Distinctive HR Policies and Procedures at SAS

5/24/2018 Distinctive HR Policies and Procedures at SAS

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Nova Southeastern University

H. Wayne Huizenga School

of Business & Entrepreneurship

Assignment for Course: HRM 5030Submitted to: Dr. H. Nathan Charles

Submitted by: Michelle Callanan

Patricia Cardoso

Christie Massie

Thamara Jean

Llanissa LeeGabriela Mendoza

Date of Submission: 6/9/2014

Title of Assignment: DISTINTIVE HR POLICIES AND PRACTICES AT SAS

CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that anyassistance I received in its preparation is fully acknowledged and disclosed in the paper. I havealso cited any sources from which I used data, ideas or words, either quoted directly orparaphrased. I also certify that this paper was prepared by me specifically for this course.

Student's Signature: Michelle Callanan

Patricia Cardoso

Christie Massie

Thamara Jean

Llanissa Lee

Gabriela Mendoza

*****************************************************************

Instructor's Grade on Assignment:

Instructor's Comments:


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DISTINCTIVE HR POLICIES AT SAS 3

Distinctive HR Policies and Practices at SAS

Michelle Callanan, Patricia Cardoso, Christie Massie, Thamara Jean, Llanissa Lee, and Gabriela

Mendoza

Nova Southeastern UniversityWayne Huizenga Graduate School of Business & Entrepreneurship


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Table of Contents

Abstract.Michelle Callanan ............................................................................ 4Introduction...Michelle Callanan ............................................................................ 5

SAS Background ....................................................................................................................................................... 5Selection of SAS ........................................................................................................................................................ 5

Overview of the CompanyMichelle Callanan............................................................................ 6Distinctive HR Policies and Practices...Michelle Callanan........................................................................... 7

Workplace Wellness..Patricia Cardoso.............................................................................. 7Implementation of Wellness Plan .......................................................................................................................... 8Onsite Health Care Center ..................................................................................................................................... 8Wellness Program Costs ........................................................................................................................................ 9

Work Environment.Thamara Jean ............................................................................... 10Open-Book ManagementLlanissa Lee................................................................................. 12Work-Life Balance.Christie Massie............................................................................. 14

Flexible Work Environment ................................................................................................................................ 15Onsite Childcare and Schools .............................................................................................................................. 15Interactive Technology ........................................................................................................................................ 15Recreation and Fitness Center ............................................................................................................................. 16Company Perks .................................................................................................................................................... 16

Performance Incentives..Gabriela Mendoza........................................................................ 16Profit Sharing ....................................................................................................................................................... 17Job Security ......................................................................................................................................................... 18Compensation ...................................................................................................................................................... 18

Implications for HR Practices in Other Companies ..................................................................................................... 18Workplace WellnessPatricia Cardoso.......................................................................... 18Work Environment...Thamara Jean ............................................................................. 19Open-Book Management..Llenissa Lee............................................................................... 20Work-Life Balance....Christie Massie.......................................................................... 20Performance Incentives.Gariela Mendoza....................................................................... 20

Conclusion Michelle Callanan ..................................................................... 22References ...................................................................................................................Error! Bookmark not defined.


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Abstract

As human resource management evolves into a more strategic role within an organization, HR

policies and practices are measured by how well they support business goals and objectives. One

approach to understanding the effect of HR policies on an organizationsculture is through the

study of work-life practices, HR benefits and talent initiatives via benchmarking surveys such as

Fortune Magazines"100 Best Companies to Work For" annual employee survey. This paper

will examine the distinct human resource policies of SAS and why such policies make it an

excellent place to work.


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Introduction

SAS Background

SAS began as a college project to analyze agricultural research. As demand for analytical

software grew and the applications for such software expanded beyond agriculture, SAS was

founded in 1976 to assist customers in the pharmaceutical, banking, academics, and government

segments (Buchannan, 2011). Today SAS is the leader in producing software for business

analytics, data warehousing and data mining activities to gather, manage and analyze enormous

amounts of data (Hoovers, 2014). Customers use the software to find patterns in customer data

that will provide a competitive edge. The data is also used to manage resources and target new

business opportunities. According to the companys website, SAS has customers in 139

countries, including 91 of the top 100 global companies on 2013 Fortune Global 500 (). SAS has

14,000 employees worldwide with yearly revenues of $3.07 billion.

