Winston-Salem Monthly Magazine publishes article on DTC's efforts to create flexible work schedules for their staff

FLEXIBLE SCHEDULES

Davenport Transportation Consulting (DTC) employees care about their work because their employer cares about them. As founder and president John Davenport puts it, "Treat people the way you'd like to be treated. This philosophy should be intuitive, but not all workplaces can or do function in this way." From telecommuting to tailored schedules, Davenport works with each employee's needs.

Davenport makes workplace flexibility a priority for his company. Founded in 2002 with headquarters in Winston-Salem, DTC has 20 employees. Many take advantage of the company's flexible schedule options, from two employees who telecommute from remote home offices to employees who alter their schedules or work a compressed workweek depending on other commitments and circumstances.

"Quality of life is huge," Davenport says, and he wants his company to be a place conducive to family. "We try to be sensitive to people's schedules. When someone drives, say, 30 minutes to work, we offer a four-day workweek when possible." Another employee didn't work Wednesdays during the summer because of added family responsibilities. Davenport says by allowing tailored schedules, he puts money as well as time into employees' pockets.

Davenport has also found that providing a positive workspace that takes into account employees' lives creates a sense of loyalty. "Having been an employee, I knew what motivated me," he says, with a laugh. And it's not just about a paycheck. "What I want to have for people who are performance- and goal-oriented is to try to structure their schedules to their benefit."

This is something his employees appreciate. As chief administrative officer David Coburn notes, "Everyone here [at DTC] feels valued and appreciated. The fact that I know my boss is understanding and cares about me as a person definitely adds to my sense of motivation on the job."

"I want people to thrive," Davenport says. "Business owners or supervisors can manage with fear, pressure, or intimidation, that's certainly a style-but you don't have people at the end of the day who will stay with you the course. When times get tough and the boat is sinking, they're gone. And why wouldn't they be? Make people feel appreciated; not only is it a good philosophy, it's good business."

-Emily Eileen Carter