Tamara Ackerman is the stylist turned entrepreneur behind Avalon Salon in downtown Elk River. Through her business, she empowers other cosmetologists and gives back to the community.

Ackerman attended the Aveda Institute for Cosmetology and is an industry veteran of 25 years. “I’m very passionate about being the artist behind the chair. I really like that piece of it,” she says.

Ackerman worked in a salon in Golden Valley and helped run a staff education program there for a decade before starting her own business. She recently renovated Avalon Salon. It offers a full slate of services for hair, nails and skin as well as massage therapy.

The salon has 15 stylists, including Ackerman, 14 of those stylists rent booths from her, following a recent trend in the salon industry. “More technicians are wanting to be their own boss and have the flexibility of making their own hours. As booth renters they have that opportunity,” she says.

Ackerman points out this model is mutually beneficial because staff members who rent chairs are often more professional. They’re less likely to call in sick or not show up at work because they’re running their own business too.

Two nail technicians also rent stations and Avalon Salon has an aesthetician and massage therapist on staff as well.

The salon has been well received by the community. It was voted “Best Spa” by readers of the Star News. When asked what separates Avalon from other salons in area, Ackerman points to its commitment to customer service, community involvement and emphasis on education for its technicians.

A passion for helping others drives Ackerman. In addition to encouraging her team and making clients look and feel their best, she likes to give back to the community. The salon has provided haircuts for those who are temporarily homeless and at the local women’s shelter. It has raised money for causes such as breast cancer research and youth services too.

Ackerman says she strives to cultivate a workplace culture where people can grow and learn so they can be successful and happy. “I want to help others grow and succeed in a culture that is positive and uplifting.”

The industry standard is that stylists are required to take a laws and rules class when they renew their licenses. This is an 8-hour training each year, with no additional requirements for continuing education. Ackerman makes it a point to do more.

As an owner and with my team we collaboratively decided on a policy where stylists participate in two educational events each year,” she says. “We want to be able to stay on top of the trends and the technology that’s changing all the time and be able to deliver that within our services to clients.”

The city also assisted GATR Truck Center in the development of a 42,912 square foot facility. GATR has committed to creating eight full-time jobs in connection with the development.

The United States is experiencing a “skills gap”—or shortage of skilled workers for specialized jobs. It’s a growing problem nationwide, particularly in rural areas.

Some companies are choosing to proactively address this issue through employee development. With a focus on growth and sustainability, companies such as the locally owned Sportech are providing incentives such as better wages, training and benefits.

Sportech designs, develops and produces products and accessories for the powersports industry, such as enclosures, windshields and body panels. As the company celebrates its 25th year, it’s poised for a record year of growth.

“We want to be an employer of choice — that’s very important to us,” says Sheila Swancutt, director of human resources. Swancutt notes the company had been struggling to find skilled workers but the wage increase has helped boost recruitment efforts.

The company is already a major employer in Elk River, with over 250 employees. In an effort to attract and retain the best workers, Sportech announced it was increasing its starting wage to $15 an hour for all basic assembly and manufacturing positions last year.

“We want to be an employer of choice — that’s very important to us,” says Sheila Swancutt, director of human resources. Swancutt notes the company had been struggling to find skilled workers but the wage increase has helped boost recruitment efforts.

Many of Sportech’s employees begin as temporary employees. The company has 100 temporary associates through Atlas Staffing on site daily. “It’s important for people who have never worked in manufacturing to try it out,” explains Swancutt. “Often employees start as temp workers. If they like it and fit into the culture, after a few months they’re typically hired on with full benefits, including paid time off.”

A lot of Sportech’s training happens on the job. It’s a place where people who have never held a power tool can learn from the ground up. Ambitious, dedicated workers have opportunities for advancement.

Sportech invests heavily in employee education and training. One prime example of this is the Sportech Leadership Academy. Twelve employees are selected each year through an internal application process to participate in an intensive, year-long leadership development program that includes monthly training sessions, a mentor and a coach.  

Participants run the gamut, from floor employees to managers. They collaborate and learn practical skills such as conflict resolution and time management. Rather than a top down approach to management, the company teaches “servant leadership,” a model that deemphasizes hierarchy and aims to work collectively toward a common vision for the good of the community.

Sportech’s definition of success also includes making a difference in the larger community. It supports local organizations through charitable giving. In addition, each employee is encouraged to take one paid day off a year to volunteer for a nonprofit of their choice.

“We want to make an impact in the community,” says Swancutt. “We’re looking for people that want to join us in that while growing with the company.”