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Research paper example essay prompt: The Effect Of Innovative Benefits And Services On Employee Retention - 1877 words

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.. yees and their dependants at no cost. To make it even easier to stay fit, SAS offers a free laundering service of gym clothes (Anthes, 1997). At the gym employees may purchase a low-fat snack or lunch at the food bar (Williams, 1999). Unlike most such firms (Albertson, 2000), Two subsidized on-site cafeterias make it easy to have a good meal at SAS, where the average cost is $3.44 (Williams, 1999). The food service facilities just make enough to keep them open.

The cafeterias also provide live piano music for diners (Anthes, 1997). Employees can check the days menu on their office computer (Williams, 1999). Because SAS has many international employees, the cafeterias offer theme days, where recipes from various countries are prepared (Williams, 1999). The cafeterias save employees the money and hassle of going outside the workplace for lunch, and cut down on business lunches. Parents may pick their children up from the daycare facility and bring them to lunch at the cafeterias, which are equipped with highchairs (Fishman, 2000).

It is estimated that over half of the Cary location employees eat lunch on the SAS premises (Williams, 1999). When one SAS employee developed a carpal tunnel syndrome, the company realized that ergonomics was a concern. SASs focus on health and safety have brought about the staffing of two full-time ergonomics specialists. The team has no set budget and responds to problems as they arise (Mottl, 2000). The goal is for the workers to be comfortable on the job and to have safe surroundings. Offices in the Institute are equipped with ergonomic keyboards, footrests and adjustable chairs.

SAS also believes that the workers environment can either inspire or depress them. The company has built an on-site greenhouse to provide fresh flowers to offices (Mottl, 2000). An in-house artist paints pictures to hang in the 19 SAS buildings (Anthes, 1997). CEO Jim Goodnight offers discounts on property in his subdivision as well as to memberships to his country club, and stays at his hotel. Every white-collar employee has a private office and the opportunity to create a flexible work schedule (Fishman, 2000). All workers receive three weeks of paid vacation each year with an extra week from Christmas to New Years Day.

This contrasts greatly to the data found in Albertsons 2000 survey, where it was discovered that the majority of companies require individuals be employed for at least one year to accrue two weeks of paid vacation, and the median number of paid holidays is nine annually (Albertson, 2000). There is no limit to sick days for SAS workers, although industry average is only 17% allowing paid sick leave (Albertson, 2000). Employees also receive a year-end bonus and profit sharing. Other perks include an elder care program, an on-site ATM, a putting green, sky-lit meditation rooms, soccer fields, baseball diamonds and pool tables (Fishman, 2000). SAS Institute also recognizes domestic partners in unconventional relationships as dependents. SAS employees are sweetened a bit each week as well with free M&Ms on Wednesday, fresh fruit on Monday (Anthes, 1997), and free juice and soda always (Fishman, 2000).

SAS has been called the sanest place on the planet to work (Cole, 1999). SAS has an infrastructure with little stress, treating employees as adults. Vice President of Human Resources, David Russo says policies and procedures generally are written for the 20 percent of people who are going to violate them, not the 80 percent that do right by them (Cole, 1999). CEO and founder Goodnights philosophy is stated as such: It is important to the success of the organization that employees are treated with respect and care; that they are given interesting work to do; that they are paid a fair and competitive wage; and that they are allowed to participate in the fruits of their labor (Cole, 1999). Potential employees in technical fields go through SAS bootcamp (Leonard, 1999).

This program includes 8 weeks of training, team building and professional development to prepare graduates for jobs within the company. SAS Institute is certainly not the only software company in the Research Triangle Park area in NC. Compared to neighboring companies such as Nortel Networks, IBM, and Cisco, SAS still stands ahead. SAS Cisco IBM Nortel Flexible work Schedule Flexible work schedule available and standard 35 hour work week Telecommuting in some areas. Work schedule dependent upon location Flexible work schedule available, if standard work week is met Dependent upon direct supervisor Fitness facility on-site or local membership On-site facility, or membership to local facility branch offices Fitness center with professional staff.