Selection of SAS

SAS was selected by group consensus for a variety of reasons. The methodology used

was that each group member reviewed companies on Fortunes yearly list of 100 Best

Companies to Work For and provided their insight into why a particular company should be

chosen. A majority of group members selected SAS as their choice based on the companys

training practices, employee benefits, volume of available research material, repeated rank on the

list for multiple years and vast amount of convenience benefits offered. In addition, the group

considered key statistics including 90% of positions are filled internally, and nearly 50% of the

workforce is comprised of women with women holding key leadership roles ().


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Overview of the Company

SAS is a privately held company in which founder and CEO James Goodnight owns

approximately two-thirds of the company and co-founder John Sall owns the remaining portion

(Yahoo finance, 2014). Jim Goodnights philosophy: Treat employees like they make a

difference and they will is the cornerstone of the mission and values espoused by SAS. SAS

admits that the bar is set high for their employees and believes they have provided a culture that

fosters creativity and promotes innovation (SAS, 2014). In an effort to provide rapid innovation

of products and extreme customer care, both essential to the indisputable success of SAS,

Goodnight spent decades perfecting a culture and work environment that values a work-life

balance (SAS, 2014). Goodnight has created an environment where employees feel valued. He

believes to encourage creativity requires addressing the daily stresses and concerns that

employees bring to work.

Vice President of Human Resources, Jenn Mann attributes part of their successful

ranking to the employee survey. She echoes Goodnights belief that SAS culture and work

environment make their employees feel valued leading to product innovation, job satisfaction,

and company pride (). Statistics seem to verify these beliefs with 37 consecutive years of record

earnings (Crowley, 2013). While enjoying this stellar financial record, SAS has maintained a 3-

5% employee turnover rate, compared to an industry average of 20%, and a renewed customer

subscription rate of 98%;proving a companys most important asset is creative capital (Florida

and Goodnight, 2005).

Prior to launching SAS, Goodnight worked for NASA where he observed an environment

that lacked communication and trust. Time cards were used to ensure employees worked every

minute expected and metal detectors deterred employees from stealing. In addition, the


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executives enjoyed perks including special parking and private break and dining areas, which

included free coffee. The majority of employees did not share in these perks creating dissention.

Goodnight envisioned a different environment and culture for SAS that placed value in his

employees and focused on effectiveness rather than productivity (Bankert, Lee, & Lange, 2000).

Distinctive HR Policies and Practices

While SAS sets itself apart by valuing their people above all else, there are several

distinctive HR policies that SAS has mastered which separates them from their competitors and

has earned them a top spot on Fortunes list of 100 Best Companies to Work For every year

since its inception. These distinctive policies have been cultivated by CEO Jim Goodnight and

are an intricate component of the SAS organizational culture. Workplace wellness, work

environment, open-book management, work-life balance and performance incentives are points

of differentiation that will be discussed in detail.

Workplace Wellness

Employer wellness initiatives are increasing among U.S. companies and are positively

impacting the workplace. Wellness programs aim to promote healthy lifestyle options to

employees and their families as well as prevent and control disease. Disease prevention can

either focuses on the prevention of the disease, or on the early diagnosis which enables the

treatment to be made at an early stage and avoid future complications.

Besides the benefits that wellness programs bring to employees lives, the programs also

tends to increase productivity, generate higher morale, loyalty, retention of employees, reduction

of absenteeism, and reduce healthcare costs that are associated with the treatments of established

diseases (Kossek, Kalliath, & Kalliath, 2012). A healthy workplace plays an important role on

employees lifestyle, considering that unhealthy workplaces may cause physical or psychological


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disorders due to issues like excessive pressure, unattainable job demands or abusive/poor

management.

Implementation of Wellness Plan

In order to implement a successful wellness plan, it needs to be faced not only as a

program, but as part of the organizations culture. Leaders must get engaged in the program and

serve as a role model, empowering employees to dedicate time in their day to take care of

themselves. The program should incorporate a variety of activities at convenient locations, and a

well-executed communication plan. The communication is essential to inform and educate

employees with meaningful and relevant information about the importance of the program to

achieve an overall well-being and healthier lifestyle.

