2026 Top Workplaces Section

TOP WORKPLACES

It’s about more than money

What’s driving employees’ higher satisfaction with their paychecks?

MICHAEL SCHROEDER

Special to the State Journal

Top Workplaces are transparent about compensation.

Employees in the Madison area were more positive about pay than they were a year ago, according to the latest Top Workplaces survey data. But if you think that means everyone got a raise (or if you didn’t and you are now experiencing FOMO), think again. More than money is driving perception around pay.

Dollars matter, and certainly some in the local workforce did get a raise. But what’s driving the increase in positivity around compensation is likely multiple factors, according to Bob Helbig, media partnerships director for Energage, which conducts annual Top Workplaces surveys.

By the numbers

Local employees were asked to rate their agreement (or disagreement) with the statement: “My pay is fair for the work I do.” For the 2026 Top Workplaces surveys, just over 69% of Madison area employees were positive about pay, compared with about 65.5% of those who responded to 2025 Top Workplaces surveys.

Nationally, fewer employees were positive about pay at about 64%, but that was still up 6.2 percentage points from about 58% the previous year, according to Top Workplaces survey data.

To be sure, Madison area employees are more positive generally (and compared with national survey results) about a variety of other aspects of their work experience, such as values and inclusion. Nearly 87.5% of Madison area employees expressed at least some agreement with the statement: “This company operates by strong values” and 84% agreed that “I feel included at this company.”

But the largest year-over-year increase for positivity scores — more than 3.6 percentage points — came in the category of pay. So, while not everyone is happy

about their compensation, the trend is moving in the upward direction.

Survey data didn’t tease out exactly why this is. But market factors and changing workplace dynamics could both be at play, according to Helbig.

The job market effect: Perception vs. reality

Perception of pay and the actual numbers are, of course, two different things.

“I think to some extent people are changing their perception about pay because of the shakiness of the economy,” Helbig

says. “It’s not the same job market it was, say, three, four years ago coming out of COVID, where hiring was super hot.” People might have felt more confident then that if they didn’t get what they wanted, in terms of compensation, they could go somewhere else. “it’s not quite that job market environment now,” he says.

If you are grateful to be employed, you may be more likely to accept your current pay. But that doesn’t mean employers should bank on employees contentedly settling for whatever they offer.

“ We’re moving toward being more intentional and making sure we’re equitable with our compensation across the board. That affects many areas — it affects our morale; it affects our recruiting.”

Jackie Aguilar, director of people and culture

Talking about pay — and valuing employees

Top Workplaces know that to attract and retain top talent, it’s worth it to talk about money — and create a culture where employees want to stick around.

“I do think that the best companies are very mindful about pay and continue to make sure that they are competitive about pay,” Helbig says. “It’s not necessarily about paying the top dollar. It’s about making sure they’re competitive and creating a great work experience. Because a great work experience, in and of itself, has value.”

TOP WORKPLACES

COMPENSATION | SOFT LaBOr MarKET

Workers offering mixed feedback

Changing economy leads to different expectations about pay

BOB HELBIG Energage

Getting paid is getting tough.

In 2025, Energage research showed satisfaction with pay was one of the least favorable aspects of employees’ workplace experience. Only 70 percent of employees answered favorably when asked to respond to the statement “My pay is fair for the work I do.” That’s compared with an overall favorability score of 78 percent in response to all 26 workplace statements administered by Energage.

Employees need to feel like they’re getting a fair return for the work they’re putting in.

But interestingly, the same Energage research shows that employees were far more positive about pay in 2025 than they were in 2024. In fact, satisfaction with pay was up 6.2 percentage points, the most for any survey statement.

So what gives?

It suggests there are winners and losers in the battle for compensation. Some employers are working hard to meet the expectations of employees and others are not.

It also suggests employees might be changing their perspective about pay: In a shaky job market, a steady paycheck has value. Hiring isn’t what it was a few years ago.

Experts say the current economic environment is making it tough for employers to meet pay challenges and for workers to see wage growth.

“While demand for workers is softer now than it was before the pandemic, the supply of workers also is tighter,” said Nela Richard-

“ In this kind of labor market, the odds of anyone getting a pay raise are dead even.”

