What Makes the Best Workplaces in Alaska Stand Out

“With the mentorship program, the goal is to help eliminate the intimidating aspect of speaking with your most senior leadership to make it easier to have those hard conversations that will eventually come up and work towards a collaborative team structure instead of a top-down approach,” Bergene says.

Staff development is also part of the winning culture at Set Free Alaska, a mental health and substance abuse treatment center in Wasilla. Set Free Alaska workers are highly credentialed, and the center is very selective and patient in its hiring process, says Carl Dulinsky, chief human resources officer.

Dulinsky explains, “Our leadership philosophy is to hire great people, support them with excellent training, and get out of their way! Our core values are shared and celebrated at our monthly All-Staff meeting as well as our weekly and monthly leadership meetings. Our HR department ensures that our staff is supported and celebrated in multiple ways and empowered to do their best work every day.”

Dulinsky believes Set Free Alaska is a top workplace because of its strong leadership, structured goal setting, and commitment to faith-driven service. “We put God first in all we do and ensure our employees feel supported, celebrated, and empowered,” he says.

Culture and Values

Founded in 2009 by ordained minister Philip Licht as a Christian outpatient treatment center, Set Free Alaska employs 115 individuals across nine states.

The organization’s workplace culture is based on a clear leadership structure, a commitment to shared values, and a focus on employee development. Many staff members are in recovery themselves, bringing personal experience and expertise to their roles. Many see working with Set Free Alaska clients as an invaluable opportunity to “give back,” Dulinsky says.

The team is also bonded and guided by faith, which is the defining characteristic of the organization. Dulinsky says, “Our commitment to seek God and put him first in all that we do and through prayer, patience, and wise counsel [permeates] our organization with a loving and honoring approach to every aspect of our day-to-day operations.”

The winning workplace culture at ASRC Energy Services derives from another set of commandments: its ASPIRE Business Values, developed with input from more than 1,000 employees. ASPIRE stands for Absolute integrity, Safety, People first, Iñupiat heritage, Resilient family, and Exceptional service quality. At every turn, they define how the company operates, says President and CEO Christine Resler.

The subsidiary of Arctic Slope Regional Corporation provides energy support services, construction, engineering, environmental remediation, and staffing solutions. With nearly 3,000 employees and operations across the state, ASRC Energy continues to grow and innovate.

“We’re creative, we care about people, and we have a real collegial culture,” Resler says. “We do put people first. We care about our team. We let people have a lot of autonomy. They have a lot of support. It’s the best place I’ve ever worked.”

She adds that involving employees in honing in on, defining, and adopting the ASPIRE Business Values was huge in achieving authenticity and buy-in from such a large team.

“Our employees appreciate the team-based culture and opportunities for personal and professional development,” Resler says. “We encourage innovation and creativity, and those who bring forward new ideas thrive here. We constantly strive to be the best we can be, and that includes making sure our employees feel valued and motivated.”

Motivating and valuing employees through open communication, Altman, Rogers & Co. has workgroups which allow employees to be heard on important topics. To date, groups have included the Morale Event Group that determines which events the firm hosts, the DEI Group that resulted in a DEI scholarship for students in partnership with the University of Alaska, and the Bonus Group that created a new structure and formula for how bonuses were paid out at year end. Each initiative contributes to a happy workplace, while enabling employees to drive those initiatives themselves shapes the culture.

Success Breeds Success

The undisputed heavyweight champion of positive workplace culture is First National Bank Alaska, winning Best Place to Work in the 250-plus bracket every single year, nine years running. At the heart of First National’s culture is a commitment to honesty, integrity, and employee well-being. The team at the bank genuinely cares for each other, the customers, the shareholders, and the communities they serve, says Steven Patin, executive vice president and administrative director.

“We believe that when you take care of employees, they, in turn, will take care of customers—ensuring the bottom line will take care of itself,” Patin says.

Employees are drawn to First National because of its strong team atmosphere, something that’s palpable when you first walk through the door.

“People naturally want to be part of a winning team,” Patin says. “For us, winning isn’t just about financial success. It’s about making meaningful impacts in our customers’ lives, whether helping a family buy their first home or setting up a trust for future generations.”

A job well done also contributes to the positive environment at ASRC Energy, recognized for its commitment to safety, customer satisfaction, and technological advancements that extend the life of Alaska’s oil fields while reducing costs and carbon footprints.

“We have a strong focus on innovation and are always seeking ways to improve and evolve,” says Resler.

Success also builds upon itself at Set Free Alaska, which has served more than 7,100 Alaskans in more than sixty communities since it was established in 2009.

The center has seen clients regain their licenses and other documents, restore relationships, and gain meaningful employment with hope for their future instead of spending time in prison.

Perhaps most striking is Set Free Alaska’s impact on recidivism rates. Dulinsky and his team can track the treatment records of former clients in the criminal justice system. The results have shown that Set Free Alaska clients report just a 12 percent recidivism rate, compared to the state average of 66 percent.

“In the recovery world this is unheard of, and these results are gaining global recognition in the treatment industry,” he says.

Advice for Action

Giving back to the community reflects positively on the organization, which becomes another factor in the formula for a standout workplace. First National, for instance, places a strong emphasis on community involvement and customer empowerment. Patin says, “Employees tell us they’re proud to work for a company that gives back to the community and encourages them to do the same.”

Community support enables Altman, Rogers & Co. to offer another perk, namely the opportunity to travel throughout Alaska. The firm supports local governments and school districts across the state, as well as nonprofits and small businesses that need bookkeeping and payroll assistance.

“You get to see the beauty of Alaska—places most people don’t get the chance to visit,” Bergene explains. “From an audit perspective, you’re not doing the same thing every day.”

For businesses that are still building a winning workplace, Bergene suggests, “It’s OK to ask for help. You don’t have to do it all on your own.”

Dulinsky’s advice parallels Set Free Alaska’s path to success: “Hire the right people, even if it means waiting. Make sure the quality of your services doesn’t suffer from rapid growth. Have a clear vision and core values, and support and celebrate them.”

Patin has tips for anyone hoping to emulate First National’s streak: “Differentiate yourself by providing superior service and value. Be kind, caring, and respectful to everyone.”

And what works at ASRC Energy applies for any business striving to care for its team. Resler says, “Focus on your people. Create a culture of innovation and integrity, and your business will thrive.”