SAS wellness program provides a wide variety of activities including: pilates, zumba,

yoga, salsa aerobic, hiking, Wii bowling, harmonic sound healing, scent mixology, and

campaigns like weight management and smoking cessation (Kaplan, 2010). Besides these

coordinated activities, SAS also encourages passive employeewellness while providing fitness

facilities.

Onsite Health Care Center

SAS has a Health Care Center (HCC) on-site, which provides full-service health care free

of charge for employees and their families. The health center was modestly founded in 1984 and

now boasts a staff of 56, including four physicians, 10 nurse practitioners, nutritionists, lab

technicians, physical therapists, and psychologists (Kaplan, 2010). The HCC also offers health-

related educational training online and on-site and has a Health Care Center Pharmacy operated

by Walgreens in the same building (SAS Institute, 2014).


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Healthcare services are available 8 a.m. to 6 p.m. most days (Friday is the only day that it

closes at 5 p.m.). Same-day appointments are commonly available, and usually clinicians take

advantage of employees visit to consolidate a variety of services into one appointment,

providing an embracing health care service (Berry, Adcock, & Mirabito, 2011). The service is

offered free of charge with one exception, a missed appointment without notice costs $10

(Kaplan, 2010).

Even though SAS allows their employees to use external healthcare providers, around

75% of their 4,700 employees located at the North Carolinas headquarters choose the HCC for

their primary care (Berry et al., 2011). This fact helps the care coordination, avoiding repeated

efforts and misaligned treatments that may occur when dealing with providers in different

medical practices.

Wellness Program Costs

How much does it cost? It is hard to believe that with such a comprehensive healthcare

facility that SAS can actually save money on health care. On-site health services enable SAS to

save more than $1.50 for every dollar spent to operate the HCC (Berry et al., 2011). SAS

estimates that 40,000 on-site visits are made per year, and each visit saves two hours of

employee time, resulting in productivity savings of $3.6 million in 2010 (Berry et al., 2011).

Considering the high external health-care costs and the time spent by employees to reach off-site

health care providers, SAS is effectively capitalizing on the synergies and saving millions of

dollars every year from providing on-site services.

The HCC is successful because it was created for the right reason and delivers health care

services the way it should be delivered: analyzing risk factors and preventing diseases instead of

just treating them. SAS encourages an attitude of wellness, providing wide range of services and


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healthy activities, and at the same time confirming the companys commitment to employees

well-being. As SAS CEO Jim Goodnight says, The number-one benefit you can give an

employee is a good health (Berry et al., 2011).

Work Environment

In the workplace environment of any organization, employee morale, productivity and

engagement is impacted both positively and negatively by the practices and philosophies of

upper management. A quality work environment affects employee level of motivation and

subsequent performance as well as their engagement with the organization. Employee

engagement with their immediate environment also plays a role toward influencing level of

innovation, collaboration with fellow employees, absenteeism and ultimately, employee retention

rate.

Flexible Work EnvironmentAt SAS there is a high-trust, flexible work environment where employees can choose to

work from home if needed or in the office (Dobson, 2010). The mood of the place is very

competitive, yet most employees consider the work environment to be a layback. The company

encourages employees to work a 35-hour week and each employee is empowered to take

ownership for his job responsibilities and the completion of those tasks. All employees have their

own office and enjoy tremendous freedom toward managing their workload and schedule. SAS

leadership views such employee-centric practices as a way to maximize productivity.

CMO Jim Davis stated the following (Crowley, 2013):

I dont know anybody who really works 35 hours. The reality is if you trust people, and

you ask them to do something--and you treat them like a human being as opposed to a


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commodity where you try to squeeze something out--theyre going to work all sorts of

hours. But theyre going to enjoy those hours as opposed to slaving in the office.

The company fosters an environment that allows people focus on their work without

unnecessary distractions, which in turn allows them to be more creative and productive.

Management provides employees the right tools and the support to focus on problem solving

all while being surrounded by artwork and scenery that energize and inspire (sas.com, 2014).

Management PhilosophyManagement at SAS operates with uncommon philosophies, methods, and intentions.

The company continually produces top workplace performance because of what it stands for and

its leadership values, such as: value people above all else, give to get, trust above all things, and

ensure employees understand the significance of their work (Crawley, 2013). Surveyed

employees continuously express that they are valued as individuals where their opinions matter,

creating a positive work environment that serves as a great motivational tool. Such sentiments

are key ingredients to being able to continuously design innovative software solutions and

deliver value to SAS customers.