Nela Richardson, chief economist for adP

son, chief economist for ADP. “A smaller share of the population is working or looking for work, and people who are employed are putting in fewer hours. New-hire wages haven’t budged in a year.

“In this kind of labor market, the odds of anyone getting a pay raise are dead even.”

Pay is one of the key ways employees judge how much their organization values them. And if they feel their pay is low, it’s hard

to convince them that their organization truly cares — particularly if they hear about the organization’s recent profits or costly investments elsewhere.

Employees need to make money to provide for themselves and their families, one of the most basic human needs. And employees who feel valued by their organization are more likely to be engaged and put in more effort to help the organization be

successful.

Employees are their own best advocate when it comes to their compensation. They can reference external resources to stay informed on average salary and salary ranges for employees with similar roles, experience, and locations.

Well ahead of the next pay review period, employees can inform their manager that they will be asking for a raise, and begin assembling a case for why they deserve one. If employees receive bonuses based on individual performance, they can also work with their manager to help determine their targets.

Employers should expect employees to discuss compensation with their coworkers, as

they’re often well within their rights to do so. If there are dramatic differences in pay for similar work, it’s better to address them than hope they never leak. Also, a strong, positive culture and fun perks help differentiate organizations. But they’re no substitute for a living wage, especially in areas with high costs for housing, food, healthcare, and more. Make sure your organization isn’t ignoring the reality of what pay means for employees, or demonizing them for caring about pay.

Bob helbig is media partnerships director at Energage, a Philadelphia-based employee survey firm. Energage is the survey partner for Top Workplaces.

“I do think that the best companies are very mindful about pay and continue to make sure that they are competitive about pay,” says Bob Helbig of Energage. “It’s not necessarily about paying the top dollar. It’s about making sure they’re competitive and creating a great work experience. Because a great work experience, in and of itself, has value.”

Andrey Popov

The value of a connected workplace

From 2

For its part, Top Workplace and philanthropic organization Attic Angel is mindful of both. Jackie Aguilar, director of people and culture for the nonprofit, understands that many, like her, joined the organization because they want to contribute to the community.

But fulfilling a desire for meaningful work doesn’t mean an employer can skip meaningful conversations about pay, and Attic Angel is leaning into the latter as well. Employees have responded by being even more positive about the organization — and pay specifically — according to Top Workplaces survey results.

“We’re moving toward being more intentional and making sure we’re equitable with our compensation across the board,” says Aguilar, who heads human resources for Attic Angel. “That affects many areas — it affects our morale; it affects our recruiting.”

Discussing how pay is determined is also a key part of the conversation.

“I feel like we have been working toward more transparency,” Aguilar says. When employees have questions about their wages, the organization shares the market data; and a rationale is provided for compensation.

“Really the why behind compensation is most important,” Aguilar adds.

“We’ve been making progress in having more transparent conversations and talking about our efforts to get there to be more transparent.”

Top Workplaces typically stand out for more than pay and must remain competitive in other ways, including benefits and overall workplace culture.

People want to feel included, valued and believe that their company is going the right direction. In the latter regard, nearly 80.5% of surveyed Madison area employees responded positively to the statement: “I believe this company is going in the right direction.” That represented an improvement of more than 2.4 percentage points from the year before.

Surveyed employees also had a decidedly positive view of work-life flexibility and generally agreed with the statement: “I would highly recommend working at this company to others.” In both cases, positivity scores were above 81% and up more than 2 percentage points, respectively.

But that doesn’t mean employers that get culture “right” can pay poorly or opt out of the conversation together. Nor should they expect employees to keep the details about the numbers to themselves.

In an online world where employees can more easily compare pay, Helbig says that it behooves employers to discuss compensation and that is another way to show employees they are valued. Not doing so, by contrast, could be a competitive disadvantage.

“You should expect people are going to compare paychecks,” Helbig emphasizes, given employees naturally want to earn a competitive wage and to be compensated fairly. “It’s about being valued.”

Celebrating 50 Years of Connection

METHODOLOGY | EMPLOyEE dRIVEN

How we identify our area’s Top Workplaces

BOB HELBIG

Energage

Top Workplaces don’t happen by accident. They are created through a peoplefirst approach to workplace excellence.

