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Case: ?SAS Institute? interview at least two leaders of your choosing




Case: ?SAS Institute? interview at least two leaders of your choosing and write their responses to the following;What are your motivational processes for those who follow you? How do you plan for satisfying human needs, selecting the right person who is the best fit for a task or assignment, influence performance expectations, and ensure equality while keeping the mission and goal of the organization in mind?;There is no words limit. thank you;Attachment Preview;All-Wharton-2000-SAS_Institute.pdf;SAS Institute;A case (with teaching note) on the role of senior business leaders in driving work/life;cultural change.;Ellen Bankert, Mary Dean Lee, and Candice Lange;The Wharton Work/Life Roundtable;A division of the Wharton Work/Life Integration Project;University of Pennsylvania;* This research was funded in part by a Sloan Foundation Grant #B1999-76.;Copyright 2000 The Wharton Work/Life Integration Project;SAS Institute;Executive Summary;SAS Institute is the worlds largest privately held software company, with sales in 1998;of $870 million double its revenue only six years earlier. In 1999, they exceeded $1 billion.;Founded in 1976, the company makes statistical analysis software that it leases to a;widely diverse group of customers. The companys customer base has grown from 100;customers in 1976 to more than 30,000 in twelve countries, including all but two of the largest;U.S. public companies. SAS Institute has 5,400 employees, 3,400 are at the companys campus;headquarters in Cary, North Carolina. John Goodnight, SAS Institutes founder and CEO, owns;two-thirds of the company, while John Sall, a senior vice president, owns the other third.;In recent years, SAS Institute has received considerable media attention for the utopian;environment for which it has become known. The companys physical surroundings are country;club-like, and include two childcare centers, a fully staffed health center, private offices for all, a;pianist in the company-subsidized cafeteria, state-of-the-art athletic facilities, and many other;perks. In terms of noteworthy non-tangibles, the company offers unlimited employee sick days;and a 35-hour workweek. Whats not available is perhaps even more telling: there is no;executive dining room, no reserved parking spaces (except for company vans), and no coveted;offices for executives.;The compelling case story behind SAS Institute is not tied to a specific change initiative;or the many perks, but is about the work environment created at the companys outset and;sustained over time. The case focuses on capturing the essential elements that define the SAS;Institute culture: employee-centered values, employee interdependence, a spirit of risk-taking;freedom, challenging work, richness of resources, and the companys physical surroundings. In;describing the background and motivation for creating this type of environment, the case;explores issues related to Goodnights own value system and philosophy of work.;In the section on maintaining the work environment, the case describes four strategies;that have been initiated to support the company culture. These include a hire hard recruitment;strategy, the 35-hour workweek, employee and manager surveys, and the compensation system.;The case also presents the results from the companys internal surveys, as well as specific;employee data from the business press.;SAS Institute;Ellen Bankert, Mary Dean Lee, and Candice Lange;The Wharton Work/Life Roundtable;People find it hard to believe that working at SAS Institute, Inc., a North Carolina-based;software company, is for real. Jim Goodnight, the founder and chief executive officer, has;carefully crafted a community of employees who seem literally to live the good life at work.;From the outset, he envisioned establishing a company that would be a fun place to work, with a;stimulating environment that would encourage creativity and with extensive on-site resources so;people could be productive.;That description, though, could fit any number of companies. The difference at SAS;Institute is that Goodnight saw and went much further. He decided to demonstrate in word;and deed that his company truly cares about its employees. His guiding standard for;decisionmaking is how he himself would like to be treated.;In a quiet corner of North Carolina, theres a place that contradicts most of the;assumptions of modern business. In an era of relentless pressure, this place is an oasis of;calm. In an age of frantic competition, this place is methodical and clearheaded. In a;world of free agency, signing bonuses, and stock options, this is a place where loyalty;matters more than money.;This kingdom, a secluded realm west of Raleigh, is home to an all-but-unknown;group of software wizards whose output touches every aspect of life from what;medicines get developed to who gets a mortgage. Although this company is thoroughly;modern, there is something fairy tale-like about the place. The inhabitants are happy;productive, well rounded in short, content in a way thats almost unheard-of today.;They are loyal to the kingdom and to its king, who in turn is the model of a benevolent;leader. The king almost unbelievably goes by the name Goodnight.;Fast Company, January 1999;Jim Goodnight emphasizes that, in his view, what he has done at SAS Institute isnt;rocket science. He often expresses amusement at