Career Opportunities

Current Openings at O’Neill-Rodak:

We are always interested in motivated, experienced professionals

About Our Company

We at O’Neill-Rodak Land Surveying Associates, P.C., have just completed another record-breaking year—the best numbers ever.  Amazingly, we are right on track to exceed those numbers again this year.  We will need to run additional full-time crews throughout the summer season to keep up with the ever-increasing demand.

We are in need of serious professional surveyors and support personnel who are passionate about their work and eager to make a difference.  If you are ready to hit the ground running, we offer an opportunity to join one of western New York's leading, long-established, professional surveying firms.  O’Neill-Rodak is an Equal Opportunity Employer.

O’Neill-Rodak Land Surveying Associates, P.C. is a close-knit firm in Rochester, NY with a highly respected reputation spanning more than a hundred years.  Our company focuses exclusively on land surveying and its immediately adjacent professional activities.  We specialize in title/mortgage and boundary surveys; we do construction surveys, topographic mapping, and other project-specific work as well.

Our summers are filled with overtime opportunities, either after hours or on weekends.  We will open up overtime starting in April and it will last well into the fall.  We are a very fast-paced company that upholds accuracy and standards to produce the best possible deliverables for our clients.  Our firm is extremely well established in the Rochester, Monroe County, and western New York communities.

Corporate Culture Types

#1 Clan Culture

This working environment is a friendly one.  People have a lot in common, and it's similar to a large family.  The leaders or the executives are seen as mentors or maybe even as father figures.  The organization is held together by loyalty and tradition.  There is great involvement.  The organization emphasizes long-term Human Resource development and bonds colleagues by morals.  Success is defined within the framework of addressing the needs of the clients and caring for the people.  The organization promotes teamwork, participation, and consensus.

  • Leader Type:  facilitator, mentor, team builder
  • Value Drivers:  Commitment, communication, development
  • Theory of Effectiveness:  Human Resource development and participation are effective
  • Quality Improvement Strategy:  Empowerment, team building, employee involvement, Human Resource development, open communication

#2 Adhocracy Culture

This is a dynamic and creative working environment.  Employees take risks.  Leaders are seen as innovators and risk takers.  Experiments and innovation are the bonding materials within the organization.  Prominence is emphasized.  The long-term goal is to grow and create new resources.  The availability of new products or services is seen as success.  The organization promotes individual initiative and freedom.

  • Leader Type:  Innovator, entrepreneur, visionary
  • Value Drivers:  Innovative outputs, transformation, agility
  • Theory of Effectiveness:  Innovativeness, vision and new resources are effective
  • Quality Improvement Strategy:  Surprise and delight, creating new standards, anticipating needs, continuous improvement, finding creative solutions

#3 Market Culture

This is a results-based organization that emphasizes finishing work and getting things done.  People are competitive and focused on goals.  Leaders are hard drivers, producers, and rivals at the same time.  They are tough and have high expectations.  The emphasis on winning keeps the organization together.  Reputation and success are the most important.  Long-term focus is on rival activities and reaching goals.  Market penetration and stock are the definitions of success.  Competitive prices and market leadership are important.  The organizational style is based on competition.

  • Leader Type:  Hard driver, competitor, producer
  • Value Drivers:  Market share, goal achievement, profitability
  • Theory of Effectiveness:  Aggressively competing and customer focus are effective
  • Quality Improvement Strategy:  Measuring client preferences, improving productivity, creating external partnerships, enhancing competiveness, involving customers and suppliers

#4 Hierarchy Culture

This is a formalized and structured work environment.  Procedures decide what people do.  Leaders are proud of their efficiency-based coordination and organization.  Keeping the organization functioning smoothly is most crucial.  Formal rules and policy keep the organization together.  The long-term goals are stability and results, paired with efficient and smooth execution of tasks.  Trustful delivery, smooth planning, and low costs define success.  The personnel management has to guarantee work and predictability.

  • Leader Type:  Coordinator, monitor, organizer
  • Value Drivers:  Efficiency, timeliness, consistency, and uniformity
  • Theory of Effectiveness:  Control and efficiency with capable processes are effective
  • Quality Improvement Strategy:  Error detection, measurement, process control, systematic problem solving, quality tools