For employees only Fitness center Fitness program, does not include facility or membership Child care Two on-site day care centers Referral service Referral service Referral service On-site cafeteria Two on-site gourmet cafeterias Yes No No Dry-cleaning service Yes Yes No No Sick days Unlimited sick days, and health clinic on-site Can be earned with time in company Can be earned with time in company Can be earned with time in company On-site medical clinic Yes No No No Vacation days Three weeks paid vacation, as well as a week off for Christmas Nine paid holidays per year, vacation days can be earned with time Ten paid holidays per year, vacation days can be earned with time Unspecified number of days, dependent upon years with company www.sas.com www.cisco.com www.ibm.com www.nortelnetworks.com (Table 1) Variety is another key to retaining employees. At the SAS institute, employees are able to easily move from one position to another within the company. According to Goodnight: It is extremely important to keep employees motivated, to keep the creative skills flowing and try and build an environment where they can thrive in, reach their potential and feel challenged (Hein, 1999) Most of the companys savings come from not having to recruit and train new employees (Nash, 2000). The SAS Institute has created a corporate culture worthy of praise. The people at SAS think of themselves as a community and not simply co-workers (Nash, 2000). The company was named in the top 10 of Fortune Magazines 1997, 1998 and 1999 100 Best Companies to Work for in America (Branch, 1999). It was also listed by Working Mother Magazine as one of the top 10 companies for working mothers (Cole, 1999).

Business Week conducted a Work and Family survey in 1997 in which SAS ranked fourth (Anthes, 1997). These awards are testimony to the effect of creating a superior corporate culture. The SAS Institute Inc. is a company that values employee health, well being, and personal and professional growth as the key to success. It is a workplace that respects individuals and encourages creativity, quality, and innovation. The philosophy is; If you treat employees as if they make a difference to the company, they will make a difference to the company.

The corporate culture at SAS has built the business strong, attracted talented workers, retained those employees, and may well serve as a model for other companies to emulate. References Albertson, David. (2000, June). Data Extract: Benefits and Working Conditions among Manufacturers. Retrieved June 30, 2000 from Eden-Webster Library Computer Database of the World Wide Web: http://www.web2.infotrac.com Anthes, Gary H. (1997, November).

Pillar of the Community. Computerworld. 31, 91- 92. Retrieved June 24, 2000 from Eden-Webster Library Computer Database on the World Wide Web: http://www.web2.infotrac.com Branch, Shelly. (1999, January). 100 Best Companies to Work for in America.

Fortune. 135, 1, 118-144. Cole, Joanne. (1999, May). SAS Institute Inc.

Uses Sanity as Strategy. HR Focus. 6. Davenport, Thomas O. (1999, July). Building the Perfect Workforce.

Workforce. 78, 7, 78-80. Fishman, Charles. (2000, March). Moving Toward a Balanced Work Life. Workforce.

79, 3, 38. Fitz-Enz, Jac. (1997). Its Costly to Lose Good Employees. Workforce. 76, 8, 46-53.

Hein, Kenneth. (1999, August). Success Secrets. Incentive. 173, 8, 48-50. Kalgaard, Rich.

(1999, June). A 35 Hour Week? Its the SAS Way. Triangle Business Journal. 14, 41, 59. Leonard, Billy. (1999, September).

The Best and the Brightest Shine in HR. HR Magazine. 44, 9, 7-14. Maczka, Wally. (2000, June). SAS Institute Press Center.

Retrieved 26 June, 2000 from the World Wide Web: http://www.sas.com/new/newsroom Martinez, Michelle N. (1993). Family Support Makes Business Sense. HR Magazine. 38, 1, 38-44.

Mottl, Judith N. (2000). Computer-Related Injuries: IT Helps Ease the Pain. Information Week, 17 June 2000. Retrieved June 24, 2000 from the World Wide Web: http://www.iweek.com/ Nash, Kim. (2000, June). To Have and to Hold: Best Places to Work are Finding Ways to Make Themselves Too Attractive for Employees to Leave.

Computerworld. June 12, 2000. 60. Retrieved June 24, 2000 from Eden-Webster Library Computer Database on the World Wide Web: http//www.web2.infotrac.com/ Solomon, Charlene M. (1997, August). Keep Them! Dont Let Your Best People Get Away. Workforce.

76, 8, 46-53. Stodder, David. (1997, December). The Database Dozen: Companies Defining the Direction of the Industry in 1998. Database Programming & Design.

