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Ducks in a Row: Do Perks Equal Culture?

by Miki Saxon

Whenever culture is discussed it often is in terms of perks.

Google’s free meals, concierge services, etc.; when Apple was new and hot interviewees were told about the in-complex swimming pool and Friday beer blasts.

SAS, which is number one on Fortune’s Best Places to Work list for the second straight year, offers on-site healthcare, $400/month childcare, a beauty salon, 66,000-square-foot gym and more.

All are lauded for their cultures, but is it the perks or is something else going on?

“People stay at SAS in large part because they are happy, but to dig a little deeper, I would argue that people don’t leave SAS because they feel regarded — seen, attended to and cared for. I have stayed for that reason, and love what I do for that reason.” SAS manager

Sure, the perks are important, but they aren’t the basis of great culture.

Employees don’t leave companies, they leave managers… More than anything else, you want to create an environment where people are respected—and treated like they’ll make a difference…Jim Goodnight, founder and CEO.

Make a difference; that’s the key phrase and the key action.

That’s how talented managers in companies with mediocre perks or none at all build and motivate great teams. It’s also the reason why people who are stars at one company may not perform as well at another.

Popular wisdom agrees that people leave managers, not companies, and they leave them in spite of perks, benefits, stock and seniority.

Fabulous perks get lots of press and may attract candidates, but they can’t motivate or retain people if they feel used and unvalued.

Fickr image credit: http://www.flickr.com/photos/zedbee/103147140/

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