how much attention and raised eyebrows he;gets for something that to him is just common sense. He does not characterize SAS Institute as;a family-friendly employer, and thats not what he set out to create. He wants people to enjoy;being at work, and most of what he does is derived from that simple philosophy. A company fact;sheet explains this employee-friendly approach;Employee-friendly benefits reflect Dr. James Goodnights philosophy at SAS;Institute: If you treat employees as if they make a difference to the company, they will;make a difference to the company. SAS Institutes founders set out to create the kind of;workplace where employees would enjoy spending time. And even though the workforce;continues to grow year after year, its still the kind of place where people enjoy working.;Excerpt from the SAS Employee-Friendly Benefits Summary;Thats the reason SAS Institute provided childcare in the basement of its first building;one of the few early employees needed it, and the absence of worrying that came with that;childcare was key to making sure that employee enjoyed being at work.;Messages like this email message to Jim Goodnight are common;I started three weeks ago in the Publications Department I never imagined that;I would have a job where I look forward to coming to work in the morning and forget to;check the clock in the afternoon to see when it is time to leave. I work with a charismatic;manager and my team is full of creative and hardworking individuals who have done;their utmost to make me feel welcome. As a Liberal Arts Manager (from UNC even), I;didnt envision a software company as the ultimate job but then I guess I didnt know;enough about SAS. You have a wonderful company and I am thrilled to be here. Thank;you.;SAS Institute employee;But is SAS Institute successful as a business?;The company and its products;Founded in 1976, SAS Institute is an international leader in data warehousing and;decision support software. Some 3,400 employees work at the companys headquarters on the;200-acre campus in Cary, North Carolina. There are another 1,900 employees scattered at offices;throughout the world. Sales in 1998 were $870 million double its revenue only six years;earlier. In 1999, they exceeded $1 billion. SAS Institute is the worlds largest privately held;software company.;The company boasts some remarkable financial numbers: 1997 was the twenty-second;consecutive year of double-digit revenue growth. With 31,000 customers in 120 countries, SAS;Institute counts all but two of the largest U.S. companies as users of its products.;The Institutes core product, base SAS software, was originally;developed to analyze agricultural data on IBM mainframes at North Carolina;State University. Over the years, the SAS system became a complete information;delivery system, including more than 25 fully integrated modular applications;that allow an organization complete control over its data from data access, to;data management, to data analysis, and presentation.;Excerpt from SAS Fact Sheet;SAS Institute does business differently than most software companies. Rather than sell its;software, SAS leases to its customers a strategy of immense importance in understanding the;companys relationship to its users. The fact that leases must be renewable annually creates a;tremendous emphasis on customer satisfaction and quality. As SAS Institute sees it, the leasing;strategy helps keep the company sharp by ensuring that technological advances are driven;solely by customer needs.;Our leasing strategy has been a critical piece of the companys success. It;keeps us on our toes and forces us to be tied in very closely to our customers.;Thats not always the case in the software business.;SAS Institute manager;A key is ongoing research and development. SAS Institute reinvests more than 30 percent;of revenue in R&D.;We really focus on what the customer wants, and then we have the;resources to invest in delivering it.;SAS Institute employee;This attention to the customer has paid off: nearly 90 percent of SAS Institute customers;renew their annual leases, and 70 percent of these, on average, increase their business.;How it all began;SAS Institute puts an enormous effort into keeping on the cutting-edge of technology.;The company also puts an enormous amount into creating and sustaining its remarkable work;environment (see Exhibit 1 for a company fact sheet on the SAS employee-friendly history).;How did it all begin?;A colleague shares a story about Jim Goodnights work experience before founding SAS;Institute. It seems Goodnight worked briefly at NASA. What he found there was an environment;in which people did not communicate. Any effort to build trust was absent: NASA used;timecards to make sure that employees worked their full allotment of hours, and there were metal;detectors to ensure that employees werent stealing.;That wasnt all. At NASA, executives were supposed to be seen as different from the;rest of the workers. There were special executive parking areas. Executives had their own break;and dining area, with free, good coffee. Everyone else had to dump a quarter into a vending;machine if they wanted coffee or a soft drink.;Goodnight decided that when he started his own company, he would create a very;different environment.;The primary goal has been to create a workplace in which employees can produce great;results because they are working in a fun, stimulating, and resource-rich environment. More than;a focus