By their nature, plumbing, heating and mechanical contractors are an independent sort. When they are out on a job, they need to be empowered to make decisions without having to constantly call back to the office and get the OK.
Aero Mechanical Inc. recognizes that fact. It hires quality personnel and then lets them do the job in the best way they know how. The result is an engaged work force with high satisfaction and low turnover that is eager to take responsibility for its work product.
Bill Maguire is a plumber who has been with Aero for a decade. “We just show up and do our jobs,” he said. “Sure, we’ve had problems on the job site.” But there’s never been a time when he didn’t want his name attached to a job he performed.
“I’d rather have more freedom than not enough, that’s for sure,” he said.
That feeling of empowerment extends back into the office as well.
“It’s one of the reasons I like working here,” said Michael Machado, controller for Aero. “No one’s breathing down your back. There are a lot of people who’ve been here a long time. That alone is a sign of a good place to work.”
“The idea about autonomy is mostly an idea about independence,” said Maguire. “I can make my own decisions. We all can. There isn’t the pressure of being constantly watched. I think that’s why it’s a good place to work,” he said.
Freedom born of respect fosters teamwork across departments as well, according to the company, leading to a more effective response to customer needs. One need look at the referral rate from general contractors to know that Aero is on the right path.
Projects that the company has been involved with over the past few years include The Promenade at the Foundry and the Twin River additions and renovations.
The company also has a residential division, offering both installation and renovation of heating and cooling systems, as well as service plans designed to save energy through regular maintenance plans.
As much as Aero is focused on giving employees the freedom to do the best for its customers, the respect it shows each employee also gives them the comfort of knowing that if they have a family situation that needs attention, they can take care of it without it affecting his job status.
Machado credits the trust that the company shows toward its employees for fostering job satisfaction and thus a strong retention rate.
“We don’t explicitly try to keep the turnover low. It just happens, especially in the office,” he said.
“The owner, Michael Martin, is well-liked and that certainly trickles down,” said Maguire. “We also have a good relationship with our vendors.”
That reputation owes a lot to the company’s founding two decades ago, when it set out to remember four words – professionalism, quality, courtesy and efficiency. Apparently, the company’s employees have kept those values in the forefront of their work, as the company is still going strong today. •