For the eighth year, employee survey company Energage has partnered with the Wisconsin State Journal to honor the best places to work in the Greater Madison area.

The award is verified and earned through an employee survey process. Workplaces where employees offer positive feedback about their experience make the winners list.

Energage, an employee survey company based in suburban Philadelphia, analyzes feedback based on responses to 26 questions. The survey asks employees for their feedback on such factors as pay and benefits, direction, leadership, meaningfulness, and appreciation. Energage scores companies based on the responses.

The award cannot be bought; it is earned. There is no cost to employers to survey their employees. If they choose, organizations can purchase the survey data from Energage. There is no obligation for winners to purchase any product or service.

For the 2026 winners list, 1,843 organizations were asked to survey their employees, and 103 agreed to do so. Based on the survey feedback, a recordhigh 83 have earned recognition as Top Workplaces in Greater Madison.

“Earning a Top Workplaces award is a celebration of excellence,” Energage CEO Eric Rubino said. “It serves as a reminder

of the vital role a people-first workplace experience plays in achieving success.”

To qualify for Top Workplaces recognition, employers must have at least 35 workers in the region. Beginning this year, employers are grouped by the overall size of their organization, and the number of employees invited to survey, which might include employees outside Greater Madison. Employers are grouped into similar sizes to best compare similar employee experiences. They are ranked within those groups based on the strength of the survey feedback.

Employers earn Top Workplaces recognition if their aggregated employee feedback score exceeds national benchmarks. Energage has established those benchmarks based on feedback from about 30 million employees over 20 years.

Survey results are valid only if 35% or more employees respond; employers with fewer than 85 employees have a higher response threshold, requiring responses from at least 30 employees.

Why might a particular employer not be on the list? Perhaps it chose not to participate, or perhaps it did and employee feedback scores were not strong enough. Energage also runs tests on survey feedback and in some cases may disqualify an organization if, for example, a high number of employees said they felt pressured to answer positively.

To participate in the 2027 Top Workplaces awards, or for more information, go to the nominations page at www.topworkplaces.com.

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GODFREY & KAHN | LaW

Valuing collegial collaboration

MICHAEL SCHROEDER

Special to the State Journal

The first lawyer in her family, Jenna Riddle initially didn’t know a lot of people who could inform her of what to expect in private practice.

“I kind of relied on what you see in pop culture,” she acknowledged, laughing as she looked back. To be sure, TV shows and other popular depictions of private practice law firms can paint a cutthroat picture: “People are really mean, people are very aggressive. It’s like grind, grind, grind. It’s all about the money,” Riddle added.

“ I just was really struck by how kind and down-to-earth and approachable everybody I met at Godfrey & Kahn was.”

Jenna Riddle

But that’s not been her experience at all at Godfrey & Kahn, which is based in MilwaukeeandhasanofficeinMadison.

“I just was really struck by how kind and down-to-earth and approachable every-body I met at Godfrey & Kahn was,”Riddlesays.

Riddle, who joined the firm in 2023, specializes in antitrust and intellectual property law. She likes the sophisticated, collaborative nature of her work at Godfrey & Kahn. Although sheisbasedinMadison,Riddle and her colleagues say they feel comfortable reaching out to other attorneys, as needed,throughoutthefirm.

Lawyers and other staff at Godfrey & Kahn surveyed for Top Workplaces say that they feel appreciated and respected by colleagues and management; feedback is welcomed; and leadership provides regular opportunities to meet in person while keepingattorneysupdatedonwhat’s

happeningatalllevelsofthefirm.

InadditiontobeingnamedaTopWorkplace, Godfrey & Kahn won the special award for “Direction” The distinction shows that those who work at the firm strongly agree with the statement, “I believe this company is going in the right direction.”

Nicole Talbott Settle, a paralegal and litigationtechnologyanalystwhohasbeen atGodfrey&Kahnformorethan28years, certainlyagreeswiththattake.

“‘Strategic’ and ‘supportive’ are a couple of words I would use when you’re talking about how the leadership and managementencouragegrowth,”shesays.

“We still have the same core values that we’ve always had – which is [a focus on]

client success, trust, teamwork, integrity, a strong work ethic.”