on employee productivity, however, SAS Institutes focus is on employee effectiveness.;Goodnights motivation is business-related, but he and company spokespeople always;make it clear that SAS Institute is what it is because of Goodnights views on how people should;be treated.;Jim Goodnight is perceived throughout the company as a regular guy, a down-to-earth;man with a strong value system and incredible technical gifts. He is not seen as a stereotypical;CEO, and appears to value being seen as different. The director of communications tells a story;of Goodnight agreeing to be interviewed for a story in GQ on three CEOs you dont know but;should. The photographer wanted a picture of each CEO next to his car. Goodnight thought it;was odd that theyd want a picture of him by his car, a Ford station wagon. When the;communications director explained that the other CEOs might be driving something a bit fancier;Goodnights response was to wonder aloud how those people cart their junk to the dump.;Business Week data from 1997 indicate that 79 percent of SAS respondents listed the;highest choice a great deal when asked: Do the leaders of your company support workfamily programs? Only 38 percent of respondents from all the companies totaled together listed;the highest choice.;Differentiating from the Silicon Valley;It is only over the past two years that SAS Institute has become much more in tune with;the public relations value of touting its unique work environment, and has begun to take steps to;get on various business magazine lists of family-friendly companies. The importance, according;to the company, goes beyond the corporate image with customers: it is a key factor in;recruitment and SAS Institutes retention of employees. SAS has created an environment that;seeks to bypass many of the problems faced by its rival firms in Californias Silicon Valley and;elsewhere, where churn and burn is the order of the day.;The Valley has its own proprietary ways of burning and churning its soldiers.;Sure, burnout plagues almost every corner of corporate America. In fact, its so bad on;Wall Street that the New York Stock Exchange recently installed defibrillators on the;Exchange floor to revive brokers suffering heart attacks. But Silicon Valleys maniacal;anything-goes, startup-driven pace creates a weird bubble of a world.;In a Valley where kids out of Stanford University are racing to become;millionaires by age 30, where years of work can be wiped out if a competitor beats you to;market, no one has formally studied the burnout rate among driven Silicon Valleyites.;Yet the Valley way of life and work is the clinical definition of stress: extreme;unpredictability with little control.;Upside, July 1998;In the spring of 1998, William M. Mercer, Incorporated one of the leading U.S. human;resources consulting organizations released a report based on a survey it conducted under cosponsorship with the Pittsburgh High Technology Council, an employers group. The Mercer;survey offered respondents ten reasons from which to select as the most significant reasons for;turnover at their companies. Participants cited the following;1. aggressive hiring practices of competitors (cited by 54% of participants);2. dissatisfaction with income (49%);3. dissatisfaction with career opportunities (46%).;Other often-indicated reasons for turnover include dissatisfaction with;management practices (41%), employees' dissatisfaction with their type of work or;projects (34%), and a feeling that the organization lacks direction (22%).;PR Newswire, May 20, 1998;In the software industry, employee turnover averages as much as 20 percent and some;firms face even higher turnover rates. Many have taken to all sorts of incentives to keep;employees at their jobs.;At a time when annual turnover in some information technology shops is as high;as 30% and filling empty positions can cost anywhere from two to five times an;employees salary, IT managers are discovering that it takes more than just a paycheck to;keep their people happy, according to Brian Anderson, vice president and general;manager of the San Francisco office of Personnel Decisions International, a global;management and human resources consulting firm in Minneapolis. IT managers are also;finding that offering a buffet of softer benefits anything from on-the-job training to;days off to elegant dinners builds loyalty, makes work more enjoyable and nudges;employees to think twice about sending off a resume when a headhunter calls.;Computerworld, June 28, 1999;SAS Institutes unique work environment and family-friendly programs contribute to the;companys astonishingly low 4 percent turnover rate.;A typical software company of SASs size loses 1,000 employees per year. At;SAS, the number lost is about 130 which translates into almost 900 employees per;year whom SAS doesnt have to replace. The result: a huge reduction in expenses for;recruiting candidates, for flying them in for interviews, and for moving new hires across;the country, as well as a reduction in the amount of work time lost while jobs remain;unfilled.;Two independent consulting companies Hewitt Associates and the Saratoga;Institute have estimated that the cost of replacing a worker runs between 1 and 2.5;times the salary of the open job. The more sophisticated the job, the higher the cost. So;given a factor of 1.5 (which is conservative) and an average SAS salary of $50,000, the;company arguably saves $67.5 million a year, compared with what