The Effect Of Innovative Benefits And Services — страница 3

  • Просмотров 308
  • Скачиваний 5
  • Размер файла 22
    Кб

software to business and government agencies. Founded in 1976 by Dr. Jim Goodnight, CEO, SAS currently employs 7,000 (Kalgaard, 1999). SAS has more than 3.5 million software users at more than 31,000 customer sites in 110 countries (Maczka, 2000, paragraph 1), and revenue is expected to reach 1 billion dollars by the end of 2000 (Cole, 1999). SAS has long been the leading provider of statistical and data analysis software. Its users are fiercely loyal, even as the market exploded in recent years with new software (Stodder, 1997). To stay on the leading edge, CEO Jim Goodnight re-invests 33% of SAS?s revenue in research and development each year, 2.5 times the industry average (Anthes, 1997). What sets SAS apart from comparable software firms however, is the rate of retention. SAS

has a 5.9% turnover rate, or roughly 130 people per year, which is drastically lower than the average 20% rate (Leonard, 1999), or 1000 people per year for a typical computer firm (Williams, 1999). According to Martinez, SAS?s high rate of retention is attributed to its exemplary labor relations and employee benefits program (Martinez, 1993). In a recent study, random employees working in 1,116 manufacturing companies were surveyed to obtain information on benefits and working conditions, (Albertson, 2000). Among the findings, the average overall cost for fringe benefits for employees was between 29.3 to 29.7% of payroll, (Albertson, 2000). This percentage becomes more reasonable when considering the high cost involved in turnover rates. SAS has developed many innovative programs

that keep their demographically diverse employees happy and loyal. Among the programs are an on-site child-care facility, an on-site medical clinic, a 35-hour workweek, a full gym and recreation area, two gourmet cafeterias, and many other perks. According to David Russo, Human Resources Vice-President, SAS encourages people to ?have a life outside of work? (Willard, 1999) In 1981, when SAS was still a small company, several female employees became pregnant. CEO, Jim Goodnight realized that he could not afford to lose these valuable workers. In the basement of the company?s second building, SAS began its first daycare center (Fishman, 2000). Now the company?s pre-school facility boasts a 700 child capacity, 10 times the number of employees when the daycare was first formed

(Fishman, 2000). This benefit allows employees with families more flexibility with childcare, as the facility is located at the SAS complex. According to a recent survey, most such companies do not provide day care for employees, (Albertson, 2000). Parents are free to pick up their children for lunch, or to stop in to check on them. With 52 percent of employees being women, this program is appreciated. SAS provides an on-site medical clinic staffed by 2 doctors and 6 nurse practitioners (Anthes, 1997). This facility is available to employees and their dependents, and may be selected as their primary care provider. The clinic offers not only medical care but nutrition assessment and education, physical therapy, massage or ?stress? therapy, psychological counseling and vaccinations

as well (Cole, 1999). Nearly no other such companies provide this service, (Albertson, 2000). By providing this convenience to the employees, less time is spent traveling to doctors for appointments. In today?s world of 60-hour workweeks, SAS is bucking the trend. The company does not demand long hours from employees, although the industry average is at least a 40 hour work week (Albertson, 2000). SAS enforces a 35-hour workweek (Cole, 1999). At 6:00 P.M. each evening, the gate to the Institute shuts and even full-time employees go home for the night. According to Cole, Goodnight discovered that the productivity curve drops radically after 5:00 P.M. (Cole, 1999). SAS employees are able to enjoy their evenings at home after picking up their children from the company?s daycare

facility. Today?s generation of workers not only wants a terrific job, but a quality home life as well. SAS employees have every reason to be physically fit. The company has a 36,000 square-foot on-site gym. Again, this is a rare service to industry employees (Albertson, 2000). The gym is furnished with cardio machines, a dance studio, a gym child-care facility, and an indoor lap pool. This facility is available to both employees 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