At SAS management understands that harassment does not refer only to sexual

orientation,but also to religion, where one is from, the color of ones skin, how old or young one

is, if male or female, if handicap or any other inappropriate or illegal basis; therefore, prohibits

unlawful harassment in any form regardless if its non-verbal, verbal or physical to provide a

great and safe working environment (sas.com, 2014). Employee happiness is the core of the

organizations mission.

Another significant feature of the work environment is employee interdependence.

Collaboration and teamwork are highly encouraged within the organization as a means to


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success. To encourage such behavior, SAS implemented a reward system that places value on

organizational performance over individual recognition. Employees enjoy challenging work and

are free to take risks, and even fail, as a means to generating new ideas and products.

The companys culture of trust hasproven to be an influential factor toward employee

engagement. There is great communication amongst all employees, including top executives,

respect from colleagues and transparency into career-paths (Huffington, 2014). SAS work

environment is so resource-rich that some employees choose to take a pay cut just to come to

work for the organization and take advantage of the great perks and benefits it has to offer.

The physical surroundings and facilities make a big difference at SAS. Lots of companies

have campuses, but the amenities at the SAS campus are second to none. The companys 900-

acre campus in Cary, North Carolina has a head count of 5,176 employees and a total of 14,000

employees worldwide (Great Place to work, 2014). The office building overlooks stunning well

cut lawns and curving pathways linking one building to another, allowing employees to connect

and engage in frequent interactions while promoting a sense of belonging and family.

Open-Book Management

Managing employees is a challenging yet crucial and essential process of conducting

business. In the previous sections, we discussed human resource policies implemented by SAS,

such as, workplace wellness and the work environment. This section will further our

investigation into SAS human resource practices by discussing open-book management and

how the company uses this concept to keep employees engaged. The idea behind open-book

management is spreading information through all levels of the company as a means to help

employees be more effective in performing their job. This motivates employees by empowering

them to be fully equipped with proper and adequate information.


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A well-built human resource policy or principle created by a company will include

establishing a great line of communication about what the company does, their mission

statement, goals and their part in the company. Open-book management eliminates the traditional

top-down line of communication. The whole idea of open-book management, in regards to

human resource policy, is to generate an open line of communicationbetter known as, open-

door, which encourages employees to express concerns or any issues they are faced with. A

benefit of using this approach is that workers are more inclined to report problems early on

before they can spiral out of control causing a bigger issue.

Companies that involve workers in the decision-making process see a significant

improvement in employee engagement. A study by Mone, Eising, Guggenheim, Price and Stine

(2011) found that, Open-book management style involving employees in decision-making has a

positive effect on engagement (p. 209). Leaders play an important part in assuring that human

resource policies are properly understood by each employee. Lengnick-Hall, Beck, Lengnick-

Hall concluded that, A strong HR system isone in which the messages intended by the

organization's leaders are understood and interpreted correctly by employees, and which guide

their individual behaviors which aggregate to create organizational capabilities (p.248).

SAS understands that in order to get the best out of ones employee the company must be

willing to share all information. The more information employees have at their disposal the

better equipped they are to handle most situations. The company will most likely have a greater

percentage of knowledgeable workers. SAS is dedicated to making sure that the employees have

the necessary tools available to make the best decision for the company. This type of policy

requires a strong communication system. Beck Graebe, internal communication manager, stated

at a social media conference that, good communications starts at the top (Kass, 2012). She


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further explained that the 8-person team is continuously trying to discover ways to inform 11,000

of SASs employees (Kass, 2012). The team has come up with a great internal communication

program that involves using social media.

Work-Life Balance

The concept of work-life balance is an ideal situation that many employees struggle to

achieve, and an even more daunting task for many employers to translate into formal HR

practices. How an individual interprets work-life balance can be viewed as multifaceted since it

boils down to personal choice and priorities. A key factor that distinguishes SAS as an employer

of choice is its commitment to successfully implementing family-friendly benefits and adopting

them as tenants of their overall culture and business strategy. According to Yeo and Li (2011),

Employees believe they have a high quality of work life when there is a clear sense of openness

and trust between management and employees and no fear of being shortchanged or misguided

(p. 39). This philosophy is embraced by SAS CEO Jim Goodnight who believes the foundation

of employee happiness at SAS is its culture of trust and is echoed by SAS employees who feel

the company goes above and beyond to foster a family-friendly work environment (Crowley,

2013).