its competitors shell;out. That comes to an extra $12,500 per year per employee that SAS can spend on;benefits.;Fast Company, January 1999;The company estimates its low turnover rate translates into some $60 to $62 million in;savings.;Asked whether its important to be on the lists, Goodnight responds: Well, Id rather be;on them than not, but Id rather be reading about how great our products are. It is a sentiment;that rings true in light of how Goodnight acts, and its backed up by what the head of corporate;communications remembers: In the early days, we were almost reclusive about touting who we;were or what we did for employees. We wanted to be recognized for our products. It took us a;long time to convince Jim Goodnight that we should be talking about this other stuff.;The work environment;Several overarching features of the work environment at SAS Institute make the company;unique. Coupled with the perks often quite unusual that employees enjoy, these features;help define the special SAS culture. (Exhibit 2 presents a summary of employee-friendly;benefits at SAS.);First and foremost is that the companys values are employee-centered. SAS Institute;seeks to send a strong message to all employees that the company truly cares about every man;and woman on its payroll, as individuals. Some of that caring is manifested in tangible things;from the on-site healthcare facility to the piano player in the company cafeteria (or caf, as it is;called in SAS Institute literature), who helps ease the frenetic pace one so often finds at;lunchtime in other companies. It can be found in the financial planning courses that the company;offers to all who work at SAS Institute. And it can be found in the discounts on residential;property in the headquarters town of Cary Goodnight invests in real estate, completely apart;from SAS Institute, and offers 10 percent off undeveloped lots where he has an interest.;One example of employee-centeredness can be found in the fact that each employee has;his or her own office. There are no cubicles. While SAS Institute describes this as a way to;maximize productivity, it also fits in with the operating principle for Jim Goodnight: thats how;he would like it were he just an employee.;Another significant feature of the work environment is employee interdependence. SAS;Institute has structures in place to encourage and even demand teamwork. Employees will;tell you that its easy to get help when needed. Seeking out help when needed is critical to;success within the organization. One senior executive describes what it takes to fit in at the;company.;You need to care about a sense of contribution, you need to value humility over;individual recognition, and you must want to work in an environment of total;interdependence. If you need a lot of ego or tangible compensation, this is not the place;for you.;Jeff Chambers, SAS Institute director of human resources;The SAS Institute reward system encourages interdependence. For instance, everyone in;the sales organization gets a bonus, depending on performance relative to other members of the;salesforce but relative to target.;Theres really not much competition within sales. Were not competing with each;other, but competing with our own target.;SAS Institute employee;I could definitely make a lot more money elsewhere, but I wouldnt have nearly;as much fun.;SAS Institute sales professional;SAS Institute encourages a genuine spirit of risk-taking. Many employees comment on;their ability to take risks, and most everyone agrees that it really is okay to fail. As one employee;in technical support says, We can try anything within reason here.;To be sure, there is some downside to this encouragement of risk-taking. Some;employees perceive that competition is deliberately established between work groups as a way to;create new ideas. They criticize this approach for wasting resources and setting up unnecessary;competition. But this sentiment is clearly a minority one.;Another feature of the environment is challenging work. The key reason people come to;SAS Institute is for the work and its why they stay.;Motivation is not a problem here. Everyone has a strong desire to excel.;SAS Institute employee;That the SAS Institute work environment is resource-rich also contributes to the unique;culture. Employees are given what they need to do their jobs. Everyone you talk to mentions this.;If you need something here to get your job done well, youll get it without a big;hassle.;SAS Institute employee;Youre given the freedom, the flexibility, and the resources to do your job.;Because youre treated well, you treat the company well.;Fast Company, January 1999 (quote from employee);The physical surroundings and facilities make a big difference at SAS Institute. Lots of;companies have campuses, but the amenities at the SAS campus are legion. Theres a gym;healthcare center, and childcare center. Every floor in every building has one or more break;rooms stocked with coffee, tea, cold drinks, cookies, crackers, and other refreshments. Each;Wednesday, the break rooms are stocked with large canisters filled with M&M candies a perk;lots of employees mention, half-jokingly, as their favorite thing about working at SAS Institute.;All of the benefits and perks are available to all employees, and everyone on campus is a;SAS Institute employee: software engineers, salespeople, childcare workers, groundskeepers;and so on. Goodnight believes strongly that people are much more