Will Fox, an intellectual property associate attorney, who joined the firm in 2024, concurs. While the company is growing and innovating, he agrees that it is not moving away from core principles.

“We’ve got a lot of really good people here,” he says.

As a young attorney, Fox feels like he’s gotten great mentorship and emphasizes that the firm has a strong open-door policy, which allows him to pop into partners’ offices and ask questions.

“I get the sense as a young attorney that they really are committed to keeping people in-house, helping them grow their careers.”

At a glance

Godfrey & Kahn: a law firm providing high-level service and creative legal solutions to its clients

Founded: 1957

Special award: Direction

Madison-area locations: 1

Local employees: 58

In addition to being selective in its hiring, “the firm really puts an emphasis on training and mentorship,” Riddle echoes. “Because when we do bring someone on board, the intention is that they’re going to be with us for a while — hopefully for a long time.”

•RHDemployeesaresatisfiedandstaywithusforalongtime.Asaresult, longevitybuildsdeeperexpertiseandrapport,allowingthemtoprovide fasterandknowledgeableserviceforourcustomers.

•Happyworkersaremorecreativeandmotivated.Theygothe“extra mile”bylisteningactivelytoourcustomerneeds,andfindinginnovative solutionsratherthanjustfollowingascript.

•ConsistentServicequality:Highlyengagedemployeesshowsignificantly lowerratesofabsenteeismandturnover.Inturn,thispreventsservice disruptionsandmaintainsaconsistentbrandimage.

ATTIC ANGEL | SEnIOr LIVInG

Wellness focus extends to workers

MICHAEL SCHROEDER

Special

to the State Journal

Nonprofit Attic Angel supports causes that affect seniors and children alike across Dane County. But the historic association is perhaps best known for its senior living community. It offers independent living and assisted living options with a focus on wellness and long-term care.

Caregivers and other staff surveyed for Top Workplaces described being drawn to the organization’s service-oriented mission. In return, they say, leadership creates a culture of caring that supports all who work for Attic Angel and give their time and talents to serving residents.

In addition to being a Top Workplace, Attic Angel won the special award for Meaningfulness. The distinction reflects how strongly employees feel about their work and their agreement with the statement: “My job makes me feel like I am part of something meaningful.”

That is certainly true for one of Attic Angel’s newer team members, Dylan Bergen, an administrative assistant who joined the organization in 2025. Bergen was interested in working for Attic Angel because of its stellar reputation for doing good in the community. He says his experience as an employee has only further confirmed his initial impressions.

“I really appreciate the overarching mission, which is to give back to the local community. I think that’s really infused

At a glance

Attic Angel: a nonprofit focused on children and older adults in Dane County

Founded: 1889

Special award: Meaningfulness

Madison-area locations: 1

(Attic Angel also manages three additional independent living communities in Dane County.)

Local employees: 160

in how Attic Angel is toward their employees,” Bergen says.

“There’s really a depth of care there that I don’t think is super common in a lot of organizations, especially when you get into more corporate operations.”

Bergen and other surveyed employees say they are encouraged and supported in finding a healthy work-life balance that allows them to best care for residents and themselves.

“I really feel deeply invested in my work,” says Megan Heiser, a social worker who has been with Attic Angel for more than 21 years. In that role, “you’re able to kind of walk along somebody’s journey and be present in their experience,” she says. “That is an honor to be of service in that way.”

Heiser reiterates that the organization takes care of its own so they can support community members. CEO Michelle Godrey emphasizes work-life balance; and the head of human resources, Jackie Aguilar — whose official title is “director

“ You’re able to kind of walk along somebody’s journey and be present in their experience. That is an honor to be of service in that way.”

Megan Heiser, social worker

of people and culture”— focuses on fostering on a healthy work environment that mirrors the organization’s caring reputation.

“I have a passion for local,” says Aguilar about what drew her to Attic Angel. “I’ve always worked for companies that contribute to the community.”

Heiser concurs.

“I feel as though we honor the human spirit,” Heiser says. “We support our residents’ journey and [help them deal with] adversity through their courage, through creativity, connection. That’s what we do here — and that’s what keeps me here.”

