Unite the offices. Have similar training, goals, practices, etc. at each office. Take the best from the offices and discard the trite, the unnecessary, the unfair and replace with best practices. You have many companies integrated into CBIZ. Why not take advantage of what you can learn?
Have training approved by corporate, not by individual office supervisors, to avoid favoritism and nepotism. Each employee should have a growth and advancement plan.
Distribute raises via S.M.A.R.T. (specific (specified WELL IN ADVANCE of the review), measurable, attainable (and not based upon another's work or lack thereof), relevant and timely) measures, rather than vague measures that have little to do with the goals stated at the beginning of or during the review term, favoritism or a single event . Raises should also not be based upon the performance of the company as a whole, but upon each division's performance. If raises cannot be given to rank and file, then there should not be obvious raises given to producers or management. If raises are impossible, give additional days off or work-from-home days for employees deserving of raises, if indeed a pay raise is impossible.
There are ways to build employee loyalty that are not being explored. As CBIZ pay is below market average in many markets, more should be done to encourage employee retention.