committed if they are part of;the company. All employees have the same exact bonus plan potential (of course, higher-paid;people are paid out at a higher rate).;There are no designated parking spaces and no executive dining room. Goodnight and;other senior executives eat lunch regularly in one of the two company cafeterias.;One particularly notable thing about the SAS Institute work environment is that the;company sees little need to produce specific documents about the culture precisely because it is;so pervasive. While there are a few, though brief, descriptive pieces about the company in which;the SAS Institute philosophy is clearly articulated, and the philosophy does feature prominently;in some of the companys customer-focused material, theres a sense that the culture is so strong;that it doesnt need to be neatly summarized and put on a plaque.;SAS is just a very pleasant place to be. You dont see plaques on the wall telling;us that because it doesnt need to be said. The niceness surrounds you and, while a lot of;it is visible, there are subtle things done that are important, too.;SAS Institute employee;Maintaining the work environment;Ask employees who or what is responsible for the work environment at SAS Institute;and everyone agrees that Goodnight created the culture and still has a huge effect on how it has;evolved over time. Despite that he is no longer directly involved with most decisions related to;the SAS Institute work culture, Goodnights original vision has spawned a self-perpetuating;culture, and new decisionmakers now share his vision which governs the variety of;philosophies, strategies, and practices adopted by the company over twenty-three years. Four;practices stand out.;Hire hard recruitment philosophy. Many people inside SAS Institute attribute the;longevity of the companys culture to the heavy emphasis placed on recruiting. It is very tough to;get hired: theres a strong emphasis not only on technical skills but also on attitude. One often;hears SAS Institute people explain that we hire hard and manage easy, meaning that folks have;a lot of autonomy in their jobs. (Exhibit 3 summarizes the extensive hiring process.) In 1999;SAS had about 20,000 applicants for roughly 200 posted open positions.;35-hour workweek. SAS Institutes written policy is that the standard workweek is;thirty-five hours.;It used to be that we had to work much longer hours to get the work that needed;to be done completed. With all the advances in technology, we dont need to spend so;much time at work.;Jim Goodnight;While most employees dont actually work thirty-five hours on a regular basis, people;talk about how the choice is there and that such a choice makes all the difference. Among;those who choose to work longer hours, theres a strong sense that they do so by choice and out;of a love for their work, as opposed to a lack of productivity or because of unreasonable;workloads. According to the 1997 Business Week data, 66 percent of SAS Institute respondents;strongly disagreed with the question: Are you expected to work long hours no matter what it;means for your personal or family life. This compares with 29 percent of all respondents.;Employee and manager surveys. SAS Institute relies heavily on employee input;through its annual employee satisfaction survey. Most of the questions seek to gauge the overall;work environment at SAS Institute, and only a few are work-life specific. Results of the survey;are posted for several weeks on the companys intranet, and each year key areas are identified for;improvement.;In 1996, SAS Institute introduced its first management feedback survey, through which;all managers are rated by their direct reports. The results, which are widely discussed within the;company, are also posted on the SAS Institute intranet. Top-rated managers receive individual;recognition.;Compensation system. So many benefits set SAS Institute apart from its competitors.;When it comes to pay, though, SAS employees get the average (or in some cases below the;average) for the software industry. In addition, unlike at most other software companies, there;are no stock options. Every SAS Institute employee does participate in profit sharing and is;eligible for a bonus, and the company has paid a bonus each year since its founding. Each;manager is given a pool of bonus money to divide as he or she chooses.;Goodnights view has always been that SAS Institute doesnt have to offer high salaries;to get people either to come or stay, given everything else the company provides to its;employees. He has always wanted people to come to work at SAS Institute for the work itself;and stay with the company for the work. In the SAS Institute view, money should not be the key;motivator. People that care primarily about the money can easily be bought, the reasoning goes.;Money is not talked about, though. The companys compensation system is a somewhat;taboo subject among SAS Institute employees. Salary levels are not posted within the company;so an employee looking to move within SAS Institute has no access to pay information. Just as;he doesnt want new hires coming for the money, Goodnight doesnt want people moving around;the company just for pay.;The role of the leader;SAS Institute is a very flat organization: there are, in essence, only four layers between;the bottom and Jim Goodnight. This means that Goodnight has a large number of direct reports.;The SAS Institute work environment was clearly initiated by