Our people make the difference™.

Adopted and registered by the company more than three decades ago, this motto acts as a constant reminder of a core philosophy at Sundt: we are only as good as our people.

Sundt recognizes the importance of all our employees to the bottom-line success of the business. We’ve established an employee-centered culture first and foremost through our Employee Stock Ownership Plan and by offering an extensive benefits package as well as numerous continuing education opportunities. We’ve also created a Human Asset Management (HAM) Committee. This committee monitors and analyzes Sundt’s success over the following seven components of our Human Capital Management (HCM) System.

Workforce Planning: This component is often the least developed in companies, including Sundt. Proper workforce planning ensures that it is a company’s strategic direction that drives the need for human capital, not the other way around. Workforce Planning also serves as a better vehicle to determine whether or not there is a “talent gap” in the company.

Talent Acquisition: The focal points of our HAM Committee are communicating our reputation and brand, establishing Sundt as an employer of choice, and all other processes used to attract new people. As part of this program, we set the goal to have 30 percent of all new hires come from employee referrals, as it is the best and most efficient means of finding new talent.

Engagement: The most critical component to any HCM System is employee engagement. The higher the level of engagement, the greater the performance for that employee and the company as a whole – which also results in improved customer satisfaction as well.

Talent Development: Over the past decade, Sundt has made a significant investment in the training and development of our team members. With access to a wide variety of company-provided courses, Sundt employees can get the skills and tools they need to expand their knowledge and grow in their careers.

Talent Deployment: Effective talent deployment indicates that each employee is in the right position for his or her skill set. We’ve set out to make certain all job descriptions are accurate and technical and core competencies are identified. We have also improved the Individual Development Plan process for employees to ensure performance is assessed and appropriate goals are set.

Commitment from Management: Those in leadership positions at Sundt are charged with the task of being a visible model reinforcing the importance of HCM across the entire organization. With the help of the HAM Committee, Sundt management allocates 30 percent of their time attracting, developing, retaining and evaluating talent.

Retaining Talent: Employee retention is the culmination of all the components of the Sundt HCM. When we succeed at acquiring, engaging and properly deploying quality employees, turnover decreases. If an employee chooses to leave Sundt, our HAM Committee works to better understand what lead to the departure and how to resolve any noted issues.

The results of our efforts so far prove that HCM is the most powerful driver of company performance. That’s why we’ll continue to work each and every day to sustain our employee-centered culture, knowing our people are, and always will be, our greatest asset.