The company has truly cracked the code on what constitutes a sustainable family-supportive

work environment by providing organizational support through a variety of programmatic

offerings administered by six dedicated social workers within their Work/Life Department (Great

Place to Work, 2014). According to the SAS Family website, SAS is committed to helping

employees, their families and retirees achieve balance in their lives by providing problem-

solving, coaching, resource and referrals, and educational programs (SAS Institute, 2014). The

company offers an array of employee-friendly benefits such as a flexible work environment,


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onsite childcare and schools, parent-focused seminars, interactive technology, an onsite

recreation and fitness facility, and various other perks which we will explore further.

Flexible Work Environment

SAS boasts a standard thirty-five hour workweek, three weeks of paid vacation, and

unlimited sick days which can be used to care for ill family members (Great Place to Work,

2014). The company offers both formal and informal flexible scheduling arrangements, along

with telecommuting, to afford employees who are parents the opportunity to arrange their work

schedules to allow them to participate in their childrens school events and activities.

Onsite Childcare and Schools

The company is a huge advocate of childhood education and has two subsidized daycare

centers for 600 children; the largest onsite daycare operation in North Carolina (Kaplan, 2010).

With onsite childcare, parents can visit and interact with their children throughout the workday.

Parents, at the main campus, can also take advantage of discounted tuition and enroll their

children in the on-site Montessori school, while parents without access the facility can count on

SAS to pay half the tuition of a comparable program in their community (Great Place to Work,

2014). The culture of support does not stop there, employees have access to work-life

counseling and can attend a number of seminars on topics ranging from adoption to divorce to

paying for college to help them with managing lifes everyday challenges (Crowley, 2013).

Interactive Technology

The company makes use of technology to keep employees connected and informed. Their

SAS Life Blog offers guidance on healthy living and tips for managing lifes stressors

(Huffington, 2014). Employees can also take part in the company-wide intranet community,

known as The Hub, that enables real-time interaction with SAS executives during town hall


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meetings in addition to functioning as a mobile device-enable social network with question and

answer app capability (Great Place to Work, 2014).

Recreation and Fitness Center

The company has a 36,000 square foot gym, complete with full-service laundering, which

is provided to employees and their family at no cost (Fishman, 1999). The fitness center is

complete with weight machines, pool tables, two full length indoor basketball courts, a

natatorium which houses a 75-foot pool, tennis and racquetball courts, a robust schedule of

aerobics classes including triathlon training program and weekly messages (Buchanan, 2011).

The recreational complex on campus has soccer and softball fields, bike and walking trails, a

Frisbee golf course and dozens of sculptures to compliment the beautiful landscape - all in an

effort to promote a balanced environment (Great Place to Work, 2014).

Company Perks

In addition to the benefits detailed above, SAS does much more to show employees just

how much they care about their needs. The company provides gourmet cuisine accompanied by a

piano player in its subsidized cafeterias, which serve 500 breakfasts and 2,300 lunches a day --

and provides takeout to bring home for the family (Kaplan, 2010). The family-friendly culture

of the organization is regularly on display in the cafes where parents and kids have the option of

eating lunch together. Other perks for all employees include a hair salon where the CEO gets his

crop chopped, dry cleaning, car detailing, a UPS depot, a book exchange, a meditation garden, an

in-season tax prep vendor, and an orthotics store (Kaplan, 2010).

Performance Incentives

There is no doubt that SAS employees enjoy the perks on their envious campus. As noted

by Kaplan (2010), the idea that work is easy and that employeescoast through their day is a


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misconception. Employees work hard here, because theyre motivated to take care of a

company that takes care of them.

Since its second year in business SAS has offered profit sharing, a benefit provided by

organizations to give employees incentives to put forth quality work. Some metrics that indicate

how well a company takes care of its employees are longevity, turnover percentage, and

wages. Job security and ownership are those intangibles that leave employees feeling taken-care

of even if there isnt data to quantify it. The CEO considers the companys employees the most

important asset stating it is his job to make sure they come back (Kaplan, 2010). Although

specific performance incentives are not public knowledge, one can extrapolate from management

requirement and remarkable stats that employees perform and are happy with their work.

