BizVoice May/June 2016

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May/June 2016 – BizVoice/Indiana Chamber 77
“People love it,” Jenks shares. “It’s like FaceTime. You can do it
on your computer or on an app on your phone.”
Knowledge is ‘power’
Poepsel-Smock points out that although MOBI adopts a “work
hard, play hard” philosophy, “we’ve grown up a lot in the last few
years. It stopped being as much about ping pong and taco bars, and
started to become more about developing our employees and investing
in them and their future – whether or not they choose to stay at MOBI
(and) we hope they do.
“Certainly, if you need to work off some steam or there’s someone
you haven’t seen in a while, go and have a ping pong game or talk in
the theater, but it’s more about for me, creating that environment
where I can learn from them. We’re collaborative. We’re solving
problems. But at the end of the day, it’s providing that world-class
service for MOBI.”
MOBI Power Academy, which combines in-person and online
training, inspires employees to take a proactive role in career
development. It spans a plethora of topics, such as soft skills, a new
manager boot camp, Excel basics and financial wellness.
“Some of them are a little more on the personal development
side, which we’re just as passionate about as the professional because
we feel like the two blend together,” Poepsel-Smock asserts.
Indeed, MOBI is a place where careers can flourish in a short
amount of time.
Service metrics manager Billy Calhoun, who joined the organization
two years ago, is a prime example. He’s earned multiple promotions –
not to mention bragging rights by winning cornhole tournaments.
“In terms of culture, I love it,” he declares.
“Last year, we had 50 internal promotions,” Jenks chimes in. “I
think that’s why we have such low turnover. When people prove
themselves and have ideas or want to take something under their wing
and take charge of it, they (members of the leadership team) let you
do that. And when you prove yourself, they give opportunities to folks
that really want them and earn them.
“That’s pretty awesome.”
RESOURCE: MOBI at
20. Bierman ABA Autism Center
City: Indianapolis
Industry: health care – provider
Web site:
Indiana/U.S. employees: 125/161
For employees: holiday party; regular spirit
weeks and dress-up days; unlimited time-off
requests; annual health challenge and monthly
wellness visits; paid seven-day holiday break at
Christmas; performance reviews with bonuses
every six months; regular “thank you” and
encouragement notes from peers.
21. Peoples Bank SB
City: Munster
Industry: banking
Web site:
Indiana/U.S. employees: 215/215
For employees: Special benefit: employees that
have, or are pursuing, college degrees meet one-
on-one with the HR manager for career coaching.
The intent is to engage entry-level employees who
aren’t fully utilizing their educations. Many
coached employees are selected for posted jobs.
states prohibit certain types of competitive
restrictions altogether, while other states
actually require courts to enforce them to the
extent they are reasonable. Some states have
draconian rules for reducing overly broad
covenants, while other states give judges
substantial discretion. Some states require
additional consideration for non-competes,
while in others continued at-will employment
is enough. Knowing the laws of each state
where you do business and tailoring your
agreements for applicable laws is imperative.
In short, requiring your key employees
to sign carefully drafted and narrowly tailored
restrictive covenant agreements is one of the
most important steps you can take to protect
your company’s confidential information and
customer relationships. If you haven’t done
that yet, or if you haven’t reviewed your
agreements recently to ensure they comply
with current law, now would be a good time
to consult with knowledgeable counsel who
can assist in that process.
Guest Column - Guevara
Continued from page 6
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