by asking us good questions and listening and following up on our answers.  Exhibit ownership thinking by asking us about next steps in the recruiting process, and by checking back with us on progress.  At all times, demonstrate humility, hunger, and emotional intelligence that allows for success as as team player in all situations.

Are there any positions or types of candidates you are particularly focused on hiring in this coming year?

We are always looking for people that are energized by our culture and demonstrate a passion for helping make positive, personal impacts on people.  We will be growing our diversity of services and the geography we serve in the short-term future, so we will be looking for candidates that can continue to fortify our culture and meet our growth objectives across a variety of positions.  

What should interested candidates do to find out more and get started?

Go to http://www.kellerschroeder.com/current-openings/ to view our current openings and apply online.  Feel free to connect with us and share your skills and interests even if there are no current positions listed that are a good match to you.

hiring Outlook

25 Average applicants per opening 201 Total job applicants
67% New hires by employee referrals 50% Openings filled by current employees
4% Voluntary turnover for full-time employees
* All figures refer to 12-month period prior to reporting, unless otherwise noted.

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