This is an archived article that was published on sltrib.com in 2015, and information in the article may be outdated. It is provided only for personal research purposes and may not be reprinted.

Numbers are rarely personal. Applying data-driven projections to real-world employees and working conditions has its shortfalls — just ask the Chicago Cubs. The baseball team is a perennial big spender for major-league talent, with a 107-year record of major-league frustration.

For IHG, who employs about 600 people in Salt Lake City at its call center 1275 W. 2240 South, making connections with its employees was the first step in attracting top-level talent who can deliver hits for the company.

"We trust our employees, we trust each other and we hold each other accountable," said Chuck Krivanek, Director of Sales and Service Operations at the site. "We've worked hard and continue to work hard to provide as much flexibility and care for our employees as we can."

That means flexible schedules, leadership training, personal coaching and better work.

It also means happier employees.

"Bringing on the right kind of people who can thrive in that culture, who can be trusted to perform well and exceed expectations is what we're looking for," Krivanek said.

IHG was recently named one of the best places to work in Utah for 2015, an honor that Krivanek takes to heart. Being named one of the top places to work means plenty to him, but fostering development and growth in his colleagues means more.

Two years ago, when IHG entrusted its employees to perform well and lead their success, Krivanek knew that Salt Lake City was up to the task.

"What we asked ourselves was 'How do we lead and inspire our employees, rather than just manage them?'" he said.

That was what drew Brandy Pehrson back to work for IHG. Pehrson worked for IHG in 2007 until about 2009 as a reservations agent before she left for Portland, Oregon. When she moved back to Utah last year, Pehrson returned to IHG and found a different company.

"They're making us more self-aware and having us being able to recognize our own potential and how best we can help the team," she said.

Pehrson joined an international team right out of her six-week training program and started a personal development program to help her identify her strengths and areas of opportunities as an employee. At the same time, while she was developing her skills as an employee, IHG was developing her as a leader.

Three different intensive programs and one year later, Pehrson's mini-team is helping her learn how to lead and coach other employees.

"I have a lot of responsibilities, but the mentors and the leaders that we have in place right now make it seem less overwhelming. I tell my boss that I'm grateful for the opportunities that I've been given and I feel like they're learning my potential and helping me maximize it," she said.

It's a story that Josh Ellerman knows well. As a longtime IHG employee for more than a decade, Ellerman has worked hard to celebrate his team and their own unique attributes.

"The culture here is really unique," he said. "There's a real sense of community but we also celebrate everyone's unique traits and individualism."

Ellerman briefly left in 2014 before quickly returning later, in part, because of the "night and day" difference between IHG and other employers.

"Here, you get a voice and they celebrate the fact that we all have different ideas and different perspectives. Everyone understands that we're all buying in, and we're collectively vested in the idea of making it a better workplace," said Ellerman, who is Team Leader for IHG Customer Care.

The numbers are following too. Krivanek looks at internal metrics for employee satisfaction and productivity and is enthusiastic about the future. Working at IHG is happy, healthy and productive — and exciting. And he expects more success will follow.

Giving people the room to grow and make a difference in their own workplace is part of what Krivanek wanted to change two years ago.

"Things are different now. We've been here since 1989 and people know us, and we're working to make positive change," he said. "It used to be that over the course of a year someone could have up to three different managers, but now we're seeing positive change and people sticking around to help us grow."

Bringing in valuable teammates and giving them the opportunity to hit their own home runs is the way Krivanek believes he can foster a better work environment, and the numbers show it. He's hoping that by empowering employees he can make sure his own team of all-stars is consistently in the running for Utah's Top Workplace title.