10, 9-17. Retrieved June 24, 2000 from Eden-Webster Library Computer Database on the World Wide Web: http//www.web2.infotrac.com/ Werther, W. & Davis, K. (1996). Human Resources and Personnel Management. Boston.

Irwin/MacGraw-Hill. Willard, Christina. (1999, July). No Mystery in this Triangle; The Only Things that Disappear for IT Staff at the Vendor Companies in Research Triangle are the Usual Rigors of the Long Workday, Standard Benefits and Conventional Corporate Culture. Computerworld. July 19, 1999.

1. Retrieved June 24, 2000 from Eden-Webster Library Computer Database on the World Wide Web: http//www.web2.infotrac.com/ Williams, Lisa. (1999, February). Utopia, Inc.: SAS Institute Inc. Offers Employees Multitude of Perks. Restaurants & Institutions. 109, 5, 67-70.

Bibliography References Albertson, David. (2000, June). Data Extract: Benefits and Working Conditions among Manufacturers. Retrieved June 30, 2000 from Eden-Webster Library Computer Database of the World Wide Web: http://www.web2.infotrac.com Anthes, Gary H. (1997, November).

Pillar of the Community. Computerworld. 31, 91- 92. Retrieved June 24, 2000 from Eden-Webster Library Computer Database on the World Wide Web: http://www.web2.infotrac.com Branch, Shelly. (1999, January). 100 Best Companies to Work for in America.

Fortune. 135, 1, 118-144. Cole, Joanne. (1999, May). SAS Institute Inc. Uses Sanity as Strategy.

HR Focus. 6. Davenport, Thomas O. (1999, July). Building the Perfect Workforce.

Workforce. 78, 7, 78-80. Fishman, Charles. (2000, March). Moving Toward a Balanced Work Life. Workforce. 79, 3, 38.

Fitz-Enz, Jac. (1997). Its Costly to Lose Good Employees. Workforce. 76, 8, 46-53.

Hein, Kenneth. (1999, August). Success Secrets. Incentive. 173, 8, 48-50. Kalgaard, Rich.

(1999, June). A 35 Hour Week? Its the SAS Way. Triangle Business Journal. 14, 41, 59. Leonard, Billy. (1999, September).

The Best and the Brightest Shine in HR. HR Magazine. 44, 9, 7-14. Maczka, Wally. (2000, June).

SAS Institute Press Center. Retrieved 26 June, 2000 from the World Wide Web: http://www.sas.com/new/newsroom Martinez, Michelle N. (1993). Family Support Makes Business Sense. HR Magazine. 38, 1, 38-44.

Mottl, Judith N. (2000). Computer-Related Injuries: IT Helps Ease the Pain. Information Week, 17 June 2000. Retrieved June 24, 2000 from the World Wide Web: http://www.iweek.com/ Nash, Kim. (2000, June). To Have and to Hold: Best Places to Work are Finding Ways to Make Themselves Too Attractive for Employees to Leave.

Computerworld. June 12, 2000. 60. Retrieved June 24, 2000 from Eden-Webster Library Computer Database on the World Wide Web: http//www.web2.infotrac.com/ Solomon, Charlene M. (1997, August). Keep Them! Dont Let Your Best People Get Away. Workforce.

76, 8, 46-53. Stodder, David. (1997, December). The Database Dozen: Companies Defining the Direction of the Industry in 1998. Database Programming & Design.

10, 9-17. Retrieved June 24, 2000 from Eden-Webster Library Computer Database on the World Wide Web: http//www.web2.infotrac.com/ Werther, W. & Davis, K. (1996). Human Resources and Personnel Management. Boston.

Irwin/MacGraw-Hill. Willard, Christina. (1999, July). No Mystery in this Triangle; The Only Things that Disappear for IT Staff at the Vendor Companies in Research Triangle are the Usual Rigors of the Long Workday, Standard Benefits and Conventional Corporate Culture. Computerworld. July 19, 1999.

1. Retrieved June 24, 2000 from Eden-Webster Library Computer Database on the World Wide Web: http//www.web2.infotrac.com/ Williams, Lisa. (1999, February). Utopia, Inc.: SAS Institute Inc. Offers Employees Multitude of Perks. Restaurants & Institutions. 109, 5, 67-70.

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Related: employee, employee health, employee retention, food service, innovative, retention

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