Jim Goodnight himself. He;is the principal driver, though several of his direct reports play key roles. Executives at SAS;promote the culture through example.;For example, the vice president of commercial sales has two children in the SAS Institute;daycare center. After heavy travel periods its not uncommon for her to announce to her staff that;she wont be in for a few days so she can spend some time with her kids. And John Sall, the;companys number-two executive and only other owner, is very visible on campus as a man;whose work behavior promotes the companys philosophy.;While most of the major features of the culture were initiated and led from the top;programmatic ideas typically come from the grassroots level. SAS Institutes work-life manager;explains that new ideas bubble up through the organization. If theyre specific ideas for;employee services, she has a lot of autonomy for being creative and adding things to SAS;Institutes offerings. More substantial policy change issues go through the human resources vice;president and potentially get the thumbs up or down from Goodnight.;So very much of the SAS Institute culture is the product of the CEO himself, and it is;instructive to consider Jim Goodnights leadership style which is a bit of an anomaly.;Goodnight is viewed as a silent leader, one who gives the people below a lot of;autonomy. At the same time, his is a very strong presence within the company, and most major;decisions bubble up to him as well as many smaller ones.;Is he too controlling? He appears to be very much on top of all the details of the;organization, and chooses at times to be come involved in issues that one would not typically;imagine catching the attention of a CEO. Conversely, he appears to give his direct reports a clear;direction of where SAS Institute is going on the product/technology front, and then lets them;run their own areas. Direct reports often go two or three weeks with no interaction with;Goodnight. Meanwhile, the CEO spends almost 50 percent of his time programming, so hes;very involved with the product line on a daily basis. This passion for the technological side of the;business is very clear to employees.;Dr. Goodnight spends a lot of his time programming, which is very cool.;SAS Institute employee;Asked how he can afford to spend so much time on programming, and told that most;other CEOs wouldnt do the same, he responds: I dont know what they do all day. Probably;poking their noses in where it doesnt belong.;Goodnight appears to be a leader who gathers the input of his direct reports, but not in a;typical team fashion.;Recently, SAS was considering a substantial investment opportunity. Jim asked;many of his direct reports for their input, and he listens well. Hes not looking for;consensus, though. He takes it all in and then makes a decision fairly quickly. In this;case, he decided not to go with it.;SAS Institute manager;Also, his direct reports rarely come together to meet as a team.;I hate meetings. I think most of them are a waste of time.;Im the boss that doesnt like to manage much. I like to do start-up stuff and then;move on to something else. I like the creative side of things.;Jim Goodnight;I wouldnt say this to Jim because he would die, but this is a meeting-oriented;culture. We probably could use more meetings of the department heads, but thats not;Jims management style.;SAS Institute senior manager;Goodnights business for growing the business is to look out over only a short two- to;three-year horizon, given how rapidly technology changes. He assesses developing technologies;invests in some heavily, and give people the latitude to make them work.;Jims approach is to place some bets on multiple technologies in the hopes that;one will prove right. Since he started the company, his vision has been incredibly;accurate.;SAS Institute R&D manager;All the evidence points to the fact that SAS Institute is doing things right. The company;continues to grow, and employees are thrilled to have their jobs. SAS Institute has made the top;of most of the lists various business magazines publish about the best places to work. In both;years of the Fortune Best Places to Work survey, SAS Institute finished third. In the 1997;Business Week survey, SAS Institute ranked fourth within its comparison group overall, and at;the very top of the list if you take only employee opinion into account (that is, rather than;including the employer survey on programs and policies). And SAS Institute has been on the;Working Mother Best 100 list ten times since 1989, and has been recognized as a Top 10;company six of those times.;Of course, the entire SAS Institute story does leave a lingering question: could a similar utopia;be created at a company that has to answer to shareholders?;Exhibit 1: SAS Institute Fact Sheet Employee-Friendly History;SAS Institute, Inc. has a solid record of providing an employee friendly work environment since;the company was founded in 1976. The programs have grown in depth and breadth throughout;the companys history, and the Institute continues to explore ways in which SAS Institute can;best meet the needs of employees;4. 23 consecutive years profit sharing plan;5. 23 consecutive years discretionary bonus for employees in December;6. 23 consecutive years 35-hour work week and flexible work schedule. Employees who are;parents particularly enjoy this bene


Paper#34604 | Written in 18-Jul-2015

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