Profit Sharing

As a performance incentive, profit sharing serves two purposes; one purpose is to

promote employees to think more like owners. Since they have a stake in the success of a certain

project employees are motivated to produce good quality work. This empowers employees to do

top quality work because they will reap the benefits in terms of profits made by the

company. The second reason organizations implement profit sharing is that it provides a way to

reduce labor cost in the event of economic hardships faced by the company. If the company is

not making a profit they are not able to share it with employees. It is a clever way to accomplish

a feeling of ownership and a way to keep labor cost low (Noe, Hollenback, Gerhart, & Wright,

2013 p. 534).

Part of SASs success is impressive not because they have yet to report a loss in their 30

plus years of business, but more so because they are still a private company. This fact lends

itself to the first metric mentioned earlier-turn over. Turnover at SAS reported at 2 %, 20%


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percent lower than the industry at about 22% in 2009 (Kaplan, 2010). Compared to the industry

SAS seemingly knows how to keep their most important asset engaged and committed.

Job Security

A company on the verge of reporting a loss for the first time shows their employees how

indispensable they are. In 2009 when competitors were announcing massive layoffs SAS CEO

announced no one would be laid off. That year no raises were reported and the company pulled

together and minimized unnecessary spending (Kaplan, 2010). Difficult economic times force

companies to decide what type of company it wants to be. With average tenure at 10 years

management has succeeded in creating a culture where employees know their worth.

Compensation

Employee compensation in form of pay is traditionally thought of as a way to influence

behaviors and attitudes of current employees (Noe, Hollenback, Gerhart, & Wright, 2013, p.

525). According to Kaplan (2010), SAS is not known for paying the highest salaries in its field,

probably the one ordinary thing it does. Salaries are just a part of employee compensation when

it comes to public companies. Since, SAS is still a private company salaries are not

complemented by stock options. Similarly to SAS, Google, a competitor and a client, showers

employees with perks in addition to above industry standard pay (Cook, 2012).

Another way SAS fosters performance is through ownership. All employees to include

programmers and landscapers are given the opportunity to own their work as long as they are

employees with the company- program or acreage, respectively.

Implications for HR Practices in Other Companies

Workplace Wellness


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SAS has a well-structured wellness program that benefits not only the employees but also

the company in a variety of aspects. Employees benefit while having the opportunity to take

care of their health and improve their lifestyle; and the company benefits while increasing

productivity, retention of employees, competitive advantage, and on the top of it, saving money.

HR departments in other companies can learn a lot from SAS in this field. It is clear that

investing on health is cheaper than sickness. That fact is proved with numbers by SAS, and

should be benchmarked and analyzed by other companies.

Even small companies that dont have the possibility to implement a structured wellness

program can take advantage of SAS experience and increasingly improve their HR

practices. Companies should start promoting informative campaigns about the importance of the

maintenance of a healthy lifestyle, encouraging employees to keep track of their blood pressure

and weight, while also adhering to healthier eating habit. Monthly/weekly events like walking at

the park or zumba classes can be offered to stimulate employees to exercise and at the same time

interact and exchange successful healthy experiences with co-workers. Investing on benefits like

free gym membership may also be an excellent opportunity to stimulate employees to include

physical activity as part of their daily routines.

Starting with small steps, companies can develop its processes day-by-day with simple

attitudes that are powerful enough to improve employees lifestyle and consequently their

individual satisfaction.

Work Environment

Human Resources plays an essential role in developing an organizations strategy as well

as handling employee activities. By providing a great working environment, SAS employees are

motivated to produce more effectively and efficiently. The companys workplace design


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generates an atmosphere that is supportive, layback, fun and stress free, influencing employees to

remain with the organization and resulting in a low turnover rate for the company. By providing

such a unique, accommodating and flexible environment based on trust and respect ,the company

in return benefits greatly through the hard work, determination and commitment of its

employees.

Open-Book Management

Work-Life Balance

In the eyes of SAS leaders, family-friendly benefits and perks are symbolic

representations of how they trust and value their employees and remind workers that they

important to the success of the firm (Crowley, 2013). What sets SAS apart from other

organizations is the forethought and dedicated support they put toward their employee/family-

centric work-life programs, which are designed to be convenient and reduce work distractions.

