Work-balance basics build firm

SEEING THE WHOLE PICTURE: Shawmut Design and Construction’s Marianne Monte helps create programs that attract and retain a talented workforce that better reflects the diversity of the communities it works in. / PBN PHOTO/RUPERT WHITELEY
SEEING THE WHOLE PICTURE: Shawmut Design and Construction’s Marianne Monte helps create programs that attract and retain a talented workforce that better reflects the diversity of the communities it works in. / PBN PHOTO/RUPERT WHITELEY

Marianne Monte | Shawmut Design and Construction, chief people officer

When workers’ home lives are orderly, well-managed and healthy, they can bring their best game to the job.

As a result, Shawmut Design and Construction, spurred by the work of Chief People Officer Marianne Monte, notices, cares and takes action to promote work/home harmony for employees.

Monte entered the human resources leadership role at the global construction company about 2 1/2 years ago. The number of lives her mission affects is large: Shawmut employed 1,265 people in 2016 and had an annual gross revenue of $1.3 billion, according to company documents.

- Advertisement -

Monte wants all of those people to work hard and collaboratively, while knowing that their families and personal goals are important and cared for.

According to colleagues, Monte was dedicated and enthusiastic from the very start.

“She has faith that people will rise to her high expectations, and she gives them the space to do that,” said Michelle LaFleur, director of people strategies. LaFleur said Monte “makes sure that people see the value of what we are doing, to see how we are affecting the company as a whole.”

Before Monte came on board, the company had been considering a flex-time option that would allow people to work staggered hours, remotely, or share jobs so that they could care for family, friends or even spend time on hobbies and avocations. Shawmut Flex launched in January 2016.

“Marianne saw the power and value of it,” LaFleur said, “she charged us to be more bold. She galvanized support.”

Monte said the flex-time plan involved more than simple goodwill. It is turning into a powerful tool to retain good employees, particularly women. Fewer than 10 percent of workers in construction are women, Monte said. Shawmut has an unusually high 50 percent female staff at the lower levels, but far fewer in senior ranks.

“We were losing good employees. [Women] weren’t here long enough to make it to the senior ranks,” Monte said. Embracing flex time meant that Shawmut “changed the company’s attitude to be more about outcomes than about time spent in the office.

“We think of Shawmut Flex as a great retention tool,” Monte said. “When we are flexible, our people give back tenfold.”

Monte’s efforts to support workers’ time management at work and home has led to a “cultural transformation,” according to a statement from the company.

Similarly, during Monte’s tenure, Shawmut finalized a paid family-leave program that gives men and women a month of paid time off after a birth, adoption, foster-care placement, or to take care of a sick family member.

Why is this stuff important? Because it helps the company attract and retain the best people in the field.

“Shawmut Flex has improved the quality of life for people here,” said Kara Cronin, director of work-life strategies at Shawmut. “They can bring their better self to work every day.”

Another effort that Monte has pushed is cultural-awareness and diversity training. Monte has organized trainings for top executives and others to help people recognize and overcome unconscious biases toward various categories of employees.

“People may have biases that they don’t realize they have … inadvertently making some people feel different,” said LaFleur. “Creating awareness of biases helps create a more-cohesive culture.”

Monte said the importance of diversity in sex, race and culture is linked to the high-quality and sophisticated projects the company undertakes, such as the restoration of Trinity Church in Boston. Many Shawmut clients are academic institutions.

“[When] you work with academic clients, you will see lots of diversity on the other side of the table,” Monte said. Officials at one Shawmut client, Lincoln School in Providence, a girls’ school now emphasizing a STEM curriculum, took notice when Shawmut assigned a project manager who is female and biracial, Monte said.

“We need different perspectives,” LaFleur added. “We would like to be representative of the greater population.”

Monte “connects with people immediately,” said Cronin, at Shawmut and through her volunteer work in the community. “She really does care about people.”

No posts to display