We applaud any leader's commitment to an improved work environment for their employees, and recognize the huge investment that this commitment can take. Since the heating, cooling and air quality can play such a major factor in a happy and productive environment, we wanted to provide you with some simple mid-year maintenance tips to make sure your systems are in check.

“Comfort” is an interesting word that we use a lot at Cambridge.  Since we are an HVAC company, it is usually in context with making sure the people in your industrial facility are breathing fresh, tempered air, or making sure that your employees in high-bay buildings aren’t freezing in the dead of winter. There’s also “comfort” in the realm of making sure your employees know that you’ve got their back and have a genuine interest in their personal health and professional growth. Still, most companies overlook the importance of physical employee comfort, and are losing real talent and real opportunity to grow with those employees when they leave to pursue a workplace that can meet and exceed their basic requirements of a healthy working environment. Not convinced? Here are four reasons that we think will back us up.

The goal was 10 applicants for each opening. In a tight labor market? There’s no question: this is the most difficult time to build engaged teams in a generation. There are so many interests competing for attention. From finding workers, to upskilling them - how can we make sure we attract the right people in the first place? We’d have to be crazy to attempt it!

Bringing #GloryandDignity back to manufacturing. It’s an aspirational concept, one that you might not associate with manufacturing. We see it every day, though, through the companies that share their stories with us when they visit our facility or our colleagues at trade events.

I recently visited Cambridge engineering to learn from their awesome team following their visit to Seating Matters in Ireland. We, too, are in manufacturing and wished to visit Cambridge to learn how they’ve implemented lean, developed their culture of respect and care for their colleagues and grown a successful business as a result.

At Cambridge we behave with unconditional love and high expectations while demonstrating care, courage, integrity and respect.  It isn’t always easy and sometimes can seem downright confusing!  As our CEO, John Kramer Jr., often reminds us – it is a journey and not a destination.  In my role as Human Resources Director I was curious what my department could do to help clarify what unconditional love and high expectations really means.  Enter the Dale Carnegie course.