Appreciation I feel genuinely appreciated at this company

Benefits My benefits package is good compared to others in this industry

Clued in Senior Management Senior managers understand what is really happening at this company

Communication

I feel well-informed about important decisions at this company

Direction I believe this company is going in the right direction

Doers At this company, we do things efficiently and well

Leadership I have confidence in the leadership team of this company

Leadership I have confidence in the leadership team of this company

Leadership I have confidence in the leadership team of this company

Managers

My manager helps me learn and grow My manager cares about my concerns

Meaningfulness My job makes me feel like I am part of something meaningful

New

New ideas are encouraged at this company

Values This company operates by strong values

Well-Being

Work/Life

This company does a great job of prioritizing employee well-being

I have the flexibility I need to balance my work and personal life

MERIDIAN LABORATORY | ELEcTrIcaL

EQuIPMEnT, aPPLIancES and cOMPOnEnTS

The vibe here is ‘people first’

MICHAEL SCHROEDER

Special to the State Journal

Think raw quotas and hovering bosses are the ticket to making widgets better and faster? Think again. Meridian Laboratory takes a totally different approach to get a leg up on competition.

From selective hiring with an eye toward teammates who value collaboration to regular team-building events and a culture of appreciation, according to surveyed employees, the Top Workplace meets high standards by putting people first.

“When I came in it was obvious that people are really the priority here,” says Nicole Biba, HR and purchasing coordinator, who joined the company in 2024. “There’s definitely an understanding that great people help make great products, so I feel like the entire vibe at Meridian is really people-focused and human-first.”

In addition to celebrating birthdays and anniversaries with gift cards, and a holiday party at the end of the year, Meridian Laboratory hosts all-company events almost monthly, Biba says.

“It’s great to be at a company that not only values its people but really walks the walk.”

The company has grown from fewer than 10 employees in 2013 to more than 40 today, but a company culture that prizes idea-sharing over hierarchical top-down management remains. Brian Morstad, vice president of operations, has been with the manufacturer, which makes electrical and mechanical components for automated machinery, throughout that growth.

“We are a very collaborative company,” Morstad says. “Everyone has a seat at the table. We are willing to be vulnerable. We design things, so we always have to throw out ideas, and people are willing to be vulnerable and throw ideas out there.”

“ Everyone has a seat at the table. We are willing to be vulnerable. We design things, so we always have to throw out ideas, and people are willing to be vulnerable and throw ideas out there.”

Brian Morstad, vice president of operations

At a glance

Meridian Laboratory: High-quality manufacturer of precision molded polyurethane components and high performance rotating electrical connectors (slip rings).

Founded: 1963

Special award: Clued in Senior Management

Whatever an employee’s title, the individual and their ideas — whether the latter is put into practice or not — are respected, Morstad and others at the company say. Meridian Laboratory won the special award for “Clued In Senior Management,” reflecting a culture where employees strongly agree with the statement: “Senior managers understand what is really happening at this company.”

duction lead, has been at Meridian Laboratory for over six years. In all of that time, he says that he has always felt listened to by management and fellow employees.

That’s certainly been Kristian Lopez’s experience. Lopez, a polyurethane pro-

“It’s a great environment. The people there are awesome,” Lopez says. “It’s very

Madison-area locations: 1

friendly, and people are always willing to help others and open to teach you whatever you want to learn here.”

Valued workers boost performance

Energage

There’s profit in a positive workforce.

As confirmed by both rigorous research and live financial performance, companies with a strong culture and workforce tend to outperform the stock market.

Irrational Capital LLC, an investment research and development firm based in suburban Philadelphia, created an exchange-traded fund index that selects companies based on the strength of the relationship with their employees. The Human Capital Factor® measures the relationship between workplace culture and potential equity performance. Irrational Capital found that when a company gets it right, it’s not only good for morale; it also drives a company’s equity value as measured by share price.

The NYSE-listed Harbor Human Capital Factor ETF (HAPI) turned three years old in October. This flagship, large-cap core investment is derived from Irrational Capital’s highest Human Capital Factor® scores. HAPI has beaten more than 90 percent of its peer funds and its benchmark since it launched in October 2022, according to Morningstar as of October 20, 2025.

The Human Capital Factor® appears to be proof that exceptional workforces outperform the market. In backtesting, companies with HCF scores have consistently outperformed the S&P 500 by more than 70 percent over 14 years. These returns have been independently verified by J.P. Morgan Research.

“The HCI [Human Capital Index] exhibits a perfect track record for calen-

dar year performance, outperforming the benchmark in every single year of our sample. While it only did so marginally in three years the overall performance record for this period is stellar. Even in ’24 YTD, it has managed to outperform a benchmark that has so far returned in excess of 20%.”

That's according to JPM's Quant Research – “US ‘Human Capital Factor’, Still Going Strong” (December 2024).

Irrational Capital incorporates the same employee survey criteria used to recognize Top Workplaces to determine their Human Capital Factor®, and identifies those companies where employees feel valued, appreciated, motivated, are aligned, have confidence in leadership and more. This isn’t just feel-good stuff; it is clear evidence that strong cultures deliver financial rewards.

Khuram Chaudry, J.P. Morgan’s head of European quantitative strategy, told the Financial Times: “People used to go to work to offer a service to a corporation, and in exchange they would get a salary. But in the past, there was also a community — you would have the church, or you’d have your neighbors. Today what we are asking from the workforce or the company at large is to provide a lot of these services.”

“When employees feel valued, they invest themselves in their employers, which in turn boosts performance,” Keyia Burton, a senior principal with Gartner, a Connecticut research and consulting firm, also told the Financial Times. He went on to share, “We don’t put enough stock in how powerful that is as a catalyst to generate real change.”

TOP WORKPLACES

CULTURE | WOrK and LIFE

Balance requires intention

BOB HELBIG Energage

If you believe the stereotype of remote workers, everyone who works outside the office has it easy. But data released by survey company Gallup suggests otherwise.

Fully remote workers have the highest levels of engagement but are less likely to be achieving work-life balance, Gallup says. Only 36 percent of remote workers surveyed say they were thriving in their lives overall, compared with hybrid workers (42 percent) and onsite remote-capable workers (42 percent). Only their fully on-site non-remote-capable counterparts (30 percent) reported a lower rate of personal fulfillment.

So much for the joys of freedom.

“These findings suggest that being a fully remote worker is often more mentally and emotionally taxing than working on-site or working in a hybrid arrangement,” Gallup said in a May release.

Furthermore, fully remote employees are also more likely to report experiencing anger, sadness and loneliness than hybrid and on-site workers, Gallup said. They are more likely to report experiencing a lot of stress the previous day (45 percent) than on-site workers (39 percent for remote-capable, 38 percent for non-remotecapable), while having about the same stress level as hybrid workers (46 percent). These differences hold true even when accounting for income, Gallup said.

The data suggest organizations that want to support the work-life balance goals of employees can’t assume work-

Fully remote employees are also more likely to report experiencing anger, sadness and loneliness than hybrid and on-site workers.

ers, including remote employees, are achieving balance on their own. These best practices can help encourage a workplace environment that supports work-life balance:

Review company policies

Rules around vacation, sick time, scheduling, and other time off can have unnecessary obstacles. Review policies for opportunities to simplify, streamline, and otherwise improve.

Consider what the workplace culture conveys

Messaging the importance of work-life balance is good, but what does your culture reward? If promotions typically go to those burning the midnight oil, your organization might be sending mixed messages about what is valued.

Assess staffing needs

While keeping a low overhead is important, employee well-being must also be a priority. Review staff levels across the organization to ensure one employee’s vacation doesn’t burden employees who are covering for them. If that is happening, it can create an atmosphere of resentment.

Remote workers are less likely to say they’re thriving

Manage meeting times

When folks try to schedule a large meeting, especially at the last minute, doing so might create problems. Lunchtime meetings, early meetings, and late meetings also can interfere with employees’ non-working hours. Avoid them.

For employers looking to go further, here are some other tips on creating a positive culture for work-life balance:

Consider flexible work arrangements

Flexible schedules, remote work options, and hybrid models can accommodate individual needs and preferences.

Offer additional time off

Give workers additional time to recharge their batteries with more paid holidays, half days before long weekends, summer Fridays, or extra days off for birthdays or wellness.

Give mental-health and well-being support

Provide resources for counseling or stress reduction, mental health days, and encourage employees to prioritize self-care.

Implement familyfriendly policies

Programs that support childcare and adult care needs, and even ones that allow pets at the office, can support employees

and reduce stress.

Communicate and set expectations

Provide clear communication regarding work hours, meetings, and availability. Consider implementing automated reminders for managers to respect time off and encourage employees to unplug during vacations.

Transition time

Here’s another suggestion that can help employees who struggle: Place transition work blocks on the calendar before and after paid time off. This allows time to prepare to be off and time to catch up upon return.

Making Connections Possible

WEDNESDAY,

Making Learning After High School a Reality

Earning a credential, certificate, or degree has the power to transform lives. It can lead to financial stability, a fulfilling career, and a stronger community. We work to elevate opportunities so learners from low-income backgrounds can experience that transformation.

Through our national education philanthropy, we fund systemic change to ensure learners from low-income backgrounds have a path to upward mobility available to them.

As a student and employee success solutions provider, we support colleges and employers in promoting academic achievement, long-term financial wellness, and student loan repayment success.

In our role as an education impact investor, we invest in education-focused companies that create and develop innovations to improve learner outcomes.

TOP WORKPLACES

HIRING | SKILLS VS. BEhaVIOr

Recruiters need special balance

When hiring, it’s easy to get caught up in checking the skills box. Can they do the job? Do they have the right certifications? How many years of experience?

But skills alone don’t guarantee success. A candidate might have all the technical knowhow, but if they can’t collaborate, adapt, or communicate effectively, they may not be the right fit.

On the flip side, hiring someone purely for their attitude and potential — without considering if they have the skills — can backfire, too. So, how do you balance what a candidate knows and how they work with others? Let’s break it down.

Skills matter (but aren’t everything): A data analyst needs to understand numbers. A software engineer has to know how to code. A salesperson must close deals. Skills should take priority:

• When you need someone to hit the ground running in a specialized role.

• When there’s little time or budget for training.

• When technical knowledge is critical to success.

The role of behavior in hiring: Soft skills like adaptability, teamwork, and emotional intelligence play a huge role in long-term success and job satisfaction. A project manager who can’t lead a team won’t get very far. A sales rep who creates a toxic work environment isn’t worth the stress. Behavior should take priority:

• When hiring for roles that require collaboration and leadership.

• When your company culture is key to success.

• When looking for long-term potential rather than immediate expertise.

Soft skills like adaptability, teamwork, and emotional intelligence play a huge role in long-term success and job satisfaction.

So, how do you make sure you’re not over-indexing on one at the expense of the other? Here are a few ways to get it right. Identify must-have vs. trainable skills. Not every skill needs to be mastered from day one. Ask yourself: Which skills are essential, and which can be learned on the job? Example: Instead of requiring five years of experience with a specific software, consider whether a strong

problem solver could learn it in a few months.

Use behavioral assessments early on. Behavioral assessments give insight into how people think and work. These tools help predict how a candidate will handle challenges, collaborate, and fit into your team. Example: If the job requires resilience, an assessment can help determine how a candidate deals with setbacks.

Structure interviews to test both. Ask questions that evaluate both skills and behavior. An example of a skills question is, “Tell us about a time you used data to solve a business problem.” An example of a behavior question is, “Describe a situation where you had to adapt to a major change. How did you handle it?” This way, you’re not just hiring someone who can do the job; you’re hiring someone who will do it well within your team dynamic. Don’t just hire for culture fit; look for culture add. You don’t want to hire clones of your current team. Look for those who

About the author

Karla Vallecillo is a business development manager with TalentQuest, a talent management company acquired by Energage. Energage is the survey partner for Top Workplaces.

bring something new to the table. If your company values innovation, hire people who challenge ideas and push for creative solutions — not just those who agree with everything. So next time you’re making a hire, ask yourself: Are you hiring for today’s job, or for tomorrow’s potential?

ProudtobeaTopWorkPlace!

BeingnamedaTopWorkplacereflectsourcommitmenttoservingour customersandcommunitieswithcare,respect,andintegrity—whiletreating oneanotherthewaywewouldwanttobetreated.Thisrecognitionbelongsto ourcoworkers,whosededicationtomakingadifferenceeverydaybringsour missiontolifeandmakesourcompanyanexceptionalplacetowork.