Organizations aspiring to be recognized as family-friendly should first start by fostering a

culture of trust with its employees and construct an environment that workers genuinely want to

be apart of. Next, employers need to understand the unique needs of their employees and then

engage them to create work-life programs that embrace those needs holistically. By doing so,

they are more apt to implement programs that employees will truly benefit from. Lastly, for

programs to be truly accepted, senior leaders and management must partake in the benefits

offered, as well as encourage employees to take advantage of the options provided, to

demonstrate the organizations commitment the concept of a balanced life.

Performance Incentives

Some performance incentives like profit sharing, competitive wages and comprehensive

benefits packages are the norm for most organizations including SAS. There are other


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intangibles, like ownership and job security, that other organizations will have a difficult time

implementing or duplicating. Changes that empower employees and give them a sense of

ownership in their projects starts with a policy change allowing employees to own their work

while they remain employed with the company and continue with a change in the culture.

Changing the culture in an organization involves more than simply adding or amending a current

policy or procedure. Culture has an important impact on approaches tomanaging people (Noe

et al., 2013, p. 656). It can determine the value of different aspects of jobs. For example, in a

company that prides itself in providing excellent customer service a complaint from a customer

is frowned upon, while in a sales driven company it may not be as long as the sales goal for the

day was met.

Performance alone nowadays does not guarantee job security. Outside forces in the

economy and speed of technology and business play a big role in the success of an organization.

Businesses find a way to weather the storm and get through tough times. Decisions to conduct

massive layoffs or cut back drastically on nonessential expenses are some strategies used to stay

afloat. Goodnights decision to put employees at ease announcing no one would lose their job

and cut expenses is an unorthodox move. Employees were able to get back to work knowing they

would all come back the next day.

Decisions made by CEO Goodnight may not have been an easy however; it was possible

due to an absence of outside pressures from stockholders. Public companies face the reality of

such pressures and may not have the liberty of such decisions.

As far a monetary compensation, SAS compensates employees fairly proving that

employees performance is driven by things other than pay. Employees need challenging,


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interesting assignments, they need to be inspired and employers have the responsibility to make

things easy for them and tomake sure they come back(Kaplan, 2010).

Conclusion

(will write after other sections are completed)

References

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yourself-employee-health-care/


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Rewards-and-Perks

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worlds-best-place-work

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Grade Rubric for Term Paper(Measures Course Competency #6)

Criterion Does not meetbasic criterion Meets basiccriterion Proficient Outstanding

Provides overview

of teams employer-

of choice through

effective Table of

Contents,

introduction and

conclusion

Does not provide

Table of Contents

with authors

names,

introduction and

conclusion (0)

Introduction and

conclusion related

to the chosen

employer-of-

choice; may lack

Table of Contents

with names.(2.75)

Provides sufficient

information about the

chosen company to provide

robust context for the rest

of the paper; provides

conclusion and Table of

Contents with names. (3)

Gives detailed and

compelling

information about the

company and why it

was chosen, provides

robust conclusion and

Table of Contents with

names. (4)

Discusses at least 5

distinctive HR

policies and/or

practices of chosencompany

Does not discuss at

least 4 distinctive

HR policies and/or

practices (0)

Lists and describes

4-5 HR policies

and/or practices (5)

Assesses at least 5 HR

policies and/or practices in

terms of why this company

is an employer-of-choice (6)

Assesses each of the 5

HR policies and/or

practices with specific

examples of how theseadd up to being an

employer-of-choice. (7)

Recommends

implications of

these policies and

practices for other

companies

Did no analysis of

how these Best

Practices can have

implications for

others.. (0)

Presents

implications of 1-3

Best Practices in

terms of what other

companies could

learn from them.(5)

Presents recommendations

for other companies based

on all 5 Best Practices of

the teams chosen

company.(6)

Demonstrates detailed

team analysis and

mastery of applying all

5 Best Practices to

other companies (7)

Writes at graduate

level including

sufficient and

appropriate

references in APA

style

Poorly written,

incoherent

sentences, poor

spelling,

unacceptable

grammar and/or

total lack of

references (0)

Numerous writing

errors but

sufficient,

appropriate and

correct references

or vice versa (2.75)

Very few errors in writing

and referencing (3)Virtually no errors in

writing and

referencing. (4)

Total points for Term Paper = 22

Documents

Distinctive HR